在快速變遷的環境中，一間成功的企業如何在這日新月異的環境中生存下來，大多都是靠著現有的市場持續專精及開拓新的市場，來讓公司邁向下ㄧ個里程碑，然而員工是另一項重要的影響因素，所以公司必須要採取良好的人力資源措施才能選出或是培養好的人才，故本研究的目的是想以多層次的觀點探討人力資源管理中的公司層次高績效工作系統(High-performance work systems, HPWS)與單位層次組織雙歧(Organizational ambidexterity; OA)之間的影響機制，其中本研究以單位層次社會資本(Social capital; SC)視為中介機制，再以賦權氣候(Empowerment climate; EC)為調節變項來探討。
本研究資料是採問卷調查法蒐集，並分為管理職與非管理職兩種來源，管理職樣本數為96，非管理職樣本數為192，分別隸屬於24間公司與48個部門。最後研究結果發現單位層級的社會資本會中介公司層次的高績效工作系統和單位層次組織雙歧間兩者關係，及公司層次的賦權氣候會正向調節透過單位層級社會資中介的公司層級高績效工作系統和單位層級組織雙歧間的關係。

This paper examines the process linking high-performance work systems (HPWS) and organizational ambidexterity (OA) both at the unit and firm level of analyses by integrating strategic HRM, empowerment climate (EC) and social capital (SC) perspectives. Multisource and multilevel data from 192 employees and 96 managers was collected. Results revealed that unit-level employee social capital partially mediated the relationship between firm-level HPWS and unit-level organizational ambidexterity. Furthermore, firm-level social climate moderated the effects of firm- level HPWS on unit-level organizational ambidexterity through unit-level employee social capital.
This paper contributes to HPWS and organizational ambidexterity research by revealing the mediating mechanisms and moderating mechanisms.

Adler, P.S., Goldoftas, B. and Levine, D. (1999). ‘Flexibility versus efficiency A case study of model changeovers in the Toyota production system’. Organization Science, 10： 1, 43–68.
Adler, P. S., & Kwon, S.-W. (2002). Social Capital： Prospects for a New Concept. The Academy of Management Review, 27(1), 17-40.
Allen, T. J. (Ed.) (1977). Managing the flow of technology： technology transfer and the dissemination of technological information within the R and D organization.
Ashforth, B. E. (1989). The experience of powerlessness in organizations. Organizational behavior and human decision processes, 43(2), 207-242.
Bamberger, P., & Meshoulam (Eds.). (2000). Human Resource Strategy： Formulation, Implementation and Impact. . Thousand Oaks California： Sage. .
Bassiri, D. (Ed.) (1988). Large and small sample properties of maximum likelihood estimates for the hierarchical linear model.
Becker, B., & Gerhart, B. (1996). The impact of human resource management on organizational performance： progress and prospects. Academy of Management Journal, 39(4), 779-801.
Benner, M. J., & Tushman, M. L. (2003). Exploitation, exploration, and process management： The productivity dilemma revisited. Academy of Management Review, 28(2), 238-256.
Birkinshaw, J., & Gupta, K. (2013). Clarifying the distinctive contribution of ambidexterity to the field of organization studies. Academy of Management Perspectives, 27(4), 287-298.
Blanchard, K.H., Carlos, J.P., & Randolph, W.A. (1995). The empowerment barometer and action plan. Escondido, CA： Blanchard Training and Development.
Bourdieu, P. (Ed.) (1977). Outline of a Theory of Practice. Cambridge university press.
Boxall, P., & Macky, K. (2009). Research and theory on high-performance work systems： progressing the high-involvement stream. Human Resource Management Journal, 19(1), 3-23.
Brief, A. P., & Nord, W. R. E. (1990). Meanings of occupational work： A collection of essays. Retrieved from
Brown, J. S., & Duguid, P. (1991). Organizational learning and community-of-practice： toward a unified view of working, learning, and innovation. 1991, 2(1), 40-57.
Bryk, A. S., & Raudenbush, S. W. (Eds.). (1992). Hierarchical Linear Models. Newbury Park, CA： Sage.
Coleman, J. S. (1988). Social capital in the creation of human capital. American journal of sociology, S95-S120.
Conger, J., & Kanungo, R. (1988). The Empowerment Process： Integrating theory and Practice. The Academy of Management Review, 13(3), 471-428.
Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-determination in a work organization. Journal of Applied Psychology, 74(4), 580.
Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management：tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4), 802-835.
Duncan, B. L. (1976). The ambidextrous organization： Designing dual structures for innovation. The management of organization, 1, 167-188.
Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization： managing role conflict in strategic renewal. Academy of Management Review, 25(1), 154-177.
Fornell, C., & Larcker, D. F. (1981). Structural Equation Models With Unobservable Variables and Measurement Error ： Algebra Statistic. Journal of Marketing Research, 382.
Gibson, C., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 209-226.
Gist, M. E., 12(3). (1987). Self-efficacy： Implications for organizational behavior and human resource management. Academy of management review, 12(3), 472-485.
Gupta, A. K., Smith, K. G., & Shalley, C. E. (2006). The interplay between exploration and exploitation. Academy of Management Journal, 49(4), 693-706.
Guthrie, J. P. (2001). High-involvement work practices, turnover, and productivity： evidence from New Zealand. Academy of Management Journal, 44(1), 180-190.
Hackman, J. R., & Oldham, G. R. (Eds.). (1980). Work redesign.
Harry, M. J., & Schroeder, R. (Eds.). (2000). Six sigma： The breakthrough management strategy revolutionizing the world's top corporations. New York.
He, Z., & Wong, P.-K. (2004). Exploration and exploitation： an empirical test of the ambidextrous hypothesis. Organization Science, 15(4), 481-496.
Hofmann, D. A. (1997). An overview of the logic and rationale of hierarchical linear models. Journal of Management, 23(6), 723-744.
Hofmann, D. A., & Gavin, B. (Eds.). (2000). The application of hierarchical linear modeling to organizational research.
Hofmann, D. A., & Gavin, M. B. (1998). Centering decisions in hierarchical linear models： implications for research in organizations. Journal of Management
24(5), 623-641.
Hofmann, D. A., Morgeson, F. P., & Gerras, S. J. (2003). Climate as a moderator of the relationship between leader–member exchange and content specific citizenship： safety climate as an exemplar. Journal of Applied Psychology, 88(1), 170-178.
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672.
Jansen, J. J., Van Den Bosch, F. A., & Volberda, H. W. (2005). Managing potential and realized absorptive capacity： how do organizational antecedents matter? Academy of Management Journal, 48(6), 999-1015.
Jiang, J.-Y., & Liu, C.-W. (2015). High performance work systems and organizational effectiveness： The mediating role of social capital. Human Resource Management Review, 25, 126-137.
Jr, J. F. H., Black, W. C., Babin, B. J., & Anderson, R. E. (2009). Multivariate Data Analysis(7nd ed.)
Junni, P., Sarala, R. m., taras, V., & Tarba, S. y. (2013). Organizational ambidexterity and performance： a meta-analysis. The Academy of Management Perspectives, 27(4), 299-312.
Kang, S. C., Morris, S. S., & Snell, S. A. (2007). Relational archetypes, organizational learning, and value creation： Extending the human resource architecture. Academy of Management Review, 32(1), 236-256.
Kang, S. C., & Snell, S. A. (2009). Intellectual capital architectures and ambidextrous learning： a framework for human resource management. Journal of Management Studies, 46(1), 65-92.
Kaupplia, O.-P. (2010). Creating ambidexterity by integrating and balancing structurally separate interorganizational partnership. Strategic Organization, 8(4), 283-312.
Kenny, D. A., Kashy, D. A., & Bolger, N. (Eds.). (1998). Data analysis in social psychology (Vol. 1).
Landis, R. S., Beal, D. J., & Tesluk, P. E. (2000). A Comparison of Approaches to Forming Composite Measures in Structural Equation Models. Organizational Research Methods, 3(2), 186-207.
Lengnick-Hall, M. L., & Lengnick-Hall, C. (Eds.). (2003). Human Resource Management in the Knowledge Economy. San Francisco： Lengnick-Hall, M.L
Lengnick-Hall, C.A.
Lepak, D. P., & Snell, S. A. (2002). Examining the human resource architecture： the relationships among human capital, employment, and human resource configurations. Journal of Management, 28(4), 517-543.
Lepak, D. P., Taylor, M. S., Tekleab, A., Marrone, J. A., & Cohen, D. J. (2007). An examination of the use of high-investment human resource systems for core and support employees. Human Resource Management, 46(2), 223-246.
Lewin, A.Y., Long, C.P. and Carroll, T.N. (1999). ‘The coevolution of new organizational forms’. Organization Science, 10： 5, 535–550.
Liao, H., Toya, K., Lepak, D. L. P., & Hong, Y. (2009). Do they see eye to eye? Management and employment perspectives of high-performance work systems and influence processes on service quality. Journal of Applied Psychology, 94(2), 371-391.
Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity and performance in smallto medium-sized firms： the pivotal role of top management team behavioral integration. Journal of Management, 32(5), 646-672.
March, J. (1991). Exploration and exploitation in organizational learning. Organization Science, 2, 71-87.
Mom, T. J. M., van den Bosch, F. A. J., & Volberda, H. W. (2009). Understanding variation in managers ambidexterity： investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organization Science, 20(4), 812-828.
Nahapiet, J., & Ghoshal, S. (1998). Social Capital, Intellectual Capital, and the Organizational Advantage. The Academy of Management Review, 23(2), 242-266.
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14-37.
Nonaka, I., Toyama, R., & Nagata, A. (2000). A firm as a knowledge-creating entity： a new perspective on the theory of the firm. Industrial and corporate change, 9(1), 1-20.
Pamela, T., Steven M, F., & George B, G. (1999). An examination of leadership and employee creativity： the relevance of traits and relationships. Personnel Psychology, 52(3), 591-620.
Papadakis, V. M., Lioukas, S., & Chambers, D. (1998). Strategic decision-making processes： the role of management and context. Strategic management journal,19(2), 115-147.
Patel, P. c., Messersmith, J. g., & Lepak, D. p. (2013). Walking the tightrope： an assessment of the relationship between high-performance work systems and organizational ambidexterity. Academy of Management Journal, 56(5), 1420-1442.
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research： a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879.
Prieto, I. M., & Santana, M. P. (2012). Building ambidexterity, the role of human resource practices in the performance of firms from Spain. Human Resource Management, 51(2), 189-212.
Raisch, S., & Birkinshaw, J. (2008). Organizational Ambidexterity： Antecedents, Outcomes, and Moderators. Journal of Management, 34(3), 375-409.
Randolph, W. A. (1995). Navigating the journey to empowerment. Organizational Dynamics, 23(4), 19-32.
Schneider, B. (1990). The climate for service： An application of the climate construct. Organizational climate and culture, 1, 383-412.
Scott, S. G., & Bruce, R. A. (1994). Determinants of Innovative Behavior： A Path Model of Individual Innovation in the Workplace. The Academy of Management Journal, 37(3), 580-607.
Seibert, S. E., Silver, S. R., & Randolph, W. A. (2004). Taking empowerment to the next level： A multiple-level model of empowerment, performance, and satisfaction. Academy of Management Journal, 47(3), 332-349.
Snell, S. A., & Dean, J. J. (1992). Integrated manufacturing and human resource management： a human capital perspective. Academy of Management Journal, 35(3), 467-504.
Spreitzer, G. M. (1996). Social structural characteristics of psychological empowerment. Academy of Management Journal, 39(2), 483-504.
Subramaniam, M., & Youndt, M. A. (2005). THE INFLUENCE OF INTELLECTUAL CAPITAL ON THE TYPES OF INNOVATIVE CAPABILITIES. Academy of Management Journal, 48(3), 450-463.
Sun, L.-Y., Aryee, S., & Law, K. S. (2007). High-Performance Human Resource Practices, Citizenship Behavior, and Organizational Performance： A Relational Perspective. Academy of Management Journal, 50(3), 558-577.
Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment： An “interpretive” model of intrinsic task motivation. Academy of Management Review, 666-681.
Tsai, W., & Ghoshal, S. (1998). Social capital and value creation：The role of intrafirm networks. Academy of Management Journal, 464-476.
Turner, N., Swart, J. , & Maylor, H. (2013). Mechanisms for managing ambidexterity： a review and research agenda. International Journal of Management Reviews, 15(3), 317-332.
Tushman, M. L., & O’Reilly, C. A. I. I. I. (1996). Ambidextrous organizations： managing evolutionary and revolutionary change. California Management Review, 38(4), 8-30.
Van der Leeden, R., & Busing, F. M. (Eds.). (1994). First iteration versus final IGLS/RIGLS estimators in two-level models： A Monte Carlo study with ML3. . University of Leiden.
Wei, L.-Q., & Lau, C.-M. (2010). High performance work systems and performance： the role of adaptive capability. Human Relations, 63(5), 1487-1511.
Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2), 295-320.