論文題目：組織文化與企業績效之研究─以IBM為例
校院系所：國立中山大學人力資源管理研究所
畢業時間及提要別：九十五學年度第二學期碩士論文摘要
研究生：馬維禧(Wei-xi Ma) 指導教授：陳世哲(Shyh-jer Chen)教授


組織文化的概念於1980年代興起之後，文化研究的議題廣泛地與組織分析做聯結，至此文化議題廣受學術研究探討，許多學者投入研究文化因素與組織效能之關係(Pettigrew, 1979; Pfeffer, 1981; Smircich, 1983)。文化因素不僅能為企業績效優劣提出合理得解釋；同時也是管理者作為提升組織效能的一項重要管理工具。

本研究之研究方法是以一家資訊產業作為個案研究。採行蒐集資料的方法為質化研究的深入訪談，藉由個案研究探討組織文化與績效的關係。目的在於探討文化因素如何影響企業績效，以及文化中的哪些因素是提升績效的關鍵原因。

研究結果發現，組織中的七項要素是導致文化與績效產生效力的重要原因，其要素為領導、文化價值、人才、行為、教育訓練、激勵、文化溝通〈組織象徵的力量譬如傳奇、故事、神話、儀式等〉等等。領導者與文化的關係是一體兩面的，領導者代表企業的文化與理想；文化則反應領導者經營理念的核心價值。領導者透過內部管理措施、策略、人力資源政策等等，讓文化的力量結合人才的發揮以提昇企業的績效。因此每一個成功的企業都重視員工的福利與發展，因為人才是企業最重要的智慧資本，但企業成功的關鍵首推文化。

The concept of organizational culture has been a popular issue since 1980. Also, the study of cultural issues have been linked increasingly with organizational analysis. Since then, cultural studies have been researched tremendously and many researchers started examining the correlation between culture and corporate performance (Pettigrew, 1979; Pfeffer, 1981; Smircich, 1983). The past research findings have been proved that cultural factors not only provide rational explanations for corporate performance for good or bad but also they are surely an important managerial instrument for managers to improve their organizational effectiveness, as well.

The methodology of this research is a case study of an IT industry. The research is conducted by a qualitative method of a one-by-one interview to discover the relationship between cultures and performance within an organization. The purpose is to investigate how culture affects performance and what factors would be most significantly to enhance its performance.

From the research results, the cultural factors that trigger the corporate performance are those elements including leadership, culture values, staff, behavior, training, motivation, and cultural communication. That refers to an organizational symbolism such as legends, stories, myth, and ritual. Furthermore, the relation between the leadership and culture is somehow like a two-sided coin, which means a leader of an organization represents its culture and ideas; the organizational culture in return reflects the leader’s core values, as well. Managers, therefore, attempt to let all members fit into its particular culture over managerial policy and human resources strategy to increase corporate effectiveness. As the result reveals, people are considered as the most important intellectual capital for the corporate, but the critical factor for it to be successful is culture.

第一章緒論-------------------------------------------------1
第一節研究動機---------------------------------------------1
第二節研究目的---------------------------------------------3
第三節 研究流程--------------------------------------------- 4
第二章文獻探討--------------------------------------------- 5
第一節 組織文化的相關研究---------------------------------- 5
第二節 組織文化與績效之相關研究----------------------------33
第三節 IBM個案----------------------------------------------38
第三章研究方法 --------------------------------------------- 48
第一節 個案研究----------------------------------------------48
第二節 質化研究---------------------------------------------50
第四章分析討論 --------------------------------------------- 57
第一節 組織文化的重要性------------------------------------ 57
第二節 組織文化與績效的關係-------------------------------- 72
第三節 組織文化與領導的關係-------------------------------- 79
第四節 文化價值與企業競力的關係---------------------------- 81
第五章 結論與建議------------------------------------------- 91
第一節 研究結論--------------------------------------------- 91
第二節 研究限制--------------------------------------------- 94
第三節 研究建議--------------------------------------------- 95
參考文獻-------------------------------------------------------- 97
附錄一 訪談問題 ------------------------------------------------102

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三、 相關網址

www.ibm.com.tw