社會網絡（Social Network）是指個體與個體間關係連結的網絡結構，而這些關係的集合，形成了社會結構（Social Structure），藉此網狀人際關係的互動，個人能維持某種社會認同，產生社會支持，並建立或取得相關資訊，形成社會資本。
Ｆ銀行與Ｈ銀行同為早期省屬行庫，Ｆ銀行因其公股具完全主導能力，近年隨著政府人事異動更迭快速，銀行首長亦隨之異動頻繁，而公民共治的Ｈ銀行卻呈相對穩定，形成二家銀行間截然不同的組織特性。由於高階經理人的變動，往往伴隨著組織人員結構的重組，其具體做法就是藉由工作輪調來執行，過去的研究顯示工作輪調可擴大人際脈絡，但對網絡結構、社會支持與工作壓力的影響則較少著墨，本研究針對二家不同組織特性之銀行，透過組織成員間互評的問卷設計進行量測，並以社會網絡的中心性及組織公民行為取代社會支持，利用社會網絡分析法、LISREL結構方程模式等方法進行分析研究，比較二家銀行網絡結構對組織公民行為與工作壓力之影響。
研究結果發現：（1）社會網絡中心性會正向影響組織公民行為，並間接負向影響工作壓力；工作壓力會負向影響工作滿意度；高度工作輪調環境會造成工作壓力感受的提升;（2）組織特性會影響社會網絡結構，Ｆ銀行高度的輪調環境，將有助拓展個人人際關係，但於上對下的管理結構卻可能因異動頻繁而造成缺乏信任，員工之組織行為轉而偏向友誼網絡以取得支持；Ｈ銀行則因前、後台人員制度劃分明確，及採取差別薪資制度，降低了工作輪調機會與調動幅度，從而由上而下的管理結構相對穩定，因此基於工作職務所得到的社會支持機會，較來自人際關係發展的友誼網絡為之顯著，本研究並針對二家銀行所形成的網絡結構提出管理意涵與後續研究建議。

Social Network is a network structure which links individuals. The gathering of the relationship turns to Social Structure. Individuals could maintain certain social recognition, obtain social support, and establish or acquire relative information to form social capital by means of the interpersonal interaction with others in the network.
F Bank and H Bank were once both owned by Taiwan Province years ago. As F bank is fully dominated by government, the senior executives have been changed frequently following the change of government officers. On the other hand, H Bank is both governed by government and public, so that leads to a relatively stable environment. The different leadership forms distinct organizational characteristics between two Banks. The change of bank’s executives always leads to organization restructuring that is actually performed by job rotations. Former researches showed job rotation could amplify human relationship network, but the impacts on network structure, social support and job stress are less addressed. In my research, the social support was replaced by social network centrality and organizational citizenship behavior. I studied the impact of different organizational network structure on Organizational Citizenship Behavior and Job Stress by using organizational personnel cross-evaluation questionnaire of the two banks and analyzed the result with social network analysis technique and LISREL structural equation modeling.
My research findings were: 1) Social Network Centrality positively affected Organizational Citizenship Behavior, and negatively, indirectly affected Job Stress. Job Stress negatively affected Job Satisfaction. Regularly Job Rotation environment enlarged the sense of Job Stress. 2) Organizational Characteristics affected Social Network. Regularly Job Rotation environment of F Bank could help employees expand interpersonal relationships, but the top-down management structure might lack of trust due to regularly personal changes, while organizational behavior of employees would turn to friendship network for support. As H Bank had clear segmentation between front-end and back-end operations, and adopted a different salary method as well. The structure of H Bank reduced the chance and scale of job rotations and the top-down management structure was relatively stable, hence the employees of H Bank acquired more social support from their job position compare to their personal friendship network. Finally, my research presented management implication and subsequent research suggestions according to the network structure formed by these two banks.

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