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研究生: 張文甄
Wen-Chen Chang
論文名稱: 以多層次觀點探討創造力與員工績效之關係-從動態能力觀點
A Multilevel Examination of Creativity and Performance: The Dynamic Capability Perspective
指導教授: 張譯尹
Yi-Ying Chang
口試委員: 謝亦泰
郭啟賢
學位類別: 碩士
Master
系所名稱: 管理學院 - 企業管理系
Department of Business Administration
論文出版年: 2019
畢業學年度: 107
語文別: 中文
論文頁數: 63
中文關鍵詞: 創造力吸收能力適應能力個人績效動態理論
外文關鍵詞: Dynamic capacity, Absorptive capacity, Adaptive capability, Creativity, Personal performance
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隨著科技的快速發展,企業員工需具有創新的能力,將新科技、新知識轉換為新的流程或產品,使在企業中保持競爭力。而動態能力(Dynamic Capacity) 在這幾年中也越發受重視,強調發掘、吸收、轉換新的知識的能力。過去研究多以組織學習、高績效人力管理等觀點探討吸收能力與調節能力對於企業績效的中介或調節效果,而本研究以動態能力的觀點出發,探討個人創造力與個人績效間的效果,以及吸收能力與適應能力的調節機制。本研究的研究對象為 49 間公司的 59 個單位,單位管理職與單位員工,共 355 名。本研究採用多層次結構方程模型(Multilevel Structural Equation Modeling, MSEM)進行資料檢驗,研究結果顯示員工創造力對個人績效有正向影響。


With the rapid development of technology, employees need to have the ability to innovate and transform new technologies and new knowledge into new processes or products to remain competitive in the enterprise. In recent year, Dynamic Capacity has become more and more important, emphasizing the ability to discover, absorb, and transform new knowledge. In the past, the research focused on the mediation effect or moderation effect of absorptive capacity and adaptive ability on firm performance from the perspectives of organizational learning and high-performance human management. In addition, this paper would focus on the relationship of personal creativity and performance, and the moderation effect of absorptive capacity and adaptive capability, based on dynamic capacity
The research object of this study is 59 units of 49 companies, with 355 employees and managers. In this study, Multilevel Structural Equation Modeling (MSEM) was used for data combination testing. The results show that employee creativity has a positive impact on individual performance.

第一章 緒論 第二章 文獻探討與假設 第一節 理論基礎 第二節 工作績效 第三節 創造力 第四節 吸收能力 第五節 適應能力 第三章 研究方法 第一節 研究設計與研究樣本 第二節 研究工具與測量方法 第三節 資料分析方法 第四章 資料分析與假設驗證 第一節 描述性統計分析 第二節 驗證性因素分析 第四節 相關分析 第五節 假說驗證:多層次結構方程模型 第五章 結論與建議 第一節 研究結果與討論 第二節 學術與管理意涵 第三節 研究限制與未來建議 參考資料 附錄一、管理職研究問卷 附錄二、非管理職研究問卷

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