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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/10590

    Title: 組織文化契合度對學習型組織之影響;The Effects of Organizational Culture and Person-Organization Fit on Learning Organization
    Authors: 林懿貞;I-Chen Lin
    Contributors: 人力資源管理研究所
    Keywords: 學習型組織;個人與組織契合度;組織文化;organizational culture;learning organization;P-O fit
    Date: 2002-06-16
    Issue Date: 2009-09-22 14:02:48 (UTC+8)
    Publisher: 國立中央大學圖書館
    Abstract: 自1996年經濟合作開發組織於知識經濟報告中指出,以知識為本的經濟,將改變全球經濟型態,知識已成為國家生產力與經濟成長的主要動力。科技快速變動、知識加速替換,企業永續經營的關鍵就在於不斷學習與創新的能力。而知識工作者的崛起,挑戰所有現存的管理模式,當資訊移動的效果普及全世界時,唯一的精神就是「學習」。 本研究將學習型組織議題融入組織文化的脈絡中,文化某個程度是穩定的、共用的特質,可以作為預測組織表現的途徑,瞭解學習型組織文化需具備何種特質,和文化對學習型組織的意義,即瞭解學習型組織文化的組成與特質並驗證個人與組織文化價值觀的契合對學習型組織產生的影響。以問卷調查測量來驗證假設問題,主要的研究結論: 一、顧客導向、科學求真、時間導向、創新與風險承擔、參與管理、工作人際所建構的組織文化對學習型組織有高度正向的影響, 二、組織文化對個人學習、團隊學習、組織學習等三層次有顯著影響。 三、個人與組織文化契合度愈高,對學習型組織、個人學習層次、團隊學習層次、組織學習層次有正向顯著性的影響。 本研究印證出組織文化與學習型組織確有深切的關聯,組織實務上推行學習型組織時,需注意組織文化對其影響,變革活動無法一蹴可幾,需要全面整體性支援方竟成功,也才能發揮組織學習的功效。個人期望的文化價值觀與組織文化間的差距縮短,組織文化與個人期望愈趨於一致和差距愈短,對於組織績效會有正向效果,故組織實務工作者要瞭解產生個人與組織差距的原因,結合組織基模與個人基模,以創造組織競爭優勢。 Developing learning organizations has become an imperative task for many managers, since an organization learning capability may be one of the major sources of sustainable competitive advantage of the firm. Thus, this study explores the relationship between three dimensions of a learning organization and the organizational culture. In addition, it also discusses the person- organization fit between individual expectation and practical organizational culture on the three of indicators of learning organizations. Organizational culture is operationalized as several dimensions, which include customer orientation, the basis of truth, rationality, nature of time, innovation and risk taking, participate in management and oriented to work or coworkers. The three indicators for a learning organization, which are developed by Watkins & Marsick , are individual learning, group learning and organizational learning. The structured equation model, LISREL, and hierarchical regression models are employed in this study to examine the proposed hypotheses. Our results show that five out of six culture factors, except for oriented to work, have strong effects on supporting a learning organization. The empirical results also demonstrate that the higher person - organizational culture fit, the more the organization is a learning organization.
    Appears in Collections:[人力資源管理研究所] 博碩士論文

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