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系統識別號 U0026-3004201211381400
論文名稱(中文) 承諾型人力資源管理措施在組織承諾、知識分享、心理契約及授權領導之影響下,對台灣高科技產業創新績效之影響
論文名稱(英文) Linking Commitment-based HR Practices and Innovation Performance: The Influences of Organizational Commitment, Knowledge Sharing, Psychological Contract, and Empowering Leadership in Taiwanese High-tech Industry
校院名稱 成功大學
系所名稱(中) 國際經營管理研究所博士班
系所名稱(英) Institute of International Management (IIMBA--PHD)
學年度 100
學期 2
出版年 101
研究生(中文) 李風輝
研究生(英文) Feng-Hui Lee
電子信箱 niellee@ms34.hinet.net
學號 RA8961045
學位類別 博士
語文別 英文
論文頁數 243頁
口試委員 指導教授-吳萬益
召集委員-李元墩
口試委員-潘浙楠
口試委員-林清河
口試委員-鄭至甫
口試委員-李再長
中文關鍵字 承諾型人力資源管理措施  授權領導  階層線性模式  創新績效  知識分享  組織承諾  心理契約 
英文關鍵字 Commitment-based HR practices (CBHRPs)  Empowering leadership  Hierarchical linear model (HLM)  Innovation performance  Knowledge sharing  Organizational commitment  Psychological contract 
學科別分類
中文摘要 基於社會交換理論、理性行為理論、自決理論、角色認同概念、內在動機理論、授權領導概念及心理契約理論的結合,本研究提出兩個跨層次之整合模型來研究組織層面之個別或綁一起實施的承諾型人力資源管理措施與個人層面之組織承諾、知識分享及創新績效之間的關係。本研究亦確認扮演中介變項之組織承諾和知識分享對個別或綁一起實施的承諾型人力資源管理措施與創新績效間關係的影響。本研究進一步調查扮演調節變項之授權領導和關係型心理契約對個別或綁一起實施的承諾型人力資源管理措施、組織承諾、知識分享及創新績效間關係的影響。本研究從116家台灣高科技企業取樣402名員工及116位經理,在個人層面方面得到下列結果: (1)組織承諾正向影響知識分享;(2)知識分享正向影響創新績效;(3)中介變項之知識分享正向影響組織承諾與創新績效間之關係;(4)關係型心理契約正向調節組織承諾、知識分享及創新績效間之關係。在組織層面方面,當企業實施五個個別之承諾型人力資源管理措施,包括員工參與決策、工作設計、訓練及發展、績效評估及薪酬,福利和獎勵,則得到下面的結論:(1)只有員工參與決策、工作設計、訓練及發展及薪酬,福利和獎勵正向影響組織承諾,知識分享及創新績效;(2)授權領導只正向調節員工參與決策、工作設計、訓練及發展、組織承諾、知識分享及創新績效間之關係;(3)中介變項之組織承諾只正向影響員工參與決策、工作設計、訓練及發展及知識分享間之關係;(4)中介變項之知識分享只正向影響員工參與決策、工作設計、訓練及發展及創新績效間之關係;及(5)授權領導正向調節組織承諾、知識分享及創新績效間之關係。然而,當企業將這五個承諾型人力資源管理措施綁在一起實施,則得到下面的結論:(1)綁在一起實施之承諾型人力資源管理措施正向影響組織承諾、知識分享及創新績效;(2)中介變項之組織承諾正向影響綁在一起實施之承諾型人力資源管理措施及知識分享間之關係;(3)中介變項之知識分享正向影響綁在一起實施之承諾型人力資源管理措施及創新績效間之關係;(4)授權領導正向調節綁在一起實施之承諾型人力資源管理措施、組織承諾、知識分享及創新績效間之關係。最後,本研究發現對理論和管理的貢獻及含意做進一步討論。
英文摘要 Based on a combination of the social exchange theory, theory of reasoned action, self-determination theory (SDT), roll identity concept, intrinsic motivation theory, the concept of empowering leadership, and the psychological contract theory, this study presents two integrated models which investigate the relationships between single or bundled commitment-based HR practices (CBHRPs) at an organizational level and individual outcome variables (organizational commitment, knowledge sharing, and innovation performance) from a cross-level. It also identifies the mediating roles played by organizational commitment, and knowledge sharing in the relationship between single CBHRPs, bundled CBHRPs and innovation performance. It further examines the moderating roles of empowering leadership and relational psychological contract in the relationship between single CBHRPs, bundled CBHRPs, organizational commitment, knowledge sharing, and innovation performance. Drawing on a sample of 402 employees from 116 high-tech firms in Taiwan, the results at the individual level show that (1) organizational commitment positively influences knowledge sharing, (2) knowledge sharing positively influences innovation performance, (3) knowledge sharing positively mediates the relationship between organizational commitment and innovation performance, (4) relational psychological contract positively moderates the relationships between organizational commitment, knowledge sharing, and innovation performance. At the cross level, when firms implement five single CBHRPs, including participation, work design, training and development, performance appraisal, and compensation and rewards, the following results can be concluded: (1) only participation, work design, training and development, and compensation rewards positively influence organizational commitment, knowledge sharing, and innovation performance, (2) empowering leadership only positively moderates the relationships between participation, work design, training and development, organizational commitment, knowledge sharing, and innovation performance, (3) organizational commitment only positively mediates the relationships between participation, work design, training and development, and knowledge sharing, (4) knowledge sharing only positively mediates the relationships between participation, work design, training and development, and innovation performance, and (5) empowering leadership positively moderates the relationships between organizational commitment, knowledge sharing, and innovation performance. However, when firms bundle those five CBHRPs together, the following results can be concluded: (1) bundled CBHRPs positively influences organizational commitment, knowledge sharing, and innovation performance, (2) organizational commitment positively mediates the relationship between bundled CBHRPs and knowledge sharing, (3) knowledge sharing positively mediates the relationship between bundled CBHRPs and innovation performance, (4) empowering leadership positively moderates the relationships between bundled CBHRPs, organizational commitment, knowledge sharing, and innovation performance. The theoretical and managerial contributions and implications of these findings are discussed.
論文目次 ACKNOWLEDGEMENTS. I
ABSTRACT. II
TABLE OF CONTENTS. VI
LIST OF TABLES. XI
LIST OF FIGURES. XV
CHAPTER ONE INTRODUCTION. 1
1.1 Research Background. 1
1.2 Research Objectives. 7
1.3 Structure of the Research. 7
1.4 Research Process. 8
CHAPTER TWO LITERATURE REVIEW. 10
2.1 Theoretical Foundation. 10
2.2 Identify Mediators and Moderators. 16
2.3 The High-tech Industry in Taiwan. 21
2.4 Definition of Research Constructs. 24
2.4.1 Human Resource Practices (HR Practices) in the High-tech Industry. 24
2.4.2 Commitment-based Human Resource Practices (CBHRPs). 26
2.4.3 Organizational Commitment. 28
2.4.4 Knowledge Sharing. 30
2.4.5 Innovation Performance. 32
2.4.6 Psychological Contract. 34
2.4.7 Empowering Leadership. 35
2.5 Relationships among Research Constructs. 39
2.5.1 Relationship between Commitment-based HR Practices (CBHRPs) and Organizational Commitment. 39
2.5.2 Relationship between Organizational Commitment and Knowledge Sharing. 42
2.5.3 Relationship between Knowledge Sharing and Innovation Performance. 43
2.5.4 Relationship between Commitment-based HR Practices (CBHRPs) and Knowledge Sharing. 46
2.5.5 Relationship between Commitment-based HR Practices (CBHRPs) and Innovation Performance. 51
2.5.6 The Mediating Effect of Organization Commitment. 52
2.5.7 The Mediating Effects of Knowledge Sharing. 53
2.5.8 The Moderating Effects of Psychological Contract. 54
2.5.9 The Moderating Effects of Empowering Leadership. 57
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY. 63
3.1 The Conceptual Model. 63
3.2 The Pilot Study: Grounded Research. 64
3.2.1 Grounded Theory. 65
3.2.2 Content Analysis. 66
3.3 Construct Measurement. 73
3.3.1 Commitment-based HR Practices (CBHRPs). 74
3.3.2 Organizational Commitment. 78
3.3.3 Knowledge Sharing. 80
3.3.4 Psychological Contract. 81
3.3.5 Empowering Leadership. 82
3.3.6 Innovation Performance. 83
3.4 Control Variables. 85
3.5 Hypotheses to be Tested. 86
3.6 Questionnaire Design. 87
3.7 Sample Plan. 88
3.8 Data Analysis Method. 89
3.8.1 Descriptive Statistic Analysis. 89
3.8.2 MANOVA. 89
3.8.3 Validity Measurements. 89
3.8.4 Reliability Analysis. 91
3.8.5 Intraclass Correlation Coefficients (ICCs). 91
3.8.6 Structural Equation Model (SEM). 93
3.8.7 Hierarchical Linear Modeling Analysis. 95
CHAPTER FOUR DESCRIPTIVE ANALYSIS AND RELIABILITY TEST. 96
4.1 Intraclass Correlation Coefficients (ICCs). 96
4.2 Characteristics of Respondents. 97
4.3 Impacts of Characteristics and Demographics on Research Constructs. 100
4.4 Descriptive Statistics, Validity Analysis, and Reliability Test. 108
4.4.1 Descriptive Statistics. 108
4.4.2 Validity Analysis. 111
4.4.3 Factor Analysis and Reliability Test. 122
CHAPTER FIVE RESEARCH RESULTS. 128
5.1 Structural Equation Model (SEM). 128
5.1.1 The Relationships between Organizational Commitment, Knowledge Sharing and Innovation Performance. 128
5.1.2 The Relationships between Commitment-based HR Practices (CBHRPs), Organizational Commitment, and Knowledge Sharing. 132
5.1.3 The Relationships between Bundled Commitment-based HR Practices (CBHRPs), Organizational Commitment, and Knowledge Sharing. 135
5.1.4 The Relationships between Commitment-based HR Practices (CBHRPs), Knowledge Sharing, and Innovation Performance. 138
5.1.5 The Relationships between Bundled Commitment-based HR Practices (CBHRPs), Knowledge Sharing, and Innovation Performance. 141
5.1.6 The Relationships between Commitment-based HR Practices (CBHRPs), Organizational Commitment, Knowledge Sharing, and Innovation Performance. 144
5.1.7 The Relationships between Bundled Commitment-based HR Practices (CBHRPs), Organizational Commitment, Knowledge Sharing, and Innovation Performance. 148
5.1.8 Summaries of Overall SEM Results and Findings for Single and Bundled CBHRPs. 152
5.2 Hierarchical Linear Modeling (HLM) Results. 155
5.2.1 HLM Results for Cross-level Effects on Organizational Commitment. 155
5.2.2 HLM Results for Cross-level Effects on Knowledge Sharing. 159
5.2.3 HLM Results for Cross-level Effects on Innovation Performance. 164
5.2.4 Comparison of the Moderating Effects for Empowering Leadership and Psychological Contract on the Relationship between Organizational Commitment, Knowledge Sharing, and Innovation Performance. 169
5.2.5 Summaries of HLM Results and Findings for Single and Bundled CBHRPs. 170
CHAPTER SIX CONCLUSION AND SUGGESTIONS. 175
6.1 Research Conclusions. 175
6.2 Research Contributions and Implications. 189
6.2.1 Theoretical Contributions and Implications. 190
6.2.2 Managerial Contributions and Implications. 193
6.3 Research Limitations. 196
REFERENCES. 198
APPENDICES. 222
Appendix 1: Survey Questionnaire. 223
Appendix 2: Open Coding for HR Practices. 235
Appendix 3: Axial Coding for HR Practices. 241
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