文化契合論者認為員工與組織文化的契合程度越高，則員工正向的態度與行為就越可能產生，企業若具有強勢的組織文化與員工高度契合，組織的績效自然提昇。因此，企業亟欲透過實務運作來影響員工，導引其行動方向，使其表現出組織所期待的行為。本研究主要目的在探討經營理念實務、個人-組織文化契合度以及個人效能之關係，藉由訪談與經營理念實務問卷及組織文化價值觀量表，以進入公司滿一年以上之員工為研究對象，共發出484份問卷，有效回收問卷341份，利用Pearson相關分析、區段迴歸分析以驗証經營理念實務對組織文化契合度及文化契合度對個人效能之影響。研究結論歸納如下：
1．經營理念實務與契合度有高度相關，顯示員工知覺與贊同經營理念實務運作程度愈高，則其相關契合度愈高，文化差距契合度愈小。
2．就經營理念實務對文化契合度的影響力而言，以知覺模式來預測相關契合度及差距契合度影響力最高，顯示員工知覺經營理念實務的程度對提高相關契合度、縮小員工文化差距契合有顯著的影響力。
3.企業文化相關契合度及差距契合度對員工的個人效能不具有顯著關係。
根據上述發現，本研究對如何提高組織文化契合度，縮短彼此間文化差異提出建議。

Research on person-organization fit suggests that a good fit between individual and organizational values results in positive outcomes for individual’s behaviors and attitudes. If an organization has a “strong culture” with a “good fit”, beliefs and behavior, it normally demonstrates a high level of corporate performance. Therefore, organizations attempt to influence their members, inspire individuals to think and to act in accordance with organizational interests by practice. The purpose of this study was to investigate the effects of the ideology of practical management on person-organization fit and employee's effectiveness. Questionnaires, based on the interviewee data fields used and the key factors resulting from the original quantitative studies, were developed and tested in 2002. The subjects in the study were the realtors beyond one year experience in Taiwan’s largest real estate agency company. A total of 484 questionnaires were distributed. Of which 341 were valid. Data collected from the questionnaires was analyzed using reliability analysis, correlation analysis, and regression analysis. The results of the research were as follows:
1. There was a significant positive correlation between the ideology of practical management and person-organizational culture fit.
2. Perception model of the ideology of practical management had a significant positive influence on person-organizational culture fit.
3. No significant relationship between personal-organizational culture fit and employee's effectiveness.
According to these findings, we propose suggestions for increasing cultural fit and reducing cultural differences between individual and organizational values.

目錄
摘要.............................................i
Abstract........................................ii
誌謝詞.........................................iii
目錄............................................iv
表目錄..........................................vi
圖目錄.........................................vii
第一章緒論.......................................1
第一節研究背景...................................1
第二節研究動機...................................3
第三節研究目.....................................4
第二章文獻探討...............................................5
第一節組織文化的內涵...............................................5
第二節契合度的研究取向..........................10
第三節經營理念實務運作與文化契合度..............25
第三章研究方法..................................29
第一節研究架構..................................29
第二節研究對象..................................30
第三節研究工具..................................34
第四節資料分析方法..............................40
第四章研究結果..................................41
第一節各研究變項間之相關情形....................41
第二節迴歸分析結果..............................46
第五章討論與建議................................52
第一節研究結論..................................52
第二節管理意涵..................................54
第三節研究限制..................................55
第四節未來研究方向..............................56
參考文獻........................................57
附錄一問卷......................................67
附錄二個案公司企業文化之訪談記錄................73
附錄三組織文化各向度與經營理念之相關............78
附錄四組織文化各向度差距契合與經營理念之相關....79
附錄五組織文化各向度差距契合與平均月績效之相關..80

表目錄
表2-1 文化契合研究取向之分類表..................13
表2-2 組織研究中常用的剖面相似指標..............19
表2-3 國內外有關契合度實證研究之主要發現........21
表3-1 問卷調查回收統計表........................32
表3-2 樣本組成統計表............................33
表3-3 文化價值觀之向度及其內容..................35
表3-4 組織文化價值觀量表各構面的信度............36
表4-1 各變項之相關分析..........................43
表4-2 知覺與贊同經營理念實務對文化契合度之區段迴歸分析結果47
表4-3 知覺與贊同經營理念實務對文化之區段迴歸分析結果......48
表4-4 契合度對個人平均月績效之區段迴歸分析結果............50
表4-5 知覺與贊同經營理念實務對個人平均月績效之區段迴歸分析結果..51

圖目錄
圖2-1 Kristof (1996) 之個人與組織契合的意義型態..........11
圖2-2 個人與組織契合的模式Chatman (1989).................14
圖3-1 研究架構.........29

中文部份
丁虹（1987）。企業文化與組織承諾之關係研究。未出版博士論文，國立政治大學企業管理研究所，台北。
任金剛（1996）。組織文化、組織氣候與員工效能：一項微觀的探討。未出版博士論文，國立台灣大學商學研究所，台北。
信義房屋公司（1995），「多栽一棵樹」。
信義房屋公司（2003），「經營理念實錄」。
郭建志（1992）。組織價值觀與個人效能-符合度研究途徑。未出版碩士論文，國立台灣大學心理學研究所，台北。
郭建志（1999）。文化契合度與效能：臺灣集團企業支個案研究。未出版碩士論文，國立台灣大學心理學研究所，台北。
黃子玲（1993）。人與組織的契合：組織價值觀的初步探索。未出版碩士論文，私立輔仁大學心理學研究所，台北。
黃正雄（1997）。人力資源管理措施、價值觀契合與員工效能之關係，未出版博士論文，國立台灣大學商學研究所，台北市
黃國隆（1995）。台灣與大陸企業員工工作價值觀的比較。本土心理學研究， 4 ，92-147。
黃國隆、陳惠芳（1998）。資訊技術、組織價值觀與組織承諾之關係。管理學報，15，343-366。
鄭伯壎（1990）。組織文化價值觀的數量衡鑑（行政院國家科學委員會專題研究計畫成果報告）。台北。
鄭伯壎（1991）。組織文化價值觀的數量衡鑑。中華心理學刊，32，31-49。
鄭伯壎（1992）。有效組織文化的探討：組織價值觀一致性與成員效能的關係（行政院國家科學委員會專題研究計畫成果報告）。台北。
鄭伯壎（1993a）。差序格局與華人組織行為。本土心理學研究，3，142-219。
鄭伯壎（1993a）。組織價值觀與組織承諾、組織公民行為、工作績效的關係：不同加權模式與差距模式之比較。中華心理學刊，35(1)，46~58。
鄭伯壎（1993b）。台灣與大陸企業文化之比較研究鄭伯壎、郭建志（1993）。組織價值觀與組織承諾與個人工作效能：符合度研究途逕，中央研究院民族學研究所集刊，75，69~103。
鄭伯壎（1993b）。家長權威與領導行為關係之探討（行政院國家科學委員會專題研究計畫成果報告）。台北。
鄭伯壎（1995）。組織價值的上下契合度與組織成員個人的效能，中華心理學刊，37 ，25~44。
鄭伯壎、任金剛、張慧芳、郭建志（1997）。臺灣企業網絡中的對偶關係：關係形成與關係效能。中華心理學刊，39 (1)，75~92。
鄭伯壎、郭建志（1993）。組織價值觀與組織承諾與個人工作效能：符合度研究途逕，中央研究院民族學研究所集刊，75，69~103。
鄭伯壎、郭建志（1999）。衡鑑技術與人員甄選：一項新的策略（亞太地區人力資源管理國際研討會）。台北：台北市勞工局。
蘇美容（2000）。國營事業組織轉型中員工與企業文化契合度之研究－以台鹽公司為例。未出版碩士論文，國立中山大學企業管理研究所，高雄市。

二、英文部份
Albert, S., & Whetten, D. (1985). Organizational identity. In L. L. Cummings, & B. M.Staw, (Eds.), Research in Organizational Behavior, 7, 263-295, Greenwich, CT:JAI Press.
Angle, H. L., & Perry, J. L. (1981). An empirical assessment of organizational commitment and organizational effectiveness. Administrative Science Quarterly,26, 1-14.
Apasu, Y. (1986). Identifying the antecedents of salespersons’ intention to leave. Akron Business & Economic Review, 17, 85-97.
Ashforth, B., & Mael, F. (1989). Social identity theory and the organization. Academyof Management Review, 14, 20-39.
Alvesson, M., &Berg, P. O.(1992). Corporate culture and organizational symbolism. Berlin: Walter de Gruyter.
Baker, E. L. (1980). Managing organization culture. Management Review, 69,8-13
Barley, S. (1983). Semiotics and the study of organizational cultures. Administrative
Science Quarterly, 28, 393-413.
Barley, S., Meyer, G., & Gash, D. (1988). Cultures of culture: Academics, practitioners, and the pragmatics of normative control. Administrative ScienceQuarterly, 33, 24-60.
Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldie: The relationship between affect and employee citizenship. Academy of Management Journal, 26, 587-595.
Beatty, S., Gup, B., & Hesse, M. (1993). Measuring organizational values in a bank. Journal of Retail Banking, 15, 21-27.
Becker, H. S. (1960). Notes on the concept of commitment. American Journal of Sociology, 66, 32-42.
Bem, D., & Allen, A. (1974). On predicting some of the people some of the time: The search for cross-situational consistencies in behavior. Psychological Review, 81, 506-520.
Bem, D., & Funder, D. (1978). Predicting more of the people more of the time: Assessing the personality of situations. Psychological Review, 85, 485-501.
Blau, G. L. (1987). Using a person-organization fit model to predict job involvement and organizational commitment. Journal of Vocational Behavior, 31, 319-332. 130
Boxx, W. R., Odom, R. Y., & Dunn, M. G. (1991). Organizational values and value congruency and their impact on satisfaction, commitment, and cohesion. Public Personnel Management, 20, 195-205.
Bretz, R. D., & Judge, T. A. (1994). Person-organization fit and the theory of work adjustment: Implication for satisfaction, tenure and career success. Journal of Vocational Behavior, 44, 32-54.
Buchanan, B. (1974). Government manager, business executive, and organizational commitment. Public Administration Review, 34, 339-347.
Cable, D. M., & Judge, T. A. (1996). Person-organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Processes, 67, 294-311.
Cable, D. M., & Judge, T. A. (1997). Interviewer’s Perceptions of Person-Organization Fit and Organizational Selection Decisions. Journal of Applied Psychology, 82, 546-561.
Caldwell, D. F., & O'Reilly, C. A. (1990). Measuring person-job fit with a profile comparison process. Journal of Applied Psychology, 75, 648-657.
Chatman, J. A. (1989). Improving interactional organizational research: A model of person-organization fit. Academy of Management Review, 14, 333-349.
Chatman, J. A. (1991). Matching people and organizations: selection and socialization in public accounting firms. Administrative Science Quarterly, 36,459-484.
Deal, T., & Kennedy, A. (1982). Corporate cultures. Reading, MA: Addison-Wesley.
Denison, D. R. (1984). Bringing corporate culture to the bottom line. Organizational
Dynamics, 12, 4-22.
Drexler, J. A. & Lindell, M. K. (1981). Training/job fit and worker satisfaction. Human Relations, 34, 907-915
Dubin, R., Champoux, J. E., & Porter, L. W. (1975). Central life interests and organizational commitment of workers. Administrative Science Quarterly, 20,411-421.
Dyer, W. G. (1985). The cycle of cultural evolution in organization. In R. H. Kilmann, M. J. Saxton, R. Serpa, & Associates (Eds.), Gaining control of the corporate culture, San Francisco: Jossey-Bass.
Edwards, J. R. (1991). Person-job fit: A conceptual integration, literature review, and methodological critique. In C. L. Cooper & I. Robertson (Eds.), International review of industrial and organizational psychology. (Vol. 6, pp.283-357), New York: John Wiley & Sons.
Edwards, J. R. (1993). Problems with the use of profiles similarity indices in the study of congruence in organizational research. Personnel Psychology, 46, 641-665.
Edwards, J. R. (1994). The study of congruence in organizational behavior research: Critique and a proposed alternative. Organizational Behavior and Human Decision Processes, 58, 51-100.
Edwards, J. R., & Rarry, M. E. (1993). On the use of polynomial regression equations as an alternatives to difference scores in the organizational research. Academy of Management Journal, 36(6), 1577-1613.
Enz, C. A. (1986). Power and shared value in the corporate culture. Ann Arbor, MI: UMI.
Enz, C. A. (1988). The role of value congruity in intra organizational power. Administrative Science Quarterly, 33, 284-304.
French, J. R. P., Jr, Caplan, R. D., & Harrison, R. V. (1982). The mechanisms of job stress and strain. London: Wiley.
Gagliardi, P. (1986). The creation and change of organization cultures: A conceptual framework. Organization Studies, 7, 117-134
Goll,I., & Sambharya, R. B.(1990). The effect of organizational culture and leadership on firm performance. Advances in Strategic Management, 6, 183-200.
Gordon, G. C. (1985). The relationship of corporate culture to industry sector and corporate performance. In R. H. Kilmann, M. J. Saxton, R. Serpa, & Associates, Gaining control of the corporate culture. San Francisco: Jossey-Bass.
Goodman, S. A., & Svyantek, D. J. (1999). Person-Organization Fit and Contextural Performance: Do Shared Values Matter. Journal of Vocational Behavior, 55,254-275.
Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. London: Sage.
Hofstede, G., Neuijen, B., Ohayv, D. D., & Sanders, G. (1990). Measuring organizational culture: A qualitative and quantitative study across twenty cases. Administrative Science Quarterly, 35, 286-316.
Hrebiniak, L. G., & Alutto, J. A. (1972). Personal and role-related factors in thedevelopment of organizational commitment. Administrative Science Quarterly,17: 555-573.
Ivancevich, J. M., & Matteson, M. T. (1984). A Type A-B person-work environment interaction model for examining occupational stress and consequences. Human Relations, 37, 491-513.
Jackson, S. E., Schuler, R. S., & Rivero, J. C. (1989). Organizational characteristics as predictors of personnel practices. Personnel Psychology, 42: 727-786.
Joyce, W., & Slocum, J. (1984). Collective climate: Agreement as a basis for defining aggregate climates in organizations. Academy of Management Journal, 27, 721-742.
Joyce, W., Slocum, J., & Von Glinow, M. (1982) Person-situation interaction: Competing Models of Fit. Journal of Occupational Behavior, 3, 265-280.
Judge, T. A., & Bretz, R. D., Jr. (1992). Effects of work values on job choice decisions. Journal of Applied Psychology, 77, 261-271.
Kanter, R. M. (1968). Commitment and social organization: A study of commitment mechanisms in utopian communities. American Sociological review, 33,499-517.
Katz, D. (1964). The motivational basis of organizational behavior. Behavioral Science, 9, 131-133.
Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York: Wiley.
Keesing, R. (1974). Theories of culture. Annual Review of Anthropology, 3, 73-97.
Kilmann, R., Saxton, M., & Serpa, r.(1985). Gaining control of the corporate culture. San Francisco: Jossey-Bass.
Kluckhohn, C. K. (1951). Value and value organization in the theory of action: An exploration in definition and classification. In T. Parsons & E. A. Shils (Eds.), Toward a general theory of action. Cambridge, MA: Harvard University Press.
Kohlberg, L. (1984). The psychology of moral development. San Francisco : Harper & Row Publishers.
Kotter, J. P. & Heskett, J. L. (1992). Corporate culture and performance. New York: Free Press.
Kristof, A. L. (1996). Person-organization fit: An integrative review of its onceptualizations, measurement, and implications. Personnel Psychology, 49,1-49.
Litwin, G. H., & Stringer, R. A. (1968). Motivation and Organization Climate. Division of Research Graduate School of Business Administration Harvard University, Boston.
Lovelace, K., & Rosen, B. (1996). Differences in Achieving Person-Organization Fit among Diverse Groups of Managers. Journal of Management, 22, 703-722.
Louis, M. R. (1990). Acculturation in the workplace: Newcomers as lay ethnographers. In B. Schneider (Eds.), Gaining control of the corporate culture. San Francisco: Jossey-Bass.
Luthans, F., & Davis, T. (1982). An idiographic approach to organizational behavior research: The use of single case experimental designs and direct measures. Academy of Management Review, 7, 380-391.
Martin, H. J. (1985) Managing specialized corporate cultures. In R. Kilmann, M. Saxton & R. Serpa (Eds.), Gaining Control of the Corporate Culture. San Francisco: Jossey-Bass.
Martin, J., Sitkin, S., & Boehm, M. (1985). Founders and the elusiveness of a cultural legacy. In P. J. Frost, L. Moore, M. R. Louis, C. C. Lundberg, & J. Martin (Eds.), Organizational culture. Newbury Park, CA: sage.
Meglino, B. M., Ravlin, E. C., & Adkins, C. L. (1989). A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes. Journal of Applied Psychology, 74(3): 424-432.
Meyer, J. P., & Allen, N. J. (1984). Testing the “side -bet theory “ of organizational commitment: Some methodological consideration. Journal of Applied Psychology, 69: 372-378.
Mowday, R. T., Porter, L. M., & Steers, R. M. (1982). Employee-Organization Linkage, Now York: Academic Press, p.22, and p.30.
O’Reilly, C. A., III. (1977). Personality-job fit: Implications for individual attitudes and performance. Organizational Behavior and Human Performance, 18, 36-46.
O’Reilly, C. A., Chatman, J. A., & Caldwell, D. (1991). People and organizational culture: a profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34(3), 487-516.
Ouchi, W. G. (1980). Markets, bureaucracies, and clans. Administrative Science Quarterly, 25, 129-141.
Ouchi, W. G. (1981). Theory Z. Reading, MA: Addison-Wesley. Ouchi, W. G., & Wilkins, A. (1985). Organizational culture. In R. Turner (Ed). Annual review of sociology, 11, 457-483. Palo Alto, CA: Annual Reviews.
Parsons, T. (1951). The social system. New York: Free Press.
Peters, T. J., & Waterman, R. H. (1982). In search of excellence: Lessons from America’s best-run companies. New York: Harper & Row.
Pettigrew, A. M. (1979). On studying organizational cultures. Administrative Science Quarterly, 24, 570-581.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leaders’ satisfaction and organizational citizenship behaviors, Leadership Quarterly, 1, 107-142.
Posner, B. Z. (1992). Person-organization values congruence: No support for individual differences as a moderating influence. Human Relations, 45, 351-361.
Posner, B. Z., Kouzes, J. M., & Schmidt, W. H. (1985). Shared values make a difference: An empirical test of corporate culture. Human Resource Management, 24(3), 293-309.
Porter, L. W., & Lawler, E. E. (1966). Properties of organization structure in relation to job attitudes and job behavior. Psychological Bulletin, 64, 23-51.
Porter, L. W., Steers, R. M., Monday, R. T., & Boulian, P. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59, 603-609.
Powell, G. N. (1998, Winter). Reinforcing and extending today’s organizations: The simultaneous pursuit of person-organization fit and diversity. Organizational Dynamics, 50-61.
Reicher, A. E. (1985). A review and reconceptualization organization commitment. Academy of Management, 10(3), 468.
Reynolds, P. D. (1986). Organizational culture as related to industry, position and performance: a preliminary report. The Journal of Management Studies, 23, 333-345.
Rokeach, M. (1973). The nature of human values. New York: Free Press.
Rousseau, D. (1990). Normative beliefs in fund-raising organizations: Linking culture to organizational performance and individual responses. Group and Organization Studies, 15(4), 448-460.
Rynes, S., & Gerhart, B. (1990). Interviewer assessments of applicant “fit”: An exploratory investigation. Personnel Psychology, 43, 13-34.
Saffold, G. S. (1988). Culture traits, strength, and organizational performance: Moving beyond “strong” culture. Academy of Management Review, 13(4), 546-558.
Sathe, V. (1983, Autumn). Implications of corporate culture: A manager’s guide to action. Organizational Dynamics, p6.
Sathe, V. (1985). Culture and related corporate realities. Illinois: Homewood.
Schein, E. H. (1983). The role of the founder in creating organizational culture. Organizational Dynamics, 12(1), 13-28.
Schein, E. H. (1985). Organizational culture and leadership. San Francisco: Jossey-bass.
Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437-453.
Schwartz, H., & Davis, S. M. (1981). Matching corporate culture and business strategy. Organizational Dynamics, 10(1), 30-48.
Sethia, N. K., & Von Glinow, M. A. (1985). Arriving four cultures by managing the reward system. In R. Kilmann, M. Saxton & R. Serpa (Eds.). Gaining control of the corporate culture. San Francisco: Jossey-Bass.
Sheldon, M. E. (1971). Investments and involvement’s as mechanisms producing commitment to the organization. Administrative Science Quarterly, 16, 143-150.
Siehl, C., & Martin, J. (1984). The role of symbolic management: How can managers effectively transmit organizational culture? In J. G. Hunt, D. Hosking, C. Schrieshelm, & R. Strwart(Eds.) Leaders and managers: International perspectives on manage rail vehavior and leadership (pp. 227-239). New York; Pergamon.
Sims, R. L., & Kroeck, K. G. (1994). The influence of ethical fit on employee satisfaction, commitment, and turnover. Journal of Business Ethics, 13,39-947.
Smircich, L. (1983). Concepts of culture and organizational analysis. Administrative Science Quarterly, 28, 339-359.
Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68, 653-663.
Springfield, A. (1989). An aristotelian resolution of the idiographic versus nomothetic tension. American Psychologist, 43, 425-430.
Sriramesh, K., Grumig, J. E., & Buffington, J. (1988). Culture, communication and public relations, College of Journalism, University of Maryland, Unpublished manuscript.
Stephenson, W. (1953). The study of behavior: Q-technique and its methodology.Chicago: University of Chicago Press.
Stryker, E., & Serpe, R. (1982). Commitment, identity salience, and role behavior: Theory and research example. In W. Ickes & E. Knowles (Eds.), Personality, roles, and social behavior. New York: Springer-verlag.
Tom. V. (1971). The role of personality and organizational images in the recruiting process. Organizational Behavior and Human Performance, 6, 573-592.
Trice. H. M., & Beyer, J. M. (1984). Studying organizational cultures through rites and ceremonials. Academy of Management Review, 9, 653-669.
Tsui, A. S., Egan, T. D., & O’Reilly, C. A. (1992). Being different: Relational demography and organizational attachment. Administrative Science Quarterly, 37, 549-579
Turban, D. B., & Keon, T. L. (1993). Organization attractiveness: An interactional perspective. Journal of Applied Psychology, 78, 184-193.
Vancouver, J. B., & Schmitt, N. W. (1991). An exploratory examination of person-organization fit: Organizational goal congruence. Personnel Psychology, 44, 333-352.
Van Maanen, J., & Barley, S. R. (1984). Occupational communities: Culture and control in organizations. In B. M. Staw & L. L. Cummings (Eds.), Research in Organizational Behavior, 6, 287-365, Greenwich, CT; JAI Press.
Weiner, Y., & Vardi, Y. (1980). Relationships between job, organization, and career commitments and work outcomes: An integrative approach. Organizational Behavior and Human Performance, 26, 81-96.
Wiener, Y. (1982). Commitment in organizations: A normative view. Academy of Management Review, 7, 418-428.
Wiener, Y. (1988). Forms of value systems: a focus on organizational effectiveness and cultural change and maintenance. Academy of Management Review, 13(4), 534-545.
Wilkins, A. L., & Ouchi, W. (1983). Efficient cultures: Exploring the relationship between culture and organizational performance. Administrative Science Quarterly, 28, 468-481.