本研究之主要目的在於探討「人力資源政策制定」對「組織競爭力與績效」之影響，並依此發展人力資源政策內涵與運作過程之評量工具。在透過對領導才能、組織使命、人力資源政策、組織文化、與組織競爭力、績效等變項關係探討後，進而運用結構方程模式之統計方法，嘗詴發展「人力資源政策之競爭力模式」，以提供後續相關研究與實務應用之參考。 / 本研究透過嚴謹編製程序，針對研究變項編製相關量表，並進行專家會議與信效度及因素分析。此外，本研究採立意抽樣方式共蒐集136份樣本，經過統計分析後，結果顯示本研究所發展的「領導才能」、「組織使命」、「人力資源政策」與「組織文化」等量表的內部一致性信度皆在.90以上，且在效標關聯效度(與組織績效之r值介於.59-.71之間)檢驗上皆達顯著的效果。另外，本研究「人力資源政策量表」中的政策內涵部份，研究分析發現，此量表包含「執行型人力資源政策」及「策略型人力資源政策」兩個向度，其分量表之內部一致性信度分別為.96與.93，而在效標關聯效度(與組織績效之r值分別為.62與.60)檢驗上亦皆具有顯著效果。 / 最後，本研究之假設考驗及模式驗證之結果顯示：1.領導才能乃是透過組織使命影響人力資源之政策表現； 2.在人力資源政策部份，政策內涵對組織文化具有正向顯著的效果，但政策運作過程與組織文化僅有正向顯著相關，政策運作過程無法預測組織文化；3.策略型人力資源政策並未比執行型人力資源政策對組織文化具有更正向的顯著效果；4.執行型人力資源政策與策略型人力資源政策，透過對組織文化強度的影響，提升組織之競爭力與績效表現。研究者最後針對研究結果及修改後的「人力資源政策之競爭力模式」，與對未來的學術研究及實務應用提出具體的建議。

本研究之目的在於探討組織轉型能力之建構，並依此建構發展一套組織能力之評鑑工具。其次，融入組織核心能力、核心職能與轉型能力的概念，建構組織能力發展模式，以協助台灣中小企業有效診斷組織體質，進而提昇組織績效與競爭力。 本研究採用質量並重之研究方法進行探討，首先藉由「行為事例訪談法」進行深度訪談（N=5），並針對企業個案（美國奇異集團、大陸海爾集團、台灣宏碁集團）進行傳記文本分析，繼而編撰量表題目。本研究以台灣企業組織做為母群，以立意抽樣方式蒐集124份樣本，經過實證分析後，顯示本研究發展的「組織轉型能力量表」共包含組織領導、策略願景、心智模式與組織學習等四個構面，且在內部一致性信度(.973)、效標關聯效度(.611)、與建構效度等檢驗指標上，皆有顯著的效果。 此外，根據組織能力模式與績效的路徑分析結果顯示：1.組織轉型能力在組織核心職能與核心能力、組織績效之間具有中介效果。2.組織能力彼此之間具有顯著的關聯性，且皆對組織績效具有貢獻與影響。3.組織轉型能力中的心智模式與組織學習構面，以及組織的資源競爭核心能力，最能預測組織績效的表現。最後研究者則針對學術研究與實務應用方面提出具體的討論與建議。 / The purpose of this study was to investigate the constructs of organizational transformation competence and use them to develop an assessment tool for evaluating organizational competencies. Besides, the concepts of core competence (based on the strategic management theory), generic competence (based on the competence model), and transformation competence, were incorporated to construct a model of organizational competence development, so as to assist Taiwanese small and medium enterprises to effectively diagnose organizational itself and further of enhance organizational performance and competitiveness. This study adopted both qualitative and quantitative research methods for analysis. First of all, Behavioral Event Interview (BEI) was used to perform in-depth interviews with the research subjects (n=5). Besides, the biographical texts of the studied cases (America’s GE Group, China’s Haier Electronics Group, and Taiwan’s Acer Group) were analyzed to design the items of the questionnaire. Also corporate organizations in Taiwan were taken as the population, and a total of 124 samples were collected using purposive sampling. Through empirical analysis, it showed that the proposed “Organizational Transformation Competence Scale” encompassed four dimensions, namely organizational leadership, strategic vision, mental model, and organizational learning. In conclusion, the internal consistency validity (Cronbach’s α=.973), criterion-related validity (validity coefficient=.611), and construct validity were good and compliant. Moreover, according to the path analysis of the organizational competence model and performance, it was revealed that (1) organizational transformation competence had the mediating effect on the relationships between generic competence and organizational core competence and organizational performance; (2) organizational competencies were significantly correlated with one another, and contributive and influential to organizational performance; (3) the mental model and organizational learning dimensions of organizational transformation competence and the organizational core competence for resource competition could mostly predict organizational performance. Finally, substantial suggestions were proposed for follow-up academic studies and practical applications.

本研究之目的在於從學習型組織、文化、與領導，探討個人學習與組織訓練對績效、競爭力的影響，並藉由研究結果發展出「組織學習之競爭力模式」與問卷，以協助台灣企業進行組織診斷，進而有助於提昇個人、組織、與國家整體之績效、競爭力。 本研究運用文獻探討與問卷施測的方式，進行變項之間關聯性的探討，以國內企業作為研究對象，採立意抽樣方式共蒐集有效樣本153份。經過實證分析後，顯示本研究所使用之量表在內部一致性信度(.919~.973)與標準化迴歸係數(.469~.853)等檢驗指標上，皆達顯著的效果。 最後，根據路徑分析之結果顯示：1.「領導者學習型文化形塑能力」確實會對「學習型組織文化」之形塑，以及「組織績效」產生正向影響，2.「學習型組織文化」與「學習型組織」則分別對「個人競爭力」與「組織競爭力」產生正向影響，3.「組織訓練流程」對「組織競爭力」，以及「組織競爭力」對「組織績效」亦分別產生正向影響，因此本研究所建構之理論模式大致獲得支持，同時在各變項上的研究假設亦大多獲得驗證。最後研究者則針對學術研究與實務應用提出具體的討論與建議。 關鍵詞：領導者學習型文化形塑能力、學習型組織、學習型組織文化、個人學習技巧、組織訓練流程、個人競爭力、組織競爭力、組織績效 / The purpose of this study was to investigate the influence of the organizational competitiveness and performance from the learning organization, leadership, organizational culture, personal learning, and organizational training, and try to develop the ‘competitiveness model of organizational learning’, and questionnaires. At the same time, the author hopes the questionnaires can help the organizations of Taiwan, diagnose their organization and improve the competitiveness and performance of personal, organizational, and country. This study adopted literature review and questionnaire survey to collect research data. The sample of this study is 153 workers from organizations of Taiwan. Through the empirical data analysis, it showed that the questionnaires of this study have high reliability (.919~.973) and standard regression coefficient (.469~.853). According to the result of the path analysis: (1) ‘the ability of develop a learning organizational culture of leader’ has significant and positive influence of ‘learning organizational culture’ and ‘organizational performance’, (2) ’learning organizational culture’ has significant and positive influence of ‘personal competitiveness’, while ‘learning organization’ has significant and positive influence of ‘organizational competitiveness’, (3) ‘organizational training procedures’ has significant and positive influence of ‘organizational competitiveness’, and ‘organizational competitiveness’ has significant and positive influence of ‘organizational performance’. Moreover, the research data support the developed model and confirm most hypotheses of this study. Finally, substantial suggestions were proposed for follow-up academic studies and practical applications. Keywords: ability of develop learning organizational culture of leader, learning organization, learning organizational culture, personal learning skills, organizational training procedure, personal competitiveness, organizational competitiveness, organizational performance.

本研究之目的在於以Sternberg的WICS模式、以及Hamel與Prahalad的競爭大未來思維為出發點，探討當領導者具備智慧、實用智力、分析智力、創造力、以及競爭大未來思維時，是否能制定較佳的決策，進而影響到員工的工作生活品質、身心健康、與幸福感，最終則對於組織競爭力與組織績效產生影響。此外，本研究也檢驗「領導競爭力之整合模式」，以協助企業組織進行診斷與改善。 本研究以問卷蒐集資料，並採用便利取樣，共蒐集417位員工的有效樣本，與經過信度、效度、與因素分析的檢驗，再進行變項間的關係探討。統計分析結果顯示，本研究多數量表皆具有良好的內部一致性信度(.93~.97)與效標關聯效度(.14~.88)。此外，本研究以階層迴歸分析與結構方程模式驗證本研究假設，研究結果顯示：1. 領導者智慧、領導者智力、領導者創造力、與競爭大未來思維，對於領導者決策品質具有正向顯著影響；2. 領導者決策品質對員工工作生活品質具有正向顯著影響；3. 員工工作生活品質對於員工身心健康具有正向顯著影響；4. 員工身心健康對於員工幸福感具有正向顯著影響；5. 員工幸福感對於組織競爭力具有正向顯著影響；6. 組織競爭力對於組織績效具有正向顯著影響；7. 領導者智慧、領導者智力、領導者創造力、與競爭大未來思維，對於組織績效具有正向顯著影響；8. 本研究之領導競爭力整合模式獲得支持。 最後，本研究提出未來之研究建議，以期未來研究能以更完善的研究設計，獲得更完整的領導競爭力之全貌，同時，亦提出本研究之實務應用建議，以作為企業組織診斷與發展的重要參考。

本研究係以Sternberg的WICS領導模式出發，探討當領導者具備智慧、實用智力、分析智力、創造力，並將這些技能產生綜效時，是否能形塑組織文化，進而影響組織的顧客需求知覺、因應金融海嘯策略、與顧客滿意等方面的展現，而後對於組織競爭力與組織績效產生影響。此外，本研究亦嘗試發展一整合模式，以提供企業組織做為診斷與發展的重要參考。 本研究首先針對六位在職者進行訪談，以釐清研究架構與變項之內涵，並據以進行量表編製或引用相關量表，且以一般企業員工作為研究母群，採立意取樣方式進行樣本蒐集，總計蒐集到327份有效問卷。信效度及因素分析結果顯示，本研究量表擁有良好之內部一致信度(.90~.98)與效標關聯效度(.41~.74)。階層迴歸與結構方程模式驗證研究假設之結果顯示：1.領導技能對於組織文化、組織績效具有正向且顯著的影響、2.組織文化對於顧客需求知覺具有正向且顯著的影響、3.顧客需求知覺對於因應金融海嘯策略具有正向且顯著的影響、4.因應金融海嘯策略對於顧客滿意、組織競爭力具有正向且顯著的影響、5.顧客滿意對於組織競爭力具有正向且顯著的影響、6.組織競爭力對於組織績效具有正向且顯著的影響、7.標竿企業在上述變項皆顯著優於一般與虧損企業。最後，並將訪談結果來驗證研究之假設與架構。綜合而言，本研究採質化與量化兩者得兼之方式來進行研究架構與假設之驗證。 總而言之，本研究之具體貢獻為：理論整合與創新、實務應用與發展。除了整合「領導技能、競爭力、績效」之研究外，亦提出創新的顧客需求知覺之內涵，可幫助開啟後續相關研究，並以宏觀角度發展出「領導技能、顧客需求知覺、因應金融海嘯策略、顧客滿意」之整合模式，以提供企業組織變革與發展之依據。 / This study starts with Sternberg's WICS leadership model, investigating the effect of leaders' wisdom, practical intelligence, analytic intelligence, creativity, and synthesized on organizational culture, and perception of customer need, coping strategies of financial crisis, customer satisfaction, and ultimately, on organizational competitiveness, organizational performance. In addition, this study tries to construct a macro model, which assists organizations in diagnosing and developing. This study compiles related scales and use survey method to collect data. Moreover, it chooses employees in enterprises as research population and uses convenience sampling. The total number of effective sample is 327. All questionnaires were factor analysis examined, and confirmed to have highly reliability (.90~.98) and validity (.41~.74). The conclusion drawn from result of hierarchical regression analysis and structural equation modeling analysis indicates:1. leaders' skills have positive and significant effect on organizational culture and organizational performance; 2. organizational culture have positive and significant effect on perception of customer need; 3. perception of customer need have positive and significant effect on coping strategies of financial crisis; 4. coping strategies of financial crisis have positive and significant effect on customer satisfaction and organizational competitiveness; 5. customer satisfaction have positive and significant effect on organizational competitiveness; 6. organizational competitiveness have positive and significant effect on organizational performance; 7. above variables in benchmarking enterprises are significant better than normal and deficit enterprises. Furthermore, this study also applied interview with 6 professionals as a method to gather opinions on variables and confirm the model. Finally, the contribution of this study includes "integration and innovation of theories" and " practical applications". This study proposes the model of leadership, perception of customer need, coping strategies of financial crisis and customer satisfaction from macro view point. It not only initiates follow-up academic studies, but also provides an innovative model for enterprises to change and develop.