錯誤管理文化對組織績效的影響─以組織學習為中介變項

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：99

、訪客IP：3.135.190.101

姓名

蔡宇喬(Yu-Chiao Tsai) 查詢紙本館藏

畢業系所

人力資源管理研究所

論文名稱

錯誤管理文化對組織績效的影響─以組織學習為中介變項
(The Relationship between Error Management Culture andOrganizational Performance: The Mediating Effect of Organizational Learning)

相關論文

★ 航空運輸業之空服人員甄選成績與工作績效之探討	★ 業務人員職能量表之建立-以某電子科技公司為例
★ 導入目標管理於中高階主管績效考核過程探討之研究-以某化工公司為例	★ 人力資源管理措施變革規劃與實施成效評估
★ 人力資源管理措施與工作態度之相關性研究-以城邦出版控股集團為例	★ 績效衡量指標變革對組織績效之影響探討--以某快餐連鎖企業為例
★ 新創事業產品策略、組織發展與組織能力探討－以A公司為例	★ 資材組織之整合過程與效益評析-以某高科技研究機構為例
★ 壽險業務員人格特質與工作績效之關聯性研究－以國內個案壽險公司為例	★ 業務人員職能與業務績效相關性之研究-以M公司為例
★ 核心職能對工作績效之影響－以C證券公司營業員為例	★ 影響壽險業務員工作投入與工作績效因素之探討
★ 人力資源管理活動規劃與實施方式及成效評估 —以大東紡織組織變革探討為例	★ 管理控制系統與組織績效之關連性分析─以某軟體資訊公司為例
★ 領導力才能評鑑360度回饋制度推動之探討-以某國際運輸公司為例	★ 企業績效管理制度之成效與因素探討

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

「人非聖賢，孰能無過」，是從古流傳至今的至理名言，說明了身而為人，若要完全避免及排除錯誤是不可能的。儘管所有人都會犯錯，人們還是不願意或是不習慣談論自己所犯的過錯，因為錯誤的經驗通常是不愉快的，因此，要能夠坦然面對錯誤，從錯誤中學習，似乎不是那麼容易。然而，我們必頇知道，害怕犯錯抑或是害怕承認錯誤，可能會產生更多的負面效應。舉例來說，若組織反對
犯錯，只會使得組織變得畏縮或過於小心，這樣的組織運作模式，使得組織不願意冒險，似乎也無法促進組織學習以順應環境的改變，進而可能導致更嚴重以及無法挽回的失敗。因此，本研究旨在探討錯誤管理文化、組織學習以及組織績效間的關係及影響，藉此了解企業可否經由培養正向的錯誤管理文化，進而強化其組織學習，最終提升組織績效。
本研究採電子問卷以及紙本問卷並行的方式來進行資料收集，總計共發放471份問卷，回收152份，回收率達32.27%。在研究對象方面主要以銀行保險業、電子資訊業、製造業、運輸倉儲業、批發零售業以及專業、科學及技術服務(例如法律及顧問業)之專業人員、基層主管以及中高階主管為研究對象。由於一家公司的文化應為貫徹一家公司的精神，每位員工對錯誤管理文化的體會與認知應相同，因此問卷發放對象以一家公司一人填答為主，且不限制填答人是否擔任管理職。
根據研究結果顯示，正向的錯誤管理文化對組織學習以及組織績效皆呈現顯著正向之影響，且正向錯誤管理文化對組織績效的影響力頇透過組織學習為中介媒介才能發揮，也就是說，當錯誤發生時，若組織能夠盡量減少發生錯誤時所帶來的負面影響(例如減少錯誤的責備)，並且增加發生錯誤時可能帶來潛在的正面影響(例如從錯誤中學習)，便能促進組織的學習，進一步提升組織的績效。

摘要(英)

Although human error is universal and inevitable, most of us are unwilling or not used to talk about it when it happens because there are always unpleasant experiences
come after error. Even though it seems not that easy for human to face error and to learn from it, we have to know if we are afraid to confront error, it can result in much
more negative consequences. In this way, the major aim of this study is to clarify the casual relationship between error management culture and organizational performance,
particularly with the focus of the mechanism of organizational learning to see if organizations can strengthen organizational learning and increase organizational performance by molding error management culture.
The data in this study were primarily collected from questionnaires. To ensure the relations between error management culture and organizational performance
would not be restricted to certain industry sector, we included different industries in our sample: banks, insurance, wholesale, retail trade, consultancy, manufacturing, transport, and high-tech industry.
The findings of this study were that error management culture was positively related to organizational learning and organizational performance, and the results also
verify the mediating role of organizational learning, suggesting that organizations may want to mold error management culture as a way to enhance organizational learning and in order to boost organizational performance.

關鍵字(中)

★ 組織學習
★ 錯誤管理文化
★ 組織績效

關鍵字(英)

★ Organizational learning
★ Organizational performance
★ Error management culture

論文目次

第壹章、緒論 ........................................... 1
第一節、研究背景與動機 ................................. 1
第二節、研究目的 ....................................... 2
第三節、研究流程 ....................................... 3
第貳章、文獻探討........................................ 4
第一節、錯誤管理文化 ................................... 4
第二節、組織學習 ....................................... 8
第三節、組織績效 ...................................... 12
第四節、錯誤管理文化與組織學習 ........................ 17
第五節、組織學習與組織績效 ............................ 19
第六節、錯誤管理文化與組織績效 ........................ 20
第參章、研究方法....................................... 23
第一節、研究架構與研究假設 ............................ 23
第二節、研究對象 ...................................... 24
第三節、研究變項與操作性定義 .......................... 24
第四節、統計分析方法 .................................. 29
第肆章、研究結果....................................... 31
第一節、研究樣本特性描述 .............................. 31
第二節、因素分析 ...................................... 33
第三節、信度分析 ...................................... 38
第四節、相關分析 ...................................... 38
第五節、迴歸分析 .......................................40
第六節、組織學習對錯誤管理文化與組織績效之中介效果分析..44
第七節、組織學習對錯誤管理文化因素構面與組織績效之中介效果分析 46
第伍章、研究結論與建議 ................................ 51
第一節、研究假設驗證結果 .............................. 51
第二節、管理實務意涵與應用 ............................ 54
第三節、研究限制與建議 ................................ 55
參考文獻 ............................................... 58
附錄一、研究問卷........................................ 67

參考文獻

[1] 林愛玲(1997)，「知識網路-組織學習提升策略之探討」，人力資源發展月刊，第122期，頁4-9。
[2] 劉毓玲(2000)譯，21世紀的管理挑戰(Peter F. Drucker, 2000)，初版，台北：天下文化。
[3] Argyris, C. & Schön, D. (1978), Organizational Learning: A Theory of Action Perspective, MA: Addison- Wesley.
[4] Argyris, C. (1990), Overcoming Organizational Defences: Facilitating Organizational Learning, NJ: Prentice Hall.
[5] Arora, R. (2002), "Implementing KM: A Balanced Scorecard Approach," Journal of Knowledge Management, Vol.6(3), pp.240-249.
[6] Audia, P. G., Locke, E. A., & Smith, K. G. (2000), "The Paradox of Success: An Archival and Laboratory Study of Strategic Persistence Following Radical Environmental Change", Academy of Management Journal, Vol.43, pp.837–853.
[7] Bainbridge, L. (1983), "Ironies of Automatization", Automatica, Vol.19,pp.775-779.
[8] Baker, W. E. & Sinkula, J. M. (1999), "The Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance", Journal
of the Academy of Marketing Science, Vol.27, pp.411-427.
[9] Bamberger, P., Bacharach, S., & Dyer, L. (1989), "Human Resources Management and Organizational Effectiveness: High Technology Entrepreneurial Startup Firms in Israel", Human Resource Management,
Vol.28(3), pp.349-366.
[10] Baron, R. M. & Kenny, D. A. (1986), "The Moderator-Mediator Variable Distinction on Social Psychological Research: Conceptual, Strategic, and Statisticals Considerations", Journal of Personality and Social Psychology, Vol.51(6), pp.1173-1182.
[11] Brownell, P. & Dunk, A. S. (1991), "Task Uncertainty and its Interaction with Budgetary Participation and Budget Emphasis: Some Methodological Issues and
Empirical Investigation", Accounting, Organizations and Society, Vol.16(8), pp.693-703.
[12] Calantone, R. J., Cavusgil S. T. & Zhao Y. (2002),"Learning Orientation, Firm Innovation Capability, and Firm Performance", Industrial Marketing Management, Vol.31(6), pp.515-524.
[13] Churchill, G. A., Ford, N. M., Hartley, S. W., & Walker, O. C. (1985), "The Determinants of Sales Force Performance: A Meta-Analysis", Journal of Marketing Research, Vol.22(2), pp.103-118.
[14] Delaney, J. T. & Huselid, M. A (1996), "The Impact of Human Resource Management Practices on Perceptions of Organizational Performance," Academy of Management Journal, Vol.39(4), pp.949-969.
[15] Dess, G. G. & Robinson R. B. (1984), "Measuring Organizational Performance in the Absence of Objective Measures: The Case of the Privately-held Firm and
Conglomerate Business Unit", Strategic Management Journal, Vol.5, pp.265-273.
[16] Dixon, N. M (1999), The Organizational Learning Cycle, Revised edition, GE:Gower Publishing Company Ltd., pp.1-225.
[17] Dorai, R. & McMurray, A. (2002), "An Exploratory Study on Employee Roles as Determinants of Organizational Learning and Innovation: the Australian Experience, Proceeding of the Third European Conference on Organizational, Knowledge, Learning and Capabilities," Atens Greece.
[18] Dormann, T. & Frese, M. (1994), "Error Training: Replication and the Function of Exploratory Behavior", International Journal of Human Computer Interaction,
Vol.6, pp.365-372.
[19] Ducan, R. B. & Weiss, A. (1979), "Organizational Learning: Implications for Organizational Design", in Staw, B. M. & Cummings, L.L. (eds.), Research in
Organizational Behavior, Greenwich, CT: JAI Press, pp.75-123.
[20] Edmondson A. C. (1996), "Learning from Mistakes is Easier Said than Done:Group and Organizational Influences on the Detection and Correction of Human Error", Journal of Applied Behavioral Science, Vol.32, pp.5-32.
[21] Edmondson A. C. (1999), "Psychological Safety and Learning Behavior in Work Teams", Administrative Science Quarterly, Vol.44, pp.350-383.
[22] Farson, R. & Keyes, R. (2002), "The Failure-Tolerant Leader". Harvard Business Review, Vol.80(8), pp.64–71.
[23] Fortuin, L. (1988),"Performance Indicators — Why, where and how?", European Journal of Operational Research, Vol.34(1), pp.1-9.
[24] Frese, M. (1991), "Error Management or Error Prevention: Two Strategies to Deal with Errors in Software Design", in H.-J. Bullinger (ed.), Human aspects in computing: Design and use of interactive systems and work
with terminals, Amsterdam: Elsevier, pp.776–782.
[25] Frese, M. (1995), "Error Management in Training: Conceptual and Empirical Results", in C. Zucchermaglio, S. Bagnara, & S. Stucky (eds.), Organizational learning and technological change, Berlin, Germany: Springer-Verlag,
pp.112–124.
[26] Garvin, D. A. (1993), "Building a Learning Organization", Harvard Business Review, Vol.74(4), pp.78-91.
[27] Glazer, R. (1991), "Marketing in an Information-Intensive Environment:Strategic Implications of Knowledge as an Asset", Journal of marketing, Vol.55, pp.1-19.
[28] Govindarajan, V. (1984), "Appropriateness of Accounting Data in Performance Evaluation: An Empirical Examination of Environmental Uncertainty as an
Intervening Variable", Accounting, Organizations and Society, Vol.9(2), pp.125-135.
[29] Gupta, A. K., Raj S. P., & Wilemon D. (1986), "A Model for Studying in R&D Marketing Interface in the Product Innovation Process," Journal of marketing,
Vol.50(2), pp.7-17.
[30] Hargadon, A., & Sutton, R. (1997), "Technology Brokering and Innovation in a Product Development Firm", Administrative Science Quarterly, Vol.42, pp.716-749.
[31] Hays, R.H., Wheelwright S.C., & Clark K.B. (1988), Dynamic Manufacturing:Creating the Learning Organization, New York: Free Press.
[32] Huber, G. P. (1991), "Organizational Learning: the Contributing Process and the Literatures", Organization Science, Vol.2(1), pp.88-115.
[33] Hult, G. T. M., Ferrell, O. C., & Hurley, R. F. (2002), "Global Organizational Learning Effects on Cycle Time Performance", Journal of Business Research,
Vol.55(5), pp.377-387.
[34] Hunt, S. D. & Morgan, R. D (1996), "The Resource Advantage Theory of Competition: Dynamic, Path Dependencies, and Evolutionary Dimensions," Journal of Marketing, Vol.60, pp.107-114.
[35] Kaplan, S. R. & Norton R. D. (1992), "The Balance-Scorecard – Measures that Drive Performance", Harvard Business Review, pp.71-79.
[36] MacCoby, M. (2003), "The Seventh Rule: Create a Learning Culture", Research Technology Management, Vol.46(3), pp.59-60.
[37] March, J. G. (1991), "Exploration and Exploitation in Organizational Learning", Organization Science, Vol.2(1), pp.71-87.
[38] Cannon M. & Edmondson A. C. (2001), "Confronting Failure: Antecedents and Consequences of Shared Beliefs about Failure in Organizational Work Groups", Journal of Organizational Behavior, Vol.22(2), pp.161-177.
[39] Mathieu, J. E., Goodwin, G. F., Heffner, T. S., Salas, E., & Cannon-Bowers, J. A. (2002), "The Influence of Shared Mental Models on Team Process and Performance", Journal of Applied Psychology, Vol.85, pp.273-283.
[40] McQuarrie, E. F. & McIntyre, S. H. (1992), "The Customer Visit：An Emerging Practice in Business-to-Business Marketing", Working Paper (Report No.92-114), Cambridge, Massachusetts：Marketing Science Institute.
[41] Milliman, J., Taylor, S., & Czaplewski, A. J. (2002), "Cross-Cultural Performance Feedback in Multinational Enterprises: Opportunity for Organizational Learning", Human Resource Planning, Vol.25(3), pp.29-43.
[42] Mohr, J. & Spekman R. (1994), "Characteristics of Partnership Success:Partnership Attributes, Communication Behavior, and Conflict Resolution Techniques", Strategic Management Journal, Vol.15(2), pp.135-152.
[43] Morgan, R, E. & Turnell, C. R. (2003), "Market-Based Organizational Learning and Market Performance", Gains British Journal of Management, Vol.14(3), pp.255-274.
[44] Mulholland, P., Zdrahal, Z., Domingue, J., & Hatala, M. (2001), "A Methodological Approach to Supporting Organizational Learning", International Journal of Human - Computer Studies, Vol.55(3), pp.337-367.
[45] Nevis, E., DiBella, A., & Gould, J.(1995), "Understanding Organizations as Learning Systems", Sloan Management Review Winter, pp.73-84.
[46] Oczkowski, E. & Farrell M. A., (1998),"Discriminating Between Measurement Scales Using Non-Nested Tests and Two-Stage Least Squares Estimators: The Case of Market Orientation", International Journal of Research in Marketing, Vol.15, pp.349-366.
[47] Pace, R. W., Regan, L., Miller, P., & Dunn, L. (1998), "Natural Growth Goals and Short-Term Training: A Boomerang Effect", International Journal of Training and Development, Vol.2(2), pp.128-140.
[48] Pearn, M., Mulrooney C., & Payne T. (1998), Ending the Blame Culture, 1st, England: Gower Pub Co, pp.1-305.
[49] Pelham, A. M. (2000), "Market Orientation and other Potential Influences on Performance in Small and Medium-Sized Manufacturing Firms", Journal of Small Business Management, Vol.38, pp.48-67.
[50] Peters, T. (1987), Thriving on Chaos, New York: Harper & Row.
[51] Quinn, J. B. (1992), Intelligent Enterprise, New York: The Free Press.
[52] Reason, J. (1990), Human Error, Cambridge, England: Cambridge University Press.
[53] Reason, J. (1997), Managing the Risks of Organizational Accidents, Hampshire, England: Ashgate Publishing.
[54] Robbins, S. P. & Coulter, M. (2002), Management, New Jersey: Prentice-Hall.
[55] Rybowiak, V., Garst, H., Frese, M., & Batinic, B. (1999), "Error Orientation Questionnaire (EOQ): Reliability, Validity, and Different Language Equivalence", Journal of Organizational Behavior, Vol.20, pp.527–547.
[56] Schulz, M. (2001). "The Uncertain Relevance of Newness: Organizatioal Learning and Knowledge Flows", Academy of Management Journal, Vol.44(4), pp.661-681.
[57] Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization, New York: Doubleday.
[58] Shaw, R. B. & D. Perkins. (1992), "Teaching Organizations to Learn: The Power of Productive Failures", in D. A. Nadler, M. S. Gerstein, and R. B. Shaw (eds.),
Organizational Architecture, San Francisco: Jossey-Bass, pp.175-191.
[59] Shepherd, R. (2002). "The Learning Age Green Paper: Issues and Opportunities for LIS", From: http://www.la-hq.org.uk/directory/prof_issues/lls.rtf
[60] Simon H. (1957), Models of Man, NY: Wiley.
[61] Sinkula, J. M. (1994), "Market Information Processing and Organizational Learning," Journal of Marketing, Vol.58, pp.35-45.
[62] Sitkin, S. B. (1996), "Learning through Failure: The Strategy of Small Losses", in M. D. Cohen & L. S. Sproull (eds), Organizational Learning, CA: Sage, pp.541-578.
[63] Slater, S. F. & Narver, J. C. (1995), "Market Orientation and the Learning Organization", Journal of Marketing, Vol.59(3), pp.63-74
[64] Sohi, R. S. (1996), "The Effects of Environmental Dynamism and Heterogeneity on Sales People's Role Perceptions, Performance and Job Satisfaction", European Journal of Marketing, Vol.30(7), pp.49-67.
[65] Steers, R. M. (1975), "Problem in the Measurement of Organization Effectiveness", Administrative Science Quarterly, Vol.20(2), pp.546-548.
[66] Tippins, M. J. & Sohi, R. S. (2003), "IT Competency and Firm Performance: Is Organizational Learning a Missing Link", Strategic Management Journal, Vol.24(8), pp.745-761.
[67] Van Dyck, C. (2000), "Putting Error to Good use: Error Management Culture in Organizations", Kurt Lewin Institute Dissertation Series, University of Amsterdam, the Netherlands.
[68] Van Dyck, C., Frese, M., Baer M., & Sonnentag, S. (2005), "Organizational Error Management Culture and Its Impact on Performance: A Two-Study Replication", Journal of Applied Psychology, Vol.90(6), pp.1228-1240.
[69] Venkatraman, N. & Ramanujam, V. (1986), "Measurement of Business Performance in Strategy Research: A Comparison of Approaches", Academy of Management Review, Vol.11(4), pp.801-814.
[70] Watkins, K. E. & Marsick, V. J. (1993), Sculpting the Learning Organization, San Francisco: Jossey Bass.
[71] Yeo, R. (2003), "Linking Organizational Learning to Organizational Performance and Success: Singapore Case Studies", Leadership and Organization Development Journal, Vol.24(1), pp.70-83.
[72] Zhang, Z. (2000), "Developing a Model of Quality Management Methods and Evaluating their Effects on Business Performance", Total Quality Management, Vol.11(1), pp.129-137.

指導教授

黃同圳(Tung-Chun Huang)

審核日期

2009-6-13

推文