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題 名 | 差序格局與華人組織行為:臺灣大型民營企業的初步研究=Differential Mode of the Association and Chinese Organizational Behavior:An Exploratory Study of Taiwan Large-Scale Enterprises |
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作 者 | 鄭伯壎; 林家五; | 書刊名 | 中央研究院民族學研究所集刊 |
卷 期 | 86 1998.秋[民87.秋] |
頁 次 | 頁29-72 |
分類號 | 494.2 |
關鍵詞 | 差序格局; 三環文化; 員工歸類模式; 家族企業; Differential mode of the association; Tricircular culture; Employee categorization model; Family enterprise; |
語 文 | 中文(Chinese) |
中文摘要 | 過去對臺灣經濟發展經驗的解釋,總是從政府、市場、及文化等上層結構來說明, 而忽略了企業組織如何在上層結構的形塑下,表現實際的管理活動。為了彌補此 項缺失,鄭伯壎曾提出社會心理學模式,採用文化與市場互動的觀點,由企業主 持人對組織網絡、企業組織、及個人生涯的認知著手,認為由此展現出來的組織 間關係、組織行為及生涯發展形態符合關係行銷、差異管理、及創業精神的要求, 而能獲致網絡利益、組織效能、及個人與家庭成就,並因而促進了經濟發展。 其中在企業組織層次方面,鄭伯壎亦指出在差序格局文化價值與勞力市場的 雙重制約下,企業主持人會給予員工不同的社會歸類,表現出差異管理的形態, 並進而與組織效能發生關連。其主要的論點是:(1)企業主持人會依照關係、忠 誠及才能等標準,將員工加以歸類:(2)此種歸類並非一成不變的,而是具有動 態性的:(3)針對不同的類別,企業主持人對員工的信任與對待有異:(4)差異 信任與對待有助於組織效能的提昇。 本研究的目的,主要採二手資料的蒐集與深度訪談訊息人士的方式,以臺灣 七家大型民營企業為對象,驗證員工歸類模式中的前三項論點。結果發現:第一、 臺灣大型民營企業已經呈現出家族、差序、及制度等三環文化結構的形態,員工 歸類模式較能說明的是涉及熟識員工之差序次文化的層次。第二、對熟識員工而 言,員工歸類模式基本上獲得了支持:員工歸類標準雖然不少,但親、忠、才仍 是基本要項;歸類具動態性,而導致類別的轉移;企業主持人對不同類別的員工 具差異信任與對待。然而,在關係的界定方面,採用客觀的社會連帶來說明,可 能較兼採客觀的社會連帶與主觀的情感程度更為允當。 最後,討論了本研究結果在華人組織理論、企業管理實務、及研究方法論上 的涵義,並指明了未來研究的方向。 # 330 1$aMany researchers highlight the impacts of infrastructures inter-linked by government, market, and culture in Taiwan's economic development. However, this orientation neglects the fact that people operate within such infrastructures and make them work effectively. Cheng (1996) remedied this omission by proposing a conceptual framework that adapted a psychological approach to the Taiwan experience in economic development. Cheng (1996) furthermore proposes an employee categorization model and argues that the differential mode of the association held by CEOs toward their employees was a key factor influencing Chinese organizational behavior and effectiveness. CEOs are depicted as dividing their employees into eight prototypes according to the hierarchical level of guanxi (patronage), zhongcheng (loyalty), and Zaineng (competence) and expressed differential interaction patterns, trust levels, and in-group biases. This study has been designed to investigate the propositions inferred from Cheng's employee categorization model through the gathering of second hand documents, from a literature review of published research findings, and by interviews with different echelons under CEO supervision from seven Taiwanese large-scale private enterprises. The essay has three major conclusions. First, Taiwanese large-scale enterprises have a tri-circular culture (including family culture, differential association culture, and execution culture) that combines with three layers of hierarchies. Secondly, a differential model of associations could describe the interactions between CEOs and their familiar employee. And thirdly, propositions drawn from the categorization model were generally supported. The essay ends with a discussion of the implications of this study for theory and practice in Chinese organizational behavior. @@@ |
本系統中英文摘要資訊取自各篇刊載內容。