Cognitive Science is an interdisciplinary field that ties together the curricula of liberal arts and technical fields of study. However, it is de-emphasized in technical undergraduate studies such as Engineering. Cognitive Science is essentially the study of the human mind and how humans process information. It is the study of human responses, thinking, and perception. Human behavior and a person’s reaction are undetermined, but it can be better understood. Although human behavior and interaction is a routine part of life, engineers are taught to decipher code and not how to decipher a human’s behavior. Cognitive Science affects all aspects in the work environment. Organizational practices can be improved by understanding common biases and motivational theories in people. Having a cognitive awareness of typical human behavior will help to promote improved communication and positive reactions from people in the workplace. Human behavior is inevitable in any field but more crucial in technical fields especially when there is lack of communication or ambiguous guidelines and definitions. In technical fields, miscommunication or ambiguity can be a matter of life or death. In many situations, miscommunication can drive ambiguity. Although some people are happy with flexible guidelines, others seek to have well defined expectations. How do people react in situations surrounding miscommunication or ambiguity? In both situations, some people create opportunities and others become a hindrance. Processes and procedures can be put in place to alleviate ambiguous situations, but human performance and psychological factors still play a role as well. Human error can result from psychological factors, but the environment can be improved to limit those factors. As with any situation, mishaps are still prone to happen. Although human error is preventable in most cases, it’s never completely unavoidable. Human error continues to be a deep-rooted cause that can lead to negative outcomes. As stated by Alexander Pope, “to err is human…” (Moncur). This paper will explore underlying human behavior in daily activities. By understanding common biases and motivational theories driving human behavior, one can address negative behavior in a technical field in order to create opportunities. / text

為了了解CRM(Customer Relationship Management)對於組織行為及流程的影響，透過文獻探討及內容分析，本研究發展一個CRM的架構，此架構影響範圍包含工作實務、價值鍊流程以及組織績效。本研究接著針對五間台灣的金控公司進行個案研究以測試此架構的論點及CRM使用上的內涵。 本研究主要發現是不同的CRM使用類型會有不同組織文化及流程上的影響。利用CRM來服務顧客的公司，在服務顧客的流程上，會受到明顯的文化改變。利用CRM來服務及保留顧客的公司，在所有顧客價值創造活動相關的領域上都會有顯注的文化及流程改變。利用CRM當作基礎建設來服務、保留及開發顧客的公司，組織早已發展市場導向的實務，因此文化及流程的改變程度較小。CRM使用上最主要的挑戰就是去了解不同類型的CRM使用、CRM對於組織行為與文化可能的影響、以及針對不同CRM使用需要哪些適當的管理活動。 透過個案間分析，本研究發現三種不同的CRM使用類型，此三類型為：工具(Facility)、分析(Analytical)、以及基礎建設(Infrastructure)。他們各自有不同的管理重點及組織文化與流程的影響。工具型組織在服務顧客相關流程上有提高生產力的傾向。分析型組織在顧客保留及交叉銷售上，將獲得較多利益。對於基礎建設型組織而言，早已市場導向的流程將大大提升組織在顧客服務上的精準性及彈性。 本研究透過個案研究以整合CRM使用的發現，並且針對CRM的管理提出有用的建議。CRM使用對於市場導向影響的發現以及三種類型的CRM使用可清楚闡明對於CRM使用的了解，當未來有研究著力於不同市場上CRM的潛力，本研究也提供一個基礎。期望CRM使用的管理者可得利於本研究提出的觀點，並且能針對CRM使用提出適當的管理計畫。 / To build an understanding of the impacts of Customer Relationship Management (CRM) on organizational behaviors and processes this study strives to develop a model of CRM effects on work practice, value-creation processes and organizational performance through iterative literature review and content analysis. The study then applied multiple case studies on five financial holding companies in Taiwan to test the propositions and build insights of the CRM use. Major finding is that different types of CRM use can have different impact on the organizational culture and processes. Companies use CRM for serving customers experience cultural change in the area of customer service processes while companies use CRM for serving and retaining customers experience further cultural and process changes in all areas relating to customer value generation activities. For companies that use CRM as an infrastructure for serving, retaining and inventing customers, low cultural and process changes are noted due to the already-built market-orientation practice. The most critical challenge of CRM use is to understand the type of CRM use, the possible effects of CRM on both organizational behavior and processes, and the appropriate management initiatives for best use of the CRM system. Through the cross case analysis three types of CRM use are identified. The three types of CRM use are: facility, analytical and infrastructure. They each have different management focuses and effects on organizational culture and processes. Organizations of the facility type of CRM use tend to gain productivity benefits in customer service while companies of the analytical use of CRM gain more benefits in customer retention and cross selling. For companies of the infrastructural use of CRM the established market-oriented processes can contribute greatly to the precision and flexibility of customer services. This research consolidates findings of CRM use from cases studied and proposes useful recommendations on the management of CRM. Findings of CRM effects on market-orientation and the three types of CRM use clarify general understandings of CRM use and provide a base for enhanced understanding of the potential of CRM in different market situations. It is hoped that managers of CRM can benefit from the insights presented and be able to implement proper management plan of CRM use.

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Several tools and practices have been developed in the innovation management field to support individuals and organizations in their innovation journeys. It is of high interest to understand how the actions and decisions of people affect the innovation process, both on a micro and macro level. The actions of individuals, teams, and upper management in organizations directly or indirectly affect innovation. It becomes interesting to understand such behaviors. The aim of this master’s thesis is to explore and compile a list of human behaviors that drive innovation on three levels: individual, team, and organization. This qualitative study was conducted in Sweden using semi-structured interviews with experienced professionals in the innovation management field. The research also includes defining and understanding key terms that are necessary for exploring and identifying innovation behaviors and offers analogies to support this understanding. An extensive literature review is used to find the initial set of innovation behaviors, and the analysis is developed. The key findings of this research reveal innovation behaviors in 11 categories of individual innovation behaviors, 5 categories of team innovation behaviors, and 6 categories of organizational innovation behaviors. Each category is developed in detail and a list of innovation behaviors is prepared. The implications of this thesis are twofold. Firstly, an extensive theoretical base is developed to understand innovation behaviors in a unified framework. Several new innovation behaviors are identified in empirical results that were not found in the scientific literature. This thesis also provides an actionable base for ‘how to innovate’ questions. Secondly, the results can be used by professionals on a practical level. Individuals, teams, and organizations can educate themselves about innovation behaviors and adopt them during their innovation projects. The upper management in companies can use these innovation behaviors to develop a culture that is supportive of innovation and take innovation-abling actions for their organizations. Innovation professionals can use these behaviors as a tool to support their teams in taking better actions for innovation. Furthermore, researchers can advance the understanding of factors influencing innovation and develop advanced tools and practices as a guide to innovation. / Flera verktyg och metoder för innovation har utvecklats för att stödja individer och organisationer. Det är av stort intresse att förstå hur människors handlingar och beslut påverkar innovationsprocessen. Handlingar från individer, team och högsta ledning i organisationer påverkar direkt eller indirekt innovation. Det är av intresse att förstå sådana beteenden. Syftet med detta examensarbete är att utforska och sammanställa en lista över mänskliga beteenden som driver innovation på tre nivåer: individ, team och organisation. En kvalitativ studie genomfördes i Sverige med hjälp av semistrukturerade intervjuer med erfarna praktiker inom innovationsledningsområdet. Forskningen inkluderar också att definiera och förstå nyckeltermer som är nödvändiga för att utforska och identifiera innovationsbeteenden och erbjuder analogier för att stödja denna förståelse. En omfattande litteraturgenomgång har genomförts för att hitta den initiala uppsättningen av innovationsbeteenden, och analysen av de empiriska resultaten har vidare utvecklat denna. De viktigaste resultaten av denna forskning visar på innovationsbeteenden i 11 kategorier av individuella innovationsbeteenden, 5 kategorier av teaminnovationsbeteenden och 6 kategorier av organisatoriska innovationsbeteenden. Varje kategori har redogjorts för i detalj och en lista över innovationsbeteenden presenterats. Implikationerna av detta examensarbete är tvåfaldiga. För det första utvecklas en omfattande teoretisk bas för att förstå innovationsbeteenden i ett enhetligt ramverk. Flera nya innovationsbeteenden identifierades i de empiriska resultaten som inte återfanns i den vetenskapliga litteraturen. Resultaten ger också en handlingsbar bas för "hur man innoverar"-frågor. För det andra kan resultaten användas i praktiken. Individer, team och organisationer kan utbilda sig själva om innovationsbeteenden och anamma dem i sina innovationsprojekt. Den högsta ledningen i företag kan använda dessa innovationsbeteenden för att utveckla en kultur som stödjer innovation och vidta innovationsfrämjande åtgärder för sina organisationer. Innovationsledare kan använda listan med innovationbeteenden som ett verktyg för att stödja sina team i att vidta bättre åtgärder för innovation. Dessutom kan forskare främja förståelsen av faktorer som påverkar innovation och utveckla avancerade vertyg och metoder som vägledning för innovation.