過去這十年來，軟體流程改善已成為企業改善軟體產品品質與提昇生產力的重要方法，許多的軟體流程改善的模式也因應而生，其中，能力成熟度整合模式(CMMI)是目前最受到全世界矚目的方法且廣為許多的組織所採用。軟體流程改善是企業提昇競爭力的一項重要投資活動，然而軟體流程改善會帶來組織的變革，組織變革的活動則會牽動企業的組織結構與工作關係，進而影響組織系統中的每一個成員。成功的組織變革往往需要組織文化能相互的配合與調適，才能克服執行轉型計畫中隨時可能遭遇的阻礙。因此，組織文化是企業能否成功導入軟體流程改善的重要因素。然而，在軟體流程改善的領域中，少有研究探討組織文化如何影響軟體流程改善之建置，故本研究以競值架構為基礎，深入探討組織文化與軟體流程改善推展之間的關係。
本研究透過軟體協會的協助，以公文方式將問卷郵寄給國內85家已導入CMMI組織的軟體工程流程小組領導者，經由實證研究之多元迴歸分析方法，針對62份有效問卷進行分析研究，探討組織文化對軟體流程改善推展之間的相互影響關係。研究結果發現，組織文化確實會影響軟體流程改善之推展，其中，又以層級型文化對能否順利推展的影響最大，另外，本研究亦發現宗族型文化對於軟體流程改善推展過程中的技術發展與知識分享扮演重要的角色。因此，軟體工程流程小組領導者若要順利推展軟體流程改善，則在組織當中要能預先形成這二種組織文化才能收到最大功效。

During the last decade, software process improvement (SPI) has emerged as the dominant approach for delivering improvements to the software product in software development organizations. A number of advances have been made in the development of SPI models. The Capability Maturity Model Integration (CMMI) has already received wide interest and is used by software companies all over the world. The attempt of SPI is to change how software professionals think and act in their everyday organizational activity. SPI activities could result in organizational changes. Organizational culture is one characteristic of an organization that is likely to affect the success of any management approach. It is the key to help organizations to continuously enhance their organizational process maturity to high maturities. Therefore, organizational culture plays a critical role in the adoption and use of SPI. However, there has been little research that examines organizational culture as it relates to SPI implementation. This research applies the competing values framework, to analyze the relationship between the organizational culture and SPI deployment.
At the time of the survey, 85 Taiwanese organizations have adopted CMMI to improve their software development processes. With the assistance of the Information Service Industry Association of R.O.C. (CISA), questionnaires were addressed directly to the Software Engineering Program Group (SEPG) leader in each organization. A total of 62 usable responses were received and analyzed. The results indicate that the organizational culture did indeed have an influence on SPI deployment, primarily facilitated by hierarchy culture with its emphasis on procedures, order and stability. Clan culture, with its emphasis on human development, commitment to others and participation, appears to be a necessary condition in creating skills development and sharing SPI knowledge in the process of SPI deployment. SEPG leaders should ensure that both internal values were in place to enhance the deployment of SPI. Finally, this study discusses the implications of these findings and offer directions for future research. The results of this empirical study are expected to provide useful references for further research and for software industry in assisting them to make continuous software process improvement.

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