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博碩士論文 etd-0903119-165450 詳細資訊
Title page for etd-0903119-165450
論文名稱
Title
員工流動率及其對創建和實施創新思想的影響
Employee turnover and its perceived consequences for the creation and implementation of innovative ideas
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
55
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2019-10-02
繳交日期
Date of Submission
2019-10-03
關鍵字
Keywords
創新觀念、員工流動、人力資源管理、員工整合、知識共享實踐
Employee turnover, innovative ideas, knowledge sharing practices, employee integration, human resource management
統計
Statistics
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The thesis/dissertation has been browsed 5640 times, has been downloaded 0 times.
中文摘要
全球化和競爭加劇,以及由此產生的商業環境日益不確定,給許多組織帶來了巨大的挑戰。就此,堅定的創新往往是競爭優勢的唯一來源。為了達成此目標,公司以其員工的知識基礎做為創新的主要動力。有鑑於當今勞動力的高流動性,本研究旨在研究員工流動率。文獻中提及了一個廣為人知的共識, 即員工流動率與企業創新呈負相關。然而,員工流動對企業創新此方面之正面影響則較少探討。由於關於員工流動的研究短缺,就此,本碩士論文旨在探討員工流動如何引領企業創新,已經知識共享之實踐與員工整合如何兩者之間關係。因此,本研究的實證部分建立在對僱員的定性半結構化訪談的基礎上。這些僱員在整個職業生涯中至少換了三次雇主,抑或者最近換了他們的工作。受訪者對於員工流動、公司創新、知識共享實踐和員工整合過程相關的看法和經驗的陳述是本研究的目標。結果表明:僅僱用新員工並不一定會為企業帶來創新。更重要的是:公司僱用合適的人才,建立開放的文化以接納創新的想法, 促進員工之間的知識共享,並策略性地整合新員工。
Abstract
Globalization and increased competition and, as a result, an increasingly uncertain business environment, represent enormous challenges for lots of organizations. In this respect, innovative ideas often represent a source of competitive advantage. In order to achieve that, a company relies on its employees’ knowledge base as this is the main driver for innovation. Given the high mobility of today’s workforce, the focus of this study is on employee turnover. In literature exists a widespread agreement that turnover is negatively related to a firm’s innovation activities. However, the positive influence of employee turnover on a work teams’ innovativeness is less explored. This master thesis explores employee turnover and its perceived consequences for the creation and implementation of innovative ideas. More precisely, how knowledge sharing practices and employee integration can help by or hinder the implementation of innovative ideas from new employees. Hence, the empirical part of this study was built on qualitative semi-structured interviews with employees who changed their employer at least three times throughout their whole career and/or changed their job recently. The statements about their perceptions and experience related to employee turnover, self-perceived innovativeness, knowledge sharing practices and employee integration processes are the object of this study. As the results show, simply hiring new employees does not necessarily lead to more innovative ideas. It is important that firms hire the right people, establish an open culture to new innovative ideas, foster knowledge sharing among employees and strategically integrate the new employees in order to profit from the positive consequences of employee turnover.
目次 Table of Contents
I. Sworn declaration ii
II. Gender clause ii
III. Abstract Chinese iii
IV. Abstract English iv
1. Introduction 1
2. Literature review 3
2.1. Firm-specific capital versus general human and social capital 3
2.2. Employee turnover and innovation 4
2.3. Replacement and innovation 6
2.4. Knowledge sharing and employee integration 8
2.4.1. Knowledge as an organizational asset 8
2.4.2. Knowledge sharing practices 9
2.4.3. Employee integration 10
3. Methodology 13
3.1. Sampling and participants 13
3.2. Data collection 14
4. Findings 16
4.1. Employee turnover and innovative ideas 17
4.2. Employee replacement and innovative ideas 22
4.3. Knowledge sharing practices as support condition 23
4.4. Employee integration practices as support condition 33
5. Discussion 38
5.1. Theoretical implications 38
5.2. Practical implications 39
5.3. Limitations and future research 39
6. Conclusion 41
V. References 42
VI. Appendix 46
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