Converting individual knowledge into organizational knowledge can be difficult because individuals refuse to share knowledge for a number of different reasons. Creating an atmosphere of fairness plays an important role in the creation of a knowledge-sharing climate. This dissertation proposes that perceptions of organizational justice are crucial building blocks of that environment, leading to knowledge sharing. Data was collected using a field survey of IT managers representing a broad spectrum of the population in terms of organizational size and industry classification. The survey instrument was developed based on the adaptation of previously validated scales in addition to new items where no existing measures were found. Hypotheses regarding the influence of distributional, procedural, and interactional justice on knowledge sharing processes were tested using structural equation modeling techniques. Based on the theory of reasoned action, which states that attitudes and subjective norms are the major determinants of a person's intention, the hypotheses examining the relationship between attitude toward knowledge sharing, subjective norm and the intention to share knowledge were supported. However, results did not support the hypothesis exploring the relationship between the organizational climate and the intention to share knowledge. The results show that all three types of justice constructs are statistically significant antecedents of organizational climate and interactional justice is an antecedent of an attitude toward knowledge sharing. The study attempts to merge streams of research from sociology and organizational behavior by investigating organizational justice and knowledge management. It contributes to theory by the development of the survey instrument, comprised of seven constructs that were developed by incorporating multiple theories to address various aspects of knowledge sharing and provide application to practice and research. It is relevant to IT managers who need to know how to design information systems that are most effective in distributing knowledge throughout organizations.

Large-scale transformational change, such as the integration and acceptance of gays in the U.S. military, necessitates a long-term effort by management to mitigate unanticipated consequences. Suboptimal implementation may not account for damaging consequences among individuals expected to live the change. The purpose of this autoethnographic study was to examine the individual experiences of a closeted gay personnel member living through a transformational change in identity, which paralleled an organizational change in the U.S. Department of Defense (DoD). The conceptual framework included elements of general systems theory, Kotter's theory of change management, Ostroff's change management for government, and Maslow's self-actualization theory. Data collection included logs, notes, journals, field notes, and recollections of experiences, conversations, and events connecting the autobiographical story to organizational change. Data were coded and analyzed to identify themes. Data analysis entailed triangularization using the largest DoD survey of that time, and public records of military personnel who participated in lawsuits against the DoD or opined about the policy. While the organization was transforming to allow openly gay individuals to remain in the military, findings showed that nearly half of those who offered opinions predicted that openly gay servicemembers would get beat up or abused. Findings showed the process of transformational change allowed those impacted to make their own sense of the change, and knowing whether someone was gay mattered. Findings may be used by sexual minorities and other subgroups to engage in sensemaking activities to promote transformational change initiatives.

Organizations must make themselves to change and run fast to keep up with changes in today¡¦s highly competitive world. However, there are some resistant factors enterprises have to deal with when they want to change. For example, improper organizational culture and lack of coordination and cooperation will lead to the implementation of organization change to failure. Although a large number of studies have been made on organizational change, there is no literature has discussed organizational culture, change or resistant factors of change in security companies. Therefore, this paper has three purposes: (a) to investigate conception of organizational change, culture, and resistant factors of the security company; (b) to estimate the relationship between different personal characteristics and different cognitions of organizational culture, change, and resistant factors in the security company; and (c) to recommend the security company some suggestions according to the findings. The data is collected from questionnaire survey in eight branches of Vanguard Security Group, and the final samples used for the analysis consist of 271 observations. Methodologically, this study considers the OLS and ordered Probit models. Results of this study show that organizational culture of Van Guard is the bureaucracy culture. Major types of strategic change that Van Guard should consider are technology, structure, task, and culture changes, and some resistances will occur in the process of organizational change. In addition, the estimation shows that different personal differences will have significant effects on each type of four organizational cultures, strategic changes, and resistant factors. It hoped that the results could contribute to a better understanding of the organizational reengineering, culture and resistant factors, and could be useful for managers to manage change in the security company.

¡§An Exploration of the Relationships among Organizational Climate, Organizational Identification and Organizational Effectiveness of the Non-Profit Organization.¡¨ ¡§A Study on the Association of Collecting Benevolence, in Taiwan.¡¨ Summary Spontaneously, several nameless workers instituted the ACB (The Association of Collecting Benevolence). The ACB is not a religious organization and has no relation with famous international organizations. There is neither religious leader nor celebrities. It is quite difficult for the ACB to get financial aid from any companies. Every penny within the organization comes from members¡¦ meager salary. It lasts 20 years to dig and help the orphan ignored by our society. In the end of the year 2005, The ACB won the National Award for Public Welfare. How comes the excellent organizational effectiveness? This study presents itself with organizational climate, organizational identification, organizational effectiveness and personal background as independent variables, along with the experience of non-profit organizational administration and practices. It aims to explore: 1. The relationship between organizational climate and organizational identification. 2. The relationship between personal background and organizational identification. 3. The relationship between organizational identification and organizational effectiveness. 4. The relationship between organizational climate and organizational effectiveness. 5. The relationship between personal background and organizational effectiveness. In this study, questionnaire sampling was purposefully chosen from The ACB in Taiwan of the non-profit organization. The valid sample size was 177. Through the process of descriptive statistical analysis, analysis of correlation and test of significance, one-way factor analysis of variance, independent-sample T test, reliability test, the research findings suggest that: 1. There was a significant correlation between each dimension of organizational climate and organizational identification. 2. There was a significant correlation between each dimension of organizational identification and organizational effectiveness. 3. There was a significant correlation between each dimension of organizational climate and organizational effectiveness. 4. There was a significant but slight correlation between each dimension of age and organizational identification and organizational effectiveness. 5. There was a significant correlation between the length of an individual¡¦s working experience and organizational identification; the longer the individual, the greater the organizational identification. Nevertheless, there was no correlation between the length of an individual¡¦s working experience and organizational effectiveness. 6. There was a significant difference between organizational identification and the opposite sex; that is, the female organizational identification outnumbers the male. It is all the same between organizational effectiveness and the opposite sex. 7. There was no significant difference not only between status and organizational identification but also between status and organizational effectiveness. 8. There was no significant difference between educational background and organizational identification. Nevertheless, there was a significant difference between educational background and organizational effectiveness; that is, the higher the educational background, the more the organizational effectiveness. 9. There was no significant difference not only between individual¡¦s career and organizational identification but also between individual¡¦s career and organizational effectiveness. Key words: organizational climate, organizational identification, organizational effectiveness, non-profit organization.

The environment changes quickly in these years. No matter the changes of the outside environment or of the business, it will impact the businesses, and the organizational culture will have some dynamic phenomenon. In this thesis, four companies, which were impacted by some important events, are my study samples. In order to understand the cultures of the companies, the forming processes and the dynamic relations during each culture levels. I use Schein¡¦s model of organizational culture to interpret the four cases, and use Hatch¡¦s culture dynamics model to analyze. The results conclude six reasons that cause the change of organizational cultures: a weak culture, small size, serious threatens, the transfer of leaders, the transitions, and in order to consolidate original culture. Besides, there are some relations between the Schein¡¦s model of organizational culture and Hatch¡¦s culture dynamics model. The thesis bring out four propositions: 1. When the company was merged, its culture will be impacted by the strong culture of the merger. The merger will make use of the changes of artifact level as its tool to build or change the values and the assumptions of the company be merged. 2. After the equal merge of two companies, it will be in motion with the assumptions, and values of strong culture. At the same time, the strong culture will develop new artifacts to help weak culture to recognize the strong side. 3. To confront the new law opposite to original culture, if every member of the organization recognize and assist the culture, and through consolidating by the effectual members, the company still has the opportunity to resist the change. 4. When the organizational culture was impacted, some transitional artifacts will appear in initial stage, but they can¡¦t affect the values and assumptions. They will disappear after the transitions.

This thesis aims to construct an organizational political behavioral inventory. Frequently the tactics was used by members of an organization to affect their fellow members. Moreover they take adavntage of the opportunities of mastering and distributing organizational resources to make a profit for themselves. The data are collectted from the subjects of scholars and experts who participate in the organization located in southern Taiwan. The subjects who own the substantial power include the experts in Human Resource Management, company managers, factory directors and chiefs in the personnel department. They are asked to describe some incidents in which people at their company influence others in a short statement. Then according to the operational definition, it is eliminated, polished and integrated to make a forty-eight-item script of organizational political behavioral inventory which adopts the Likert¡¦s 5-point scale. The research chooses members of eleven companies to be the subjects of the script with a convenient sampling. These questionnaires are analyzed with different analytical methods. These include factor analysis (principal, varimax), communality, item analysis(internal consistent criterial) and Cronbach¡¦s £\ value. It also analyzes whether the subjects are affected by social desirability as well as the relationship of Machivalli's ¢¼ between subjects in order to construct a more valid, reliable, and practical inventory related to organizational political behavior. Base on the analyses mentioned above, ten items of the inventory script are deleted. The result of factor analysis obtains eight components. Total variance explained 69.181 %, and the community of each item is 0.5 above. The Cronbach¡¦s £\ in total inventory is 0.9438. Only two are lower than 0.6 among factors, where as the rest are higher than 0.7. The relationship of item-total of every factor achieves a significant level(p¡Õ.001). The test of the discriminatory power of each item also achieves a significant level. It concludes that the inventory resposed by the subjects aren¡¦t affected by social desirability. The comparison in Machivalli¡¦s ¢¼ doesn¡¦t have any significant difference between the chiefs in the basic and the chiefs in the middle or high level, between the people in the basic and the people in the middle or high level, between the people other than chiefs in the middle or high level and the chiefs in the middle or high level. The eight factors of the organizational political behavior are described in brief as follows: Factor 1: This includes seven items. It means that members are good at circulating the rumors, fomenting discord and lashing others. Factor 2: This includes nine items. It means that members use the power to oppress the opponent parties or groups and force them to accept what they don¡¦t really want. Factor 3: This includes eight items. It means that members make use of authority of office to oppress others and deal with the things arbitrarily. Factor 4: This includes five items. It means that members deal with the things successfully, by encouraging the subordinates, and rewarding subordinates. Factor 5: This includes two items. It means that members don¡¦t have their own opinions and flatter others on purpose. Factor 6: This factor includes two items. It means that members keep a low profile to get the information and are good at tricks. Factor 7: This includes two items. It means that members play an active role in expressing personal opinions and attracting others¡¦ attention. Factor 8: This includes three items. It means that members build up their professional images, express their intentions in a roundabout way, and never expose their inner feelings easily.

This research was targeted on the primary school teachers in Ping-tung County and aims to look into the relation of organizational culture, teachers¡¦ organizational commitment and organizational citizenship behavior. The objectives of this research include: 1. The investigation on teachers¡¦ awareness of primary school organizational culture, teachers¡¦ organizational commitment and organizational citizenship behavior¡F 2. The interpretation on the difference of awareness among teachers of different background in terms of primary school organizational culture, teachers¡¦ organizational commitment and organizational citizenship behavior¡F 3. The discussion on teachers¡¦ awareness of the relation between primary school organizational culture, teachers¡¦ organizational commitment and organizational citizenship behavior¡F 4. The analysis on teachers¡¦ ability to predict the organizational citizenship behavior from the aware primary school organizational culture and teachers¡¦ organizational commitment¡F 5. The suggestions concluded on the basis of research results. All these are proposed for the reference of school administration management. Based on the discussion on relevant literatures, the theory, framework, and research tools adopted in this research are thus developed. In this research, 680 primary school teachers in 56 primary school Ping-tung County are targeted to fill in the questionnaires and 611 effective questionnaires are acquired. The research tools consist of ¡§Primary School Organizational Culture Scale¡¨, ¡§Teachers¡¦ Organizational Commitment Scale¡¨, and ¡§Teachers¡¦ Organizational Citizenship Behavior Scale.¡¨ The effective samplings are analyzed by t-test, On-way Analysis of Variance, Pearson Product-moment Correlation, and Multiple Regression. The conclusions are listed as follows: 1.The whole performance of the primary school organizational culture is good. Among the sectional scores, ¡§the dimension of development culture¡¨ was the highest. 2.The whole performance of the primary school teachers¡¦ organizational commitment is good. Among the sectional scores, ¡§the dimension of retention commitment¡¨ was the highest. 3.The whole performance of the primary school teachers¡¦ organizational citizenship behavior t is good. Among the sectional scores, ¡§the dimension of non-benefit-orientated¡¨ was the highest. 4.The elder, the high-educated, the senior, the administrator and the teachers of primary school in the megalopolis have a higher sense of the school organizational culture. 5.The elder, the high-educated, the senior, and the administrator have a higher sense of the school organizational commitment. 6.The elder, the high-educated, the senior, and the administrator have a higher sense of the school organizational citizenship behavior. 7.The clearer the school organizational culture will be, the better organizational commitment will be. 8.The clearer the school organizational culture will be, the better organizational citizenship behavior will be. 9.The clearer the school organizational commitment will be, the better organizational citizenship behavior will be. 10.Teachers¡¦ backgrounds ,organizational culture and organizational commitment had predicative efficacy for Teacher's organizational citizenship behavior. ¡§Organizational commitment¡¨ can predict teachers¡¦ organizational citizenship behavior best.

The purpose of this investigation is based on the revision model proposed by Ferris et al.(2002) , the discussion relates to the influence of perceptions of organization politics on Organizational Cynicism and on Organizational Citizenship Behavior. The sample consisted of 1890 employee selected from 40 organizations covering 9 industrial sectors in Taiwan. The data were analyzed by descriptive statistics, item analysis, reliability analysis, factor analysis, correlation analysis, regression analysis and hierarchical regression analysis. The major results of this study are as fallowing: 1. Perceptions of organizational politics has a significant effect on organizational cynicism. 2. Perceptions of organizational politics has a significant effect on organizational citizenship behavior. 3. Understanding has a moderate effect on the relationship between perceptions of organizational politics and organizational cynicism. 4. Understanding has a moderate effect on the relationship between perceptions of organizational politics and organizational citizenship behavior. 5. Perceived Control has no moderate effect on the relationship between perceptions of organizational politics and organizational cynicism. 6. Perceived Control has moderate effect on the relationship between perceptions of organizational politics and organizational citizenship behavior.

The study mainly takes the viewpoints of civil staff members to investigate the perception of organizational change, and whether the perception has caused any impacts on organizational learning behavior, organizational commitment and knowledge sharing. Besides, the study investigates whether knowledge sharing varies with organizational learning behavior and organizational commitment. Therefore, the study also takes organizational learning behavior and organizational commitment as the mediating variables in the deeper analysis. Taking the staff members of Different Departments under the Executive Yuan as the targets, the study distributed 1,500 questionnaires to them, and collected 826 questionnaires in return. Having deducted 79 invalid questionnaires with incomplete answers, there were 747 valid questionnaires received, achieving a return rate of valid questionnaires at 49.8%. Through the use of SEM, the study proves the relationship of impacts among research variables. The proved results show that the perception of organizational change has significant positive impacts on organizational learning behavior. Between the perception of organizational change and knowledge sharing, organizational learning behavior causes mediating effects. And between organizational learning behavior and knowledge sharing, organizational commitment causes mediating effects. Since different staff members have varied individual characteristics, significant difference can be found in the perception of organizational change, organizational learning behavior and organizational commitment towards knowledge sharing.

Taiwan local banks import MA(Management Associate) system from international banks to train their own apprentices for the future. They attract excellent talents by high payments and perfect training programs. However, this makes existed employees feel worthless. This study applies the equity theory¡] Folger & Greeberg, 1995¡^, conflict theory ¡]Pondy,1967¡^and organizational commitment (Porter, 1974) to make the research framework , hypotheses and questionnaire. It tests hypotheses through quatitative research. In order to improve the comprehensiveness, this study made some interviews from existed employees and MAs. The results of this thesis are: 1. The relationship of organizational conflicts between different positions: The results of quantitative testing and interviews both find MAs and existed employees do have conflicts, especially for existed employees. No matter what seniority is, existed employees do not feel comfortable with MA¡¦s higher salary, status and job grade. This is the main source of conflicts. 2. The relationship of organizational equity between different companies: The employees between different companys possess significance differences in the perception of the organizational equity. There are two reasons supporting this result. One is the different recruiting processes between different companies. The other one is the diversity of MA programs. 3. The relationship of organizational conflicts between different companies: Divide organizational conflicts into two dimensions from the factor analysis- goal conflict and interactive conflict. Then, the employees between different companys possess significance differences in the perception of the organizational conflict. There are two points of view on the result. One is the equal level of graduation and capability of existed employees. The other one is the unfair performance evaluation.