Title page for 984307009


[Back to Results | New Search]

Student Number 984307009
Author Kuei-chang Yang(楊桂章)
Author's Email Address super919@ms6.hinet.net
Statistics This thesis had been viewed 671 times. Download 10 times.
Department Graduate Institute of Human Resource Management
Year 2010
Semester 2
Degree Master
Type of Document Master's Thesis
Language zh-TW.Big5 Chinese
Title The Research of the Relationship Among General Manager Leadership Style、Branch Culture and Branch Performance
Date of Defense 2011-07-05
Page Count 103
Keyword
  • Branc Performance
  • Branch Culture
  • Leadership Style
  • Transactional Leadership
  • Transformational Leadership
  • Abstract This study examined the effects in different organization life cycles of different leadership style and branch culture on branch performance, and then verified the moderating effects of organization life cycles between leadership style and branch performance, branch culture and branch performance.
    This research takes the employee of the “A” financial holding company as sample, the evidence of this research is based on the entity questionnaire as to investigate a method. In this research, take back it valid the sample count to 420, and occupied at that time the population of 21.7%. Furthermore, this study’s confirmation used factor analysis, reliability analysis, χ2, and Independent samples t-test , and the result are as followed:
    1. There is significant difference of different general manager leadership style on branch culture.
     When the general manager leadership style tends to transformation-transaction leadership, the rank of branch culture is (1)supportive culture (2)bureaucratic culture.
     When the general manager leadership style tends to laissez-faire style leadership, the rank of branch culture is (1)bureaucratic culture (2)supportive culture.
    2. There is significant difference of different general manager leadership style on branch performance.
     The branch performance in growing organizations , transformation-transaction leadership is higher than laissez-faire style leadership .
     The branch performance in mature organizations , transformation-transaction leadership is higher than laissez-faire style leadership .
    3. There is significant difference of different branch culture on branch performance.
     The branch performance in growing organizations , supportive branch culture is higher than bureaucratic branch culture .
     The branch performance in mature organizations , supportive branch culture is higher than bureaucratic branch culture .
     In an era of financial holding companies continue growing in size, in order to maintain a stable and sustainable growth, the company should use effective management tools to create an environment for the employees to identify with the organization value and execute action plans. These tools should also be implemented in accordance with company strategy, corporate culture and in line with leader's style.
    Future research direction includes the observation of long-term operation, further understanding on the causation of changing trend and testing the real causal relationship , and expansion of the regional respondents and respondents, so that the study is holistic and representative.
    Table of Content 中文摘要……………………………………………………………………………Ⅰ
    英文摘要……………………………………………………………………………Ⅱ
    致謝…………………………………………………………………………………Ⅳ
    目錄…………………………………………………………………………………Ⅴ
    圖目錄………………………………………………………………………………Ⅶ
    表目錄………………………………………………………………………………Ⅷ
    第一章 緒論……………………………………………………………1
    第一節 研究背景與動機………………………………………………………1
    第二節 研究目的………………………………………………………………5
    第三節 研究步驟………………………………………………………………5
    第二章 文獻探討………………………………………………………7
    第一節 領導型態………………………………………………………………7
    第二節 組織文化……………………………………………………………20
    第三節 組織績效……………………………………………………………27
    第四節 組織型態……………………………………………………………34
    第五節 各變數間的相關研究………………………………………………43
    第三章 研究方法 ……………………………………………………47
    第一節 研究架構與假設……………………………………………………47
    第二節 研究變項、操作性定義與衡量工具………………………………48
    第三節 研究對象與抽樣方法………………………………………………54
    第四節 資料分析方法………………………………………………………54
    第四章 實證分析 ……………………………………………………56
    第一節 各研究變項之敘述性統計和平均數差異檢定……………………56
    第二節 信度、因素與集群分析……………………………………………65
      第三節 領導風格對於分行文化之卡方檢定………………………………72
    第四節 不同組織型態、領導風格對其分行績效之獨立樣本t檢定 ……74
      第五節 不同組織型態、分行文化對其分行績效之獨立樣本t檢定 ……79
    第六節 實證總結……………………………………………………………84
    第五章 結論與建議 …………………………………………………85
    第一節 研究結論……………………………………………………………85
    第二節 管理意涵……………………………………………………………86
    第三節 研究限制與後續研究建議…………………………………………88
    參考文獻………………………………………………………………89
    附錄:問卷 …………………………………………………………100
    圖1-1 研究流程圖……………………………………………………………………6
    圖2-1 美國俄亥俄州州立大學領導行為座標………………………………………9
    圖2-1 管理方格的領導型態圖 ……………………………………………………10
    圖3-1 研究架構圖 …………………………………………………………………47
    圖4-1 研究架構圖 …………………………………………………………………71
    表1-1  民國八十年財政部核准設立之新銀行開業時間表 …………………2
    表1-2  信託投資公司及信用合作社改制為商業銀行時間表 ………………2
    表2-1  領導之定義………………………………………………………………7
    表2-2  領導理論演進表 ………………………………………………………12
    表2-3  交易型領導與轉換型領導之比較 ……………………………………19
    表2-4  國外學者對組織文化的定義 …………………………………………21
    表2-5  國內學者對組織文化的定義 …………………………………………22
    表2-6  文化類型整理表 ………………………………………………………27
    表2-7  國外學者對組織績效之定義彙總 ……………………………………28
    表2-8  國內學者對組織績效之定義彙總 ……………………………………29
    表2-9  國外學者之組織績效衡量指標表 ……………………………………31
    表2-10  國內學者之組織績效衡量指標表 ……………………………………32
    表2-11  Greiner 組織成長階段之特徵 ………………………………………36
    表2-12  組織生命週期階段之特性 ……………………………………………42
    表3-1  領導風格初步發展問項表 ……………………………………………50
    表3-2  分行文化初步發展問項表 ……………………………………………51
    表3-3  分行績效初步發展問項表 ……………………………………………52
    表3-4  組織型態初步發展問項表 ……………………………………………53
    表4-1  樣本組織型態分析報表 ………………………………………………56
    表4-2  樣本特性分析報表 ……………………………………………………59
    表4-3  領導風格各構面之敘述性統計分析 …………………………………61
    表4-4  分行文化各構面之敘述性統計分析 …………………………………62
    表4-5  分行績效各構面之敘述性統計分析 …………………………………63
    表4-6  各研究變項之平均數檢定 ……………………………………………64
    表4-7  各變項問卷信度分析彙整表 …………………………………………65
    表4-8-1 領導風格之KMO 與Bartlett 檢定表 ………………………………62
    表4-8-2 領導風格之因素分析表 ………………………………………………67
    表4-9-1 領導風格之最後集群中心點 …………………………………………68
    表4-9-2 不同組織型態、領導風格之交叉表 …………………………………68
    表4-10-1 分行文化之KMO 與Bartlett 檢定表 ………………………………68
    表4-10-2 分行文化之因素分析表 ………………………………………………69
    表4-11-1 分行文化之最後集群中心點 …………………………………………70
    表4-11-2 不同組織型態、分行文化之交叉表 …………………………………70
    表4-12  不同經理人領導風格之單位與分行文化之交叉分析表 ……………72
    表4-13  不同領導風格對於分行績效各構面之t檢定分析表 ………………74
    表4-14-1 不同領導風格對於分行績效各構面之t檢定分析表-成長型組織 75
    表4-14-2 不同領導風格對於分行績效各構面之t檢定分析表-成熟型組織 77
    表4-15  不同分行文化對於分行績效各構面之t檢定分析表 ………………79
    表4-16-1 不同分行文化對於分行績效各構面之t檢定分析表-成長型組織 80
    表4-16-2 不同分行文化對於分行績效各構面之t檢定分析表-成熟型組織 82
    表4-17  研究假設驗證結果彙總表 ……………………………………………84
    Reference 一、中文部份
    1.方妙玲(1997),組織生命週期與策略性人力資源管理。人力資源發展月刊,120,頁1-6。
    2.朱道凱譯(1999),Kaplan R.S. & Norton D.P.平衡計分卡— 平衡資訊時代的策略管理工具,臉譜文化。
    3.行政院金融監督管理委員會(2007),「金管會對持續推動二次金改之立場說明」,新聞稿。(網址:http://law.banking.gov.tw/Eng/ChiContent.asp?msgid=290)
    4.吳惠展(2003),「轉換型領導、交易型領導與組織承諾之關係-以屏東縣平地、山地公所實證比較」,國立屏東科技大學企業管理研究所未出版碩士論文。
    5.李佳穗(2000),「主管領導風格對部屬工作投入影響之研究-以高雄地區國立大學為例」,國立高雄師範大學工業科技教育學系未出版碩士論文。
    6.李志華(1982),「台灣企業績效評估方式之研究」,國立政治大學企業管理研究所未出版碩士論文。
    7.李志華、方文寶(1996),企業績效評估理論與實務,台北市:超越企管。
    8.辛雲光(2002),「影響非營利組織經營績效因素之探討-以救國團青年活動中心為個案分析」,朝陽科技大學休閒事業管理研究未出版碩士論文。
    9.林佳玉(2000),「領導行為與領導效能關聯之研究─以台北市政府為個案分析」,國立政治大學公共行政研究所未出版碩士論文
    10.林志成(2005),「領導型態與組織文化對組織承諾與組織績效之影響-以國內不同國籍製藥廠之實證」,國立成功大學高階管理碩士在職專班未出版碩士論文。
    11.林維林(1996),「轉換型、交易型領導行為與領導效能關係之研究-以台灣省政府建設廳為個案分析」,東海大學公共行政學系未出版碩士論文。
    12.林相吉(2005),「組織文化、領導風格與工作滿足之關係研究-以海軍軍士官為例」,私立義守大學工業工程與管理學系未出版碩士論文。
    13.吳萬益、林文寶(2002),「主管行為特性、組織文化、組織學習方式與經營績效關係之研究」。輔仁管理評論,9(1),頁71-94。
    14.吳知賢(1994),組織文化剖析,研考雙月刊,第十八卷,第二期,頁45-60。
    15.張苙雲(1990),「組織社會學」,台北:三民書局。
    16.張靜琪(2000),「員工薪資福利對組織績效之影響」,國立中山大學人力資源管理研究所未出版碩士論文。
    17.洪茂森(2003),「領導行為,學習型組織,知識管理,企業文化對組織績效之實證研究」,成功大學企業管理研究所未出版碩士論文。
    18.洪春吉(1997),資訊業、鋼鐵業、紡織業之領導型態與組織文化之比較,管理學報,第14卷第3期,頁331-338。
    19.許朝欽 (2000 ),「組織文化、領導行為與員工工作態度關係之實證研究─台灣某一商業銀行知個案研究」,朝陽科技大學工業工程與管理研究所未出版碩士論文。
    20.胡美琳(2001),「非營利事業機構組織文化、轉換型領導與員工工作態度關係之研究-以南部七縣市政府為例」,私立長榮管理學院經營管理研究所未出版碩士論文。
    21.高培峰(2000),「高科技產業於組織生命週期中的人力資源管理策略之研究—以TFT-LCD」,朝陽科技大學企業管理系未出版碩士論文。
    22.陳怡仁(2006),「管理者個人背景因素和企業文化與領導型態之關聯性分析」,國立成功大學企業管理學系未出版碩士論文
    23.陳雄山(1992),「連鎖企業生命週期與經營策略之研究」,國立政治大學企業管理研究所未出版碩士論文。
    24.陳俊穎(1996),「環境、組織生命週期與企業策略之關聯性研究─以台灣地區製造業為例」,國立交通大學管理科學研究所未出版碩士論文。
    25.彭德中(1994)譯,河野豐弘原著,改造企業文化,遠流出版社。
    26.黃原福(1990),「組織生命週期的解釋架構及管理策略─採資訊處理觀點」,國立交通大學管理科學研究所未出版碩士論文。
    27.董時叡(1989),從青春到年邁─企業的生命週期,統領雜誌,第四十八期。
    28.楊慧華(2002),「企業文化、企業願景、經營策略與經營績效之關係研究—以台灣國際觀光旅館為實證」,國立成功大學未出版碩士論文。
    29.劉文驊(2005),「工作特性與組織文化特徵對情緒勞務負擔影響之研究」,中原大學企業管理研究所未出版碩士論文。
    30.鄧智陽(1995),「企業生命週期、多角化策略與公司財務特徵、融資途徑相關性研究─以國內紡織業及電子業上市公司為例」,私立大葉工學院事業經營研究所未出版碩士論文。
    31.蔡俊良(1994),「組織文化、員工生涯定位與其生涯發展需求、工作滿意度之相關研究」,國立彰化師範大學輔導研究所未出版碩士論文。
    32.賴倩慧(2003),「領導型態、企業文化對學習型組織運作與員工工作滿足之關聯性研究」,國立成功大學企業管理研究所未出版碩士論文。
    33.魏國州(2005),「運用線性關係模式探討領導型態、組織文化、組織學習、全面品質管理以及組織績效之關係-以高科技產業為例」,國立東華大學企業管理研究所未出版碩士論文。
    34.謝麗秋(2001),「美國聯邦政府政府績效與成果法之研究分析」,國立政治大學公共行政學系未出版碩士論文。
    35.羅世忠(2004),「金融業、半導體業、電腦週邊業之組織學習與轉換型、交易型領導關係之比較」,屏東科技大學企業管理系未出版碩士論文。
    36.蘇佳民(1998),「事業策略、製造策略、人力資源管理策略與組織績效關係之研究」,國立中央大學未出版碩士論文。
    37.魏正德(1998),「組織生命週期與人力資源管理型態之關聯性研究」,國立海洋大學航運管理研究所未出版碩士論文。
    38.韓詠蘭(1998),「企業主管領導型態、組織生命週期、部屬人格特質與領導效能關係」,國立成功大學國際企業研究所未出版碩士論文。
    39.黃原福(1990),「組織生命週期的解釋架構及管理策略-採資訊處理觀點」,國立交通大學管理科學研究所未出版碩士論文。
    二、英文部份
    1.Ansoff, H. I. (1979) ,Strategic Management, Sao Paulo: McGraw-Hill.
    2.Avolio, B. J. & Bass, B. M. (1991), The Full Range Leadership Development Programs: Basic and Advanced Manuals. Binghamton, NY: Bass, Avolio and
    Associates.
    3.Avolio, B. J. (1999), Full Leadership Development: Building the Vital Forces in Organizations, Thousand Oaks, CA: Sage Publications.
    4.Avolio, B. J., Bass, B. M. & Jung, D. I. (1999),“Re-examing the components of transformational and transactional leadership using the multifactor leadership questionnaire”, Journal of Occupational and Organizational Psycohlogy, 72, pp.441-462.
    5.Allix, N. M. (2000), “Transformational leadership: democratic or despotic?”,Educational Management & Administration, 28(1), pp.7-20.
    6.Burns, J. H. (1978), Leadership, New York: Harper and Row.
    7.Bass, B. M. (1985), Leadership and Performance Beyond Expectations, New York: The Free Press.
    8.Bass, B. M. & Avolio, B. J. (1990),“The implications of transactional and transformational leadership for individual, team, and organizational development”, Research in Organizational Change and Development, 4, pp.231-272.
    9.Bono, J. E. & Judge, T. A. (2003),“Self-concordance at work: toward understanding the motivational effects of transformational leaders”, Academy of Management Journal, 40(5), pp.554-571.
    10.Bass, B. M. & Avolio, B. J. (1994), Improving Organizational Effectiveness through Transformational Leadership, Sage, Thousand Oaks.
    11.Berson ,Y., and Avolio, B.J. (2004). Transformational leadership and the dissemination of organizational goals: A case study of a telecommunication firm, The Leadership Quarterly,15, 625-646.
    12.Blake, R.R., & Mouton, S.J.A, (1982) ,“Comparative Analysis of Situationalism and 9, 9 Management by Principle,”Organizational Dynamics, 10(4), pp. 20-42.
    13.Choi,F. and Mueller,G. (1992) ,International Accounting,2nd ed, Prentice-Hall International .
    14.Chandler, A. D.(1962). Strategy and structure. Cambridge:Mass, MIT Press.
    15.Delaney,T.J., & Huselid,M.A. (1996) ,“The Impact of Human Resource Management Practices on Perceptions of Organization Performance,”Academy of Management Joural, 40(1),88-171.
    16.Davis, S.M.(1984), Managing Corporate Culture ,Cambridge,Mass:Ballinger.
    17.Deal, T. E,. & Allen A. K.(1992), Corporate cultures,MA: Addison-Wesley.
    18.Downs, A. (1967) Inside Bureaucracy. Boston: Liittle, Brown and Company.
    19.Dyer .L&Reeves,D.(1995),“HR Strategies and Firm Performance :What Do We Know and Where Do We Need To Go,”International Journal of Human Resources Management, 6(3),PP.656-670.
    20.Ebert, R. J., & Griffin, R. W. (2000). Business essentials. New Jersey: Prentice-Hell.
    21.Fellows, R., Liu, A. & Fong, C. M., (2003),“Leadership style and power relations in quantity surveying in Hong Kong”, Construction Management and Economics, 21, pp.809-818.
    22.Frohman, A. L.(1998),“Building a Culture for Innovation,”Research Technology Management, 41,PP.9-12。
    23.Fernley, T. G. A. (1996). The pivotal role of an AMC in the life cycle of an association, Association Management, pp.4-5.
    24.Guest, D. E. (1997) ,“Human Resource Management and Performance: A Review and Research Agenda,” International Journal of Human Resource Management, 8(3),pp.263-276.
    25.Greiner, L. (1972). Evolution and Revolution as Organization Grow, Harved Business Reviw, July, P41.
    26.Gustafson, B. M. (2001), “Setting the highest ethical leadership standards ensures a higher standard of results”, Healthcare Financial Management, 55(1), pp.76-77.
    27.Gregory, K. L. (1983) ,“Native View Paradigms:Multiple Cultures and Culture Conflict in Organizations,” Administrative Science Quarterly, 28, pp.359-376.
    28.Galbraith, J. R. (1982). Designing the innovation organization. Organizational Dynamics, 10(4), 5-25.
    29.Gupta, Y. P., and Chin, D. C. W. (1993). Strategy making and environment: An organizational life cycle perspective, Tech-innovation, 13(1), pp.27-44.
    30.Hershey, P. & Blanchard, K.H. (1974), “So you want to know your leadership style?”, Training and Development Journal, pp.1-15.
    31.Handy, C. B. (1978) ,“Zur Entwicklung der Organisationskultur durch Management Development Methoden,” Developing Organizationsl Culture with Methods of Management Development,” Zeitschrift for Organisation, 7, pp. 404-410.
    32.Haire, M. (1959), “Biological models and empirical history of the growth of organizations”,Modern Organizational Theory. New York: John Wiley and Sons.11.Kotter, J.P.,(1980), “Choosing strategies for change.” Harvard Business Review, Vol 57(2), pp. 106-114 .
    33.Hall, T. D. 1976. Career in organization. Pacific Palisades, CA: Goodyear Publishing Co.
    34.Helms, M. M., & Renfrow, T. W. (1994), “Expansionary processes of the small business: a life cycle profile”, Management Decision, 32(9): 43-45.
    35.Kouzes, J., & Posner, B. (1995). The leadership challenge.San Francisco: Jossey-Bass.
    36.Kerr, S. & Jermier, J. M. (1978). Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Performance, 22: 375-403.
    37.Kimberly(1981). Organizational Innovation: The Influence of Individual, Organizational, and Contextual Factors on Hospital Adoption of Technological and Administrative Innovations,” Academy of Management Journal,vol.24, pp.689-713.
    38.Katz, D. and R.L. Kahn(1978), The Social Psychology of organization, John Wiley & Sons,Inc.,New York.
    39.Lippitt, G. L. & Schmidt, W. H. (1967), “Crisis in a developing organization”, Harvard Business Review, 45, pp.102-112.
    40.Lorange, P., and R. T. Nelson.(1987), “How to recognize and avoid organizational declines?”, Sloan Management Review, pp. 41-48.
    41.Martin, J.(1985),Human Recourse Management,Oxford University ress,London.
    42.Martins, E. C. & Terblanche, F.(2003),“Building Organizational Culture that Stimulates Creativity and Innovation,” European Journal of Innovation Management,6(1), pp.64-74.
    43.Martin,J. and Meyerson,D. (1988),“Organizational Cultures and The Denial, Channeling and Acknowledgment of Ambiguity." In L. R. Pondy, R. J. Boland, Jr., and H. Thomas (Eds.) ,”Managing Ambiguity and Change,2, pp.93-25.
    44.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.
    45.Miller, D. and P. H. Friesen(1984), “A Longitudinal Study of the Corporate of Life Cycle”, Management Science 30, pp. 1161-1183.
    46.Ott, K. S.(1989), Organizational Culture Perspective, Dorsey Press, Chicago, IL.
    47.Ogbonna, E. and Harris, L. C. (2000), “Leadership Style, Organizational Culture and Performance: Empirical Evidence from UK Companies,” International Journal of Human Resource Management, 11 (4), pp.766-788.
    48.Pettigrew,A. M. (1983),On Studying Organizational Cultures, Administrative Science Quarterly, 28,pp.63-78.
    49.Pillai, R., Schriesheim, C. A. & Williams, E. S. (1999),“Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study”, Journal of Management, 25(6), pp.897-933.
    50.Peters, T. J. & Waterman, R. H. (1982), In Search of Excellence: Lessons from America’s Best-Run Companies, New York: Harper & Row.
    51.Petrock,F. (1990),"CorporateCultureEnhances Profits," HR Magazine, November,pp.64-66.
    52.Pettigrew, A. M. (1977). Strategy Formulation as a Political Process. International Studies of Management and Organization 7. (2), pp.78-87.
    53.Quinn, R. E., & McGrath M. R.(1985),The Transformation of Organizational Cultures:A Competing Value Perspective, In P. J. Forst, L. F. Moore, M. R.Louis, C.C.
    54.Robbins, S. P. (1990), Organization Theory: Structure, Design and Applications. New Jersey: Prentice-Hall
    55.Robbins, S. P. (2001), Organizational Behavior: Concepts, Controversies and Applications (9th Ed.), Prentice Hall, Englewood Cliffs, NJ.
    56.Robbins, S. P. (2003), Organizational behavior (internatinal edition), Upper Saddle River, N.J.: Prentice-Hall.
    57.Robbins, S. P., (1990), Organization Theory,3rd ed ,Prentice-Hall International Editions.
    58.Robbins, S. P. (2001),Organizational behavior,9th ed, New Jersey: Prentice Hall.
    59.Robbins, S. P. & Coulter, M. (2002), Management ,7th ed, NJ: Prentice-Hall.
    60.Robbins, S. P. & Coulter, M., (1999), Management, New Jersey Prentice-Hall International Inc.
    61.Robbins, S. P. (1996). Organizational Behavior. Englewood Cliffs, New Jersey Prentice-Hall International Inc.
    62.Robinson, R.B.(1984) ,“Measuring of the Privaiely-held Firm and Conglomerate Business Unit”, Strategic Management Journal, 5(3), pp.265-273.
    63.Smircich,L.(1983),“Concepts of Culture and Organizational Analysis,” Administrative Science Quarterly , 28(34), pp.339-358.
    64.Schein, E. H. (1985/1992) ,Organizational culture and leadership, Francisco:Jossey-bass.
    65.Sarros, J. C. & Santora, J. C. (2001),“The transformational-transactional leadership model in practice”, Leadership & Organization Development Journal, 22, pp.383-393.
    66.Schein, E. H. (1985/1992) ,Organizational culture and leadership, Francisco:Jossey-bass.
    67.Sonnenfeld, J. A.(1989),Managing Career Systems Channeling The Flow of Executive Careers, Homewood, IL:Irwin.
    68.Steers, R. M. (1975),“Problems in the Measurement of Organizational Effectiveness,”Administrative Science Quarterly 20(4), pp.546-558.
    69.Steers, R. M. (1977 ),“ Antecedents and Outcomes of Organizational Commitment, ”Administrative Science Quarterly, 22(1), pp.46-56.
    70.Stogdill, M.A (1974) ,“ Personal Factor Associated with Leadership: A Survey of the Literature”, Journal of Psychology, 1,(35),pp.37-64.
    71.Scott, M. (1971). Management Decision Systems: Computer Based Support for Decision Making, Harvard University Press, Cambridge, MA.
    72.Scanlan, B. K. (1980), “Maintaining organizational effectiveness-a prescrip tion for good health”, Personnel Journal, 59: 81-386.
    73.Tsouderos, J. E. (1955). Organization change in term of a series of selected variable. Sociological Review 20: 206-210.
    74. Smith, k. k. (1982). Philosophical problems in thinking about organizational change. In P. S. Goodman and Associates (Eds.), Change in organizations (pp.316-374). San Francisco: Jossey-Bass.
    75.Tannenbaum R. & Schmidt W.H. (1958), “How to choose a leadership pattern”, Havard Business Review, pp.95-101.
    76.Terry, G. R. (1960), Principle of Management (3rd edition.)., Irwin, Inc.
    77.Trice. H. M., & Beyer, J. M. (1993) ,The Cultures of Work Organization. Englewood Cliffs, NJ:Prentice-Hall.
    78.Thain, D. H. (1969), “Stages of corporate development”, The Business Quarterly, 33-45.
    79.Torbert, W. R. (1974), “Pre-bureaucratic and post-bureaucratic stages of organization development”, Interpersonal Development, 5: 1-25.
    80.Venkatraman & Ramanujam, (1986),“ Measurement of Business Performance on Strategy Research: A Comparison of Approaches, ”Academy of Management Review,11,pp.801-814.
    81.Van de ven, A., & Ferry, D.(1980) ,Measuring and Assessing Organizations, New York:Wiley.
    82.Wallach E. J. (1983),“ Individual and organizations: the Cultural match, ”
    83.White, R. & Lippett,R.(1953),Group Dynamics: Research and Theory , N. Y. : Harper & Row.
    84.Yukl, G. A. (1994), Leadership in Organizations (3rd edition.), Prentice Hall International, inc.
    85.Yukl, G. A. (2002). Leadership in organization (5th edition.), Englewood Cliffs, N. J.: Prentice Hall.
    86.Yammarino,F.J.,Spangler,W.D.,& Bass,B.M.(1994). ”Transformational leadership and performance:a longitudinal investigation.” Leadership Quarterly,4:1,81-102, Training and Development Journal, 37(2), pp.28-35.
    87.Zajac, Edward J. Matthew S. Kraatz and Rudi K. F. Bresser (2000), “Modeling the dynamics of strategic fit: A normative approach to strategic change,” Strategic Management Journal, 21(4), pp.429-453.
    Advisor
  • Jihn-Chang Jehng(鄭晉昌)
  • T.C. Huang(黃同圳)
  • Files
  • 984307009.pdf
  • disapprove authorization
    Date of Submission 2011-07-14

    [Back to Results | New Search]


    Browse | Search All Available ETDs

    If you have dissertation-related questions, please contact with the NCU library extension service section.
    Our service phone is (03)422-7151 Ext. 57407,E-mail is also welcomed.