新竹科學工業園區於民國69年成立迄今，已堂堂邁入第二十四個年頭，它獨具的群聚(cluster)效益將台灣科技產業推向世界舞台，讓台灣成為全球第四大積體電路產業及第三大資訊工業大國。由於科學園區成功的經驗，已廣為人知，且已被大量的複製，近年來亞洲國家在各國政府主導下紛紛投入新科學園區的開發，其中又以中國大陸計劃在二十一世紀完成152個高科技園區案，在大陸擁有大量的自然資源情況下，台灣的高科技產業，將遭受強烈競爭。因此台灣的高科技廠商，該如何進行組織變革，並獲得組織變革的成效，以延續組織的生命與競爭力，已是刻不容緩的的一件工作。
本研究是以新竹科學園區之廠商的人力資源單位從業人員為研究對象，並以問卷調查的方式進行研究，總共發出300份問卷，有效回收問卷為110份。並利用SPSS統計軟體進行資料分析，首先以描述性統計來分析基本資料的特質，其次進行相關係數分析，暸解變數間是否有顯著的關係，最後進行層級迴歸分析來探討變數間是否有顯著性影響，分析結果如下：
1.組織變革策略僅變革領導風格與組織變革成效的人力資源效能間有顯著相關。
2.人力資源策略僅對組織變革成效的人力資源效能有顯著的關係。
3.人力資源策略對組織變革策略與組織變革成效之關係具有部分中介效果
4.人力資源單位涉入程度對人力資源策略與組織變革成效之間具有干擾效果沒有顯著影響。

Hsin-Chu Science Park was founded in 1980. During 24 years development, it has unique cluster advantage for promoting Taiwan information technology industry to the world. Being that, Taiwan become the 4th largest semiconductor manufacture country and 3rd largest IT industry country in the world. Because of such successful experience, Hsin-Chu Science Park has been well-known and has been duplicated his experience to other countries in Asia. Government among Asia countries lead to found new science park such as China. China plan to establish 152 science parks in 21st Century. China has numerous natural resources which helping them for establishing science park. Under this circumstance, IT industry in Taiwan will face highly competitiveness in the future. Taiwan IT industry has to apply organization changes become great agency for gaining advantage for continuing organization effectiveness.
The study targets the company of Hsin-Chu Science Park and surveyors of the HRM and is made in questionnaires. A total of 300 copies are issued with 110 valid ones collected and analyzed in SPSS. To begin, descriptive statistics are used to analyzed basic data characteristics of the variables. Relevant analysis and level regression analysis are adopted to discuss between relevancy of variable and whether there are distinctive influences.
The results are:
1.The leadership of Change management and the efficacy of human resource has distinctive influences.。
2.Human resource strategic and human resource efficacy has distinctive influences.
3.Human resource strategic has partial intermediary effect to organization change strategic and efficacy of human resource.
4.The HRM involvement has not distinctive monitor effect to human resource strategic and efficacy of human resource.

目 錄
第一章 緒論
第一節 研究背景與動機....................1
第二節 研究目的..........................5
第二章 文獻探討
第一節 新竹科學園區......................7
第二節 組織變革策略......................8
第三節 人力資源策略.......................21
第四節 人力資源單位涉入組織程度...........27
第五節 組織變革成效.......................29
第六節 變數間的關係.......................32
第三章 研究方法
第一節 研究架構...........................37
第二節 研究變項與量測工具................38
第三節 資料收集與資料分析方法............41
第四章 資料分析與討論
第一節 基本資料分析......................43
第二節 問卷信度分析......................45
第三節 各研究變項之相關係數分析..........48
第四節 層級迴歸分析......................50
第伍章 結論與建議
第一節 研究結論..........................54
第二節 研究限制與後續研究建議............56
第三節 對高科技廠商之建議................58
參考文獻..................................59

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