| 摘要: | 本研究試圖回答：「轉換型領導者與交易型領導者如何透過直接效果、調節效果與中介效果，影響顧客價值共創行為產生? 」，本研究分成三部分:第一部份探討領導風格(轉換型、交易型)如何影響顧客價值共創；第二部份探討組織氣候(衝突、人情)在領導風格與顧客價值共創是否有中介效果；第三部份探討LMX與權威作為調節變數，如何影響組織氣候(衝突、人情)與顧客價值共創。本研究採階層線性模型進行跨層次分析，以台灣?同產業別的在職工作者作為研究對象，問卷共發放180份，有效問卷共180份，有效問卷回收率為100%。
本研究結果顯示，第一部份結果為轉換型領導者對顧客價值共創有顯著影響，交易型領導者則無影響，第二部分中介效果，本研究顯示組織氣候-衝突與組織氣候-人情在領導風格與顧客價值共創間皆無中介效果產生，然而關於第三部分，本研究結果顯示LMX在交易型領導與和組織氣候-衝突、組織氣候-人情與顧客價值共創間皆具有負向調節效果，相反的LMX則對轉換型領導者和組織氣候-衝突、組織氣候-人情與顧客價值共創間不具調節效果，此外，本研究發現權威在轉換型領導至顧客價值共創間具有負向調節效果，而在交易型領導與組織氣候-衝突間具有正向調節效果。
本研究貢獻分為三個部分，首先，本研究選擇探討領導風格與顧客價值共創間的直接關係，擴展了轉換型領導與交易型領導對於顧客價值共創行為的實證研究，也實證了直接效果的理論缺口，第二，填補了以組織氣候作為中介效果的缺口，並且將組織氣候作為組織層面到顧客層面的中介因子，實證了特定的組織氣候構面(衝突、人情)在轉換型領導與交易型領導至顧客價值共創之間之中介效果，最後，以LMX與權威作為調節變數實證了關係與權力對於此兩種領導風格到特定組織氣候(衝突、人情)，以及到顧客價值共創的影響，也延伸了過往以LMX或權威作為調節因子的研究。
;This study attempts to investigate how transformational leadership or transactional leadership stimulates customer value co-creation behavior via direct effect, mediators and moderators. The study is divided into three parts. First of all, this study explores the direct effect of leadership style (transformational & transactional) on customer value co-creation behavior. Second, we examine the mediating effect of organizational climate (conflict & warmth) in the relationship between leadership style and customer value co-creation. Finally, this study investigates the moderating effect of LMX & authority in the relationship between leadership style to organizational climate (conflict & warmth) and customer value co-creation. The present study employs hierarchical liner modeling to assess the hypotheses. In total, 180 surveys were distributed, and a total of 180 valid samples were retrieved from different industries in Taiwan (a valid response rate of 100%).
According to the retrieved result, transformational leadership has positive effect on customer value co-creation, transactional leadership has no effect. Second, there is no mediating effect of organizational climate (conflict & warmth) in the relationship between leadership style and customer value co-creation. Third, there are negative moderating effect of LMX in the relationship between transactional leadership to organizational climate (conflict & warmth) and customer value co-creation. Conversely, there is no moderating effect of LMX in the relationship between transformational leadership to organizational climate (conflict & warmth) and customer value co-creation. Furthermore, we examine the negative moderating effect of authority in the relationship between transformational leadership and customer value co-creation, and we also examine the positive moderating effect of authority in the relationship between transactional leadership and organizational climate(conflict).
This study contributes to research in three aspects. First, we explored the direct relationship between leadership style and customer value co-creation, expanded the empirical study of transformational leadership and transactional leadership on customer value co-creation behavior, also bridged the theoretical gap of direct effect. Second, this study bridged the gap of organizational climate as a mediator, and used the organizational climate as a mediator from organizational level to the customer level effect, demonstrated the mediating effect of specific organizational climate aspects (conflict & warmth) between transformational leadership and transactional leadership to customer value co-creation. Finally, we choosed LMX and authority as moderators to demonstrate the influence of relationship and power on these two leadership styles to the specific organizational climate (conflict & warmth), and to the customer value co-creation, extended previous studies using LMX or authority as a moderator. |
