| 摘要(英) |
This study aims to explore how the organizational values of Taiwanese enterprises influence the implementation of ESG (Environmental, Social, and Corporate Governance) and sustainable development practices. As global attention to sustainable development increases, the Taiwanese government has mandated that small and medium-sized enterprises must start writing sustainability reports by 2025, with many companies just beginning to implement relevant policies. Based on Schein′s organizational culture theory, this study selects green organizational culture, organizational commitment to sustainable development, organizational decision-making and employee participation, team cooperation, and team psychological safety as main variables. It analyzes their impacts on the integration and implementation of ESG, the positive outcomes of sustainable development measures, social responsibility activities, employee development activities, and organizational support for DEI (Diversity, Equity, and Inclusion).
The research results show that green organizational culture has a significant positive impact on ESG integration and implementation as well as social responsibility activities. This indicates that promoting a green organizational culture can effectively facilitate the implementation of environment-related ESG behaviors and social responsibility activities. However, green organizational culture does not have a significant direct relationship with organizational support for DEI, employee development activities, and sustainable development outcomes. This suggests that a corporate culture should not solely focus on "green" issues but should also integrate diverse values to achieve comprehensive sustainable development. Furthermore, the research indicates that organizational commitment to sustainable development has a significant positive impact on improving DEI, employee development activities, ESG integration and implementation, and social responsibility activities. However, these commitments may not fully translate into actual behaviors due to resource constraints and a lack of implementation strategies. Team psychological safety supports the
improvement of DEI-related measures, indicating that companies should pay attention to members′ psychological safety when implementing DEI-related measures and create a corresponding workplace environment. Organizational decision-making and employee participation culture have a significant positive impact on the positive outcomes of DEI, employee development activities, and sustainable development measures, suggesting that incorporating employee participation and empowerment in the decision-making process can effectively promote the implementation of sustainable development-related behaviors. However, organizational decision-making and employee participation do not have a significant impact on ESG integration and implementation and social responsibility activities, implying that promoting ESG and social responsibility activities requires more high-level strategic planning and resource investment. Finally, a culture of teamwork has a significant positive impact on all aspects of the observable variables, demonstrating that good teamwork can enhance internal organizational cohesion and facilitate the realization of related behaviors.
Therefore, companies should focus on cultivating and promoting a culture of teamwork when advancing ESG and sustainable development.
This study provides a theoretical framework for understanding the challenges and opportunities faced by Taiwanese enterprises in sustainable development and ESG practices. Future research should continue to track the progress of companies in these areas and consider more external and internal factors to provide more comprehensive and in-depth insights. |
| 參考文獻 |
優樂地永續, 永續智庫, & 統一超商. (2022). 2022 年永續職涯探索 青年永續大未來調查報告.
Abror, & Patrisia. (2020). Psychological Safety and Organisational Performance: A Systematic Literature Review. International Journal of Advanced Science and Technology, 29(5), 2.
Ahmeti. (2023). Leveraging Employee Engagement for Competitive Advantage: Satisfaction and Work Motivation Management. Journal of Liberty and International Affairs, 9(2), 178-194.
AlKetbi, & Rice. (2024). The Impact of Green Human Resource Management Practices on Employees, Clients, and Organizational Performance: A Literature Review. Administrative Sciences, 14(4), 78.
Askeland, Espedal, Løvaas, & Sirris. (2023). Understanding Values Work in Organisations and Leadership. Springer, 7.
Bah, Sun, Hange, & Edjoukou. (2024). Effectiveness of Organizational Change through Employee Involvement. Sustainability, 16(6), 25.
Boeske. (2023). Leadership towards Sustainability: A Review of Sustainable, Sustainability, and Environmental Leadership. Sustainability, 15(16), 26.
Chen, & Huang. (2014). The Relationship Between Organizational Culture and Organizational Commitment. Journal of Modern Applied Science, 8(5), 123-134.
Daugaard, & Ding. (2022). Global Drivers for ESG Performance: The Body of Knowledge. Sustainability, 5.
Denison. (1991). Corporate Culture and Organizational Effectiveness. 1991_Denison_Corporate Culture and Organizational Effectiveness_Academy of Management Review, 217.
Denison. (1996). What is the difference between organizational culture and organizational climate? A native′s point of view on a decade of paradigm wars. Academy of Management Review, 21, 632.
Denison, & Mishra. (1995). Toward a Theory of Organizational Culture and Effectiveness. JSTOR, 6(2), 204-223.
DeVellis. (2012). Scale Development: Theory and Applications: Sage Publications.
Edmondson. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative
Science Quarterly, 1999_Edmondson_Psychological Safety and Learning Behavior in Work
Teams_Administrative Science Quarterly, 367. doi:10.2307/2666999
Fang, Shi, Gao, & Li. (2022). The mediating role of green innovation and green culture in the
relationship between green human resource management and environmental performance.
PLOS ONE, 15. doi:10.1371/journal.pone.0274820
Farooq, Payaud, Merunka, & Valette-Florence. (2014). The impact of corporate social responsibility
on organizational commitment: Exploring multiple mediation mechanisms. Journal of
Business Ethics, 125(4), 563-580.
Hair, Black, Babin, & Anderson. (2010). Multivariate Data Analysis. Upper Saddle River, NJ: Pearson. Harvard Business Review Analytic Services, Society for Human Resource Management, & Trusaic.
(2021). Creating a Culture of Diversity, Equity, and Inclusion: Real Progress Requires
Sustained Commitment. Harvard Business Review Analytic Services, 11.
Hooper, Coughlan, & Mullen. (2008). Structural Equation Modelling: Guidelines for Determining
Model Fit. The Electronic Journal of Business Research Methods, 6(1), 53-60.
Hu, & M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional
criteria versus new alternatives. Structural Equation Modeling: A Multidisciplinary Journal,
24. doi:10.1080/10705519909540118
Jain, & Chetty. (2020). Confirmatory Factor Analysis (CFA) in SEM using SPSS Amos.
Kahn. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. The Academy of Management Journal, 697.
Kim, & Kim. (2020). Corporate social responsibility, employee engagement, well-being and the task performance of frontline employees. Management Decision, 7.
Kirkman, Shapiro, Rosen, & Tesluk. (2001). The Impact of Cultural Values on Job Satisfaction and Organizational Commitment in Self-Managing Work Teams: The Mediating Role of Employee Resistance. Academy of Management Journal, 10. doi:10.5465/3069370
Kline. (2011). Principles and Practice of Structural Equation Modeling. New York, NY: Guilford Press. Lawler. (1992). The Ultimate Advantage: Creating the High-Involvement Organization. San Francisco,
CA: Jossey-Bass.
Lillian Fok, & Morgan. (2022). Green practices and sustainability performance: the exploratory
links of organizational culture and quality improvement practices. Journal of Manufacturing
Technology Management, 916. doi:10.1108/JMTM-11-2021-0439
Liu, Lau, Liu, & Hu. (2024). How Firm’s Commitment to ESG Drives Green and Low-Carbon
Transition: A Longitudinal Case Study from Hang Lung Properties. Sustainability, 10. Lozano. (2015). A Holistic Perspective on Corporate Sustainability Drivers. Corporate Social
Responsibility and Environmental Management, 40.
Mazur, & Walczyna. (2020). Bridging Sustainable Human Resource Management and Corporate
Sustainability. Sustainability, 12(21), 2-4. doi:10.3390/su12218987
McKinsey&Company. (2021). Psychological Safety and the Critical Role of Leadership Development.
Retrieved from
Miljko. (2020). How to interpret SEM model fit results in AMOS. Journal of Personality and Social
Psychology, 2-6.
Mulej, O’Sullivan, & Štrukelj. (2020). Corporate Social Responsibility as a Tool for Creating
Employee Involvement. Current Psychology, 39(5), 1234-1245.
Nahm. (2017). The Diversity and Inclusion Handbook. In Lever (Ed.), Leading Diversity in
Organizations (pp. 68): Lever.
Pasricha, Singh, & Verma. (2018). Ethical Leadership, Organic Organizational Cultures and
Corporate Social Responsibility: An Empirical Study in Social Enterprises. Journal of
Business Ethics, 943. doi:10.1007/s10551-017-3568-5
Pfeffer. (1998). The Human Equation: Building Profits by Putting People First. Journal of
Organizational Behavior, 809.
Roscoe, Subramanian, Jabbour, & Chong. (2019). Green human resource management and the
enablers of green organisational culture: Enhancing a firm’s environmental performance for
sustainable development. Business Strategy and the Environment, 28(5), 737-749. Salas-Zapata, & Ortiz-Muñoz. (2022). Clarifying the Concept of Corporate Sustainability and
Providing Convergence for Its Definition. Sustainability, 14(7), 19.
Schein. (2010). Organizational Culture and Leadership. San Francisco: Jossey-Bass.
Shaikh, Afshan, & Channa. (2024). Organizational commitment to sustainability: considering the
role of leadership, green HRM and green knowledge sharing. Journal of Organizational
Change Management, 356.
Sheehan, Vaidyanathan, Fox, & Klassen. (2023). Making the Invisible Visible: Overcoming Barriers
to ESG Performance with an ESG Mindset. Business Horizons, 66(2), 256.
Society for Human Resource Management, BSR, & Aurosoorya. (2011). Advancing Sustainability:
HR’s Role. Society for Human Resource Management, 9-67.
V., Rupp, Williams, & Ganapathi. (2007). Putting the S Back in Corporate Social Responsibility: A
Multilevel Theory of Social Change in Organizations. The Academy of Management Review,
840.
Vihari. (2013). Roles and Responsibilities of HR in Creating a Healthy, Harmonious, and Best Work
Culture at Workplace. Sustainability, 93-96.
Zhu, & Huang. (2023). Transformational Leadership, Organizational Innovation, and ESG Performance: Evidence from SMEs in China. Sustainability, 4. |
[Endnote RIS 格式]
[相關文章]
[文章引用]
[完整記錄]
[館藏目錄]
至系統瀏覽論文 (2026-8-1以後開放)
plurk
funp
live
udn
HD
myshare
netvibes
friend
youpush
delicious
baidu
Google bookmarks
del.icio.us
hemidemi
facebook
twitter
google
reddit