部門文化的形構與互動：以A公司之部門文化差異為例;Understanding Departmental Cultural Differences within Organizations: A Case Study of Company A

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题名:	部門文化的形構與互動：以A公司之部門文化差異為例;Understanding Departmental Cultural Differences within Organizations: A Case Study of Company A
作者:	李育儒;Lee, Yu-Ju
贡献者:	企業管理學系在職專班
关键词:	組織文化;文化維度;場域理論;領導理論
日期:	2025-06-16
上传时间:	2025-10-17 11:37:47 (UTC+8)
出版者:	國立中央大學
摘要:	本研究旨在探討不同部門因任務、制度、領導風格等條件，逐步形成各自的文化特性，並在組織運作中透過合作、溝通或整合產生互動關係的過程，進而產生不同部門之間的文化差異，本研究以文化維度、組織文化、場域理論與領導風格為分析核心，從社會建構與權力場域的角度理解部門文化的形成機制與其互動動態。企業中不同部門因其功能屬性、運作邏輯與對外任務的差異，往往在組織內部構建多元文化子體系，影響跨部門溝通與整體組織協作的成效。本研究採用質性研究，以深度訪談作為主要資料蒐集方式，針對台灣企業中A公司之業務部、製造部、行政部及維修部四個部門的員工進行深入訪談，共計有11位人員。訪談內容聚焦於六大文化維度的問題，希望透過文化維度的比較了解各部門的組織文化。研究結果顯示，不同部門在文化維度上展現出不同的差異，如權力距離的接受度、風險容忍度與集體合作傾向等，過去文化維度多以跨國組織為主的研究，本研究補充了解現有組織文化亦有不同的部門文化的存在，將文化維度理論應用於企業內部，有助於揭示部門間隱性的文化張力，也利於企業在推動跨部門合作與組織整合時，採取更具文化敏感度與場域意識的管理策略，給予理論在部門管理之應用，亦提供組織文化與組織變革之參考依據。 ;This study explores how different departments gradually develop distinct cultural characteristics due to factors such as tasks, institutional structures, and leadership styles, and how these cultures interact through cooperation, communication or integration within organizational operations, resulting in interdepartmental cultural differences. Using cultural dimensions, organizational culture, field theory, and leadership styles as core analytical frameworks, the research adopts a social constructionist perspective and examines the formation mechanisms and interaction dynamics of departmental cultures within the context of power relations. Given their functional roles, operational logic, and external responsibilities, departments within an organization often construct diverse subcultural systems, which impact cross-departmental communication and overall organizational collaboration. This study employs a qualitative research approach, using in-depth interviews as the primary method of data collection. A total of 11 employees from the Sales, Manufacturing, Administration, and Maintenance departments of Company A, a Taiwanese enterprise, were interviewed. The interviews focused on six major cultural dimensions, aiming to understand and compare the organizational cultures of each department. The findings reveal that departments demonstrate notable differences across cultural dimensions, such as acceptance of power distance, tolerance for risk, and inclination toward collective cooperation. While previous studies on cultural dimensions have primarily focused on multinational organizations, this research supplements the understanding that diverse departmental cultures also exist within a single organization. Applying cultural dimension theory to internal organizational analysis helps uncover latent cultural tensions among departments and provides practical implications for enterprises to adopt culturally sensitive and field-aware management strategies when fostering cross-departmental collaboration and organizational integration. This study offers both theoretical insights for departmental management and practical references for organizational culture and change.
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