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Nowadays, organizations face the environment with highly change and uncertainty; therefore, organizations with traditional operating ways are not sufficiently equipped with competitive advantage. To survive, they keep changing in product and service. However, innovation does not merely mean new facilities and technologies; innovation mainly depends on whether the organization as a whole has innovative ideas. One of the most essential issues to organizations is to establish a continuous innovation system with adaptability and innovativeness, and it consists of two key levels: employee and organization. In individual level of, innovation will be a job for every employee; it will also be necessary for the organization itself to have the abilities of continuous innovation and to adjust to change at any time. The multiple regression analysis and hierarchical linear model (HLM) were used to analyze the relationships among employees¡¦ personality, organizational innovative climate, and employees¡¦ innovative behaviors to attempted to discover highly innovative employees in organizations. The results are presented as follows. 1. There was significantly positive influence of the personality of ¡§conscientiousness¡¨, ¡§extraversion¡¨, ¡§openness to experience¡¨ on ¡§individual innovative behavior¡¨ respectively ; but there is no significant influence of the personality of ¡§agreeableness¡¨, ¡§neuroticism¡¨ on individual innovative behavior respectively. 2. There was no significant influence of organizational innovative climate on individual innovative behavior. 3. The study examined the moderating effect of organizational level variable by slopes-as-outcomes mode. The result showed that organizational innovative climate had the moderating effect on conscientiousness and individual innovative behavior. The result indicated that the stronger extent of organizational innovative climate, the more employee with the personality of ¡§conscientiousness¡¨ tends to have more individual innovative behaviors.

Abstract To Cope with the aggressive competition and under the encouragement of the government, several domestic financial institutions have combined as financial holding companies in recent years. Through the function of cross selling, they expect the maximized synergy could be created; however, banking industry plays an important role here. Financial goods sold via banks could be easily imitated by others, thus, the capability of innovation is the key to victory. Past researches show lack of attention on the relationship between organizational innovative climate and individual innovative behavior, furthermore, most researches about organizational innovation were taking technology industry as examples. Thus, this research tries to proceed an empirical study of domestic banking industry and find out the effect of organizational innovative climate on individual innovative behavior. Besides, it comprehends the exploration of the mediating effect of the perceived self-efficacy and the moderating effect of problem solving styles. After statistical analyses, the results are summarized as the following. 1. Different personal backgrounds perform differently in the perception of organizational innovative climate, individual innovative behavior, perceived self-efficacy, and problem solving style 2. Organizational support and the autonomy during work have positive effects on the implementation of innovative ideas. Organizational support, autonomy in work, and team work also have positive effects on the generation of innovative ideas. 3. Intuitive problem solving style has positive effect on individual innovative behavior. 4. Systematic problem solving style has no effect on individual innovative behavior. 5. The autonomy during work has positive effect on perceived self-efficacy. 6. Perceived self-efficacy has positive effect on individual innovative behavior. 7. The intuitive problem solving style has moderating effect among the relationship between the autonomy during work and the generation of innovative ideas. 8. Perceived self-efficacy has mediating effect among the relationship between the autonomy during work and individual innovative behavior.

面對全球科技創新與應用發展快速變遷，厚植組織的創新研發能量，為各界長期面對全球競爭的重要策略，而組織創新研發能量的建置，其關鍵因素在於組織成員的創造力及個人的創新行為，因此如何塑造良好的組織創新氛圍以提升員工的創造力、個人創新行為及個人績效，進而提升組織的整體營運績效，實為組織刻不容緩之議題。 以往組織創新氛圍、個人創新行為及績效之研究，多以「組織」為分析層級，並以西方個案為大多數，本研究特別以「個人」為研究層級，並以國內組織為研究對象來進行實證分析，除研發人員自評其個人創新行為及績效外，並嘗試採以由主管來評量（他評）員工表現的方式，探討員工自評及主管他評之差異，期望能填補學術上國內個案及「個人」分析層級的研究缺口，並同時能對組織創新管理實務上產生貢獻。 本研究旨在探討組織創新氛圍、個人創新行為及其個人績效三者間之因果關係，研究方法採量化研究，以問卷調查研究歸納，受測對象為T財團法人研究機構工作年資一年以上的研發人員，總計問卷發出192份，回收160份，回收率為83.3％，問卷資料以SPSS軟體進行統計分析，並予以驗證研究假說並提出研究發現與結論建議。 本研究所得到的初步結論包括： (1)組織創新氛圍的形塑，有助於提升研發人員的個人績效 (2)個人創新行為的展現，有助於提升研發人員的個人績效 (3)組織創新氛圍的形塑，有助於提升研發人員的個人創新行為 (4)組織創新氛圍會透過個人創新行為提升研發人員的個人績效 (5)研發人員自評的個人創新行為及個人績效較主管他評者高，且組織創新氛圍的形塑與主管他評的個人創新行為與個人績效無顯著相關 (6)研發人員的個人背景並不會影響組織創新氛圍、個人創新行為及個人績效之表現 / To face the quick change of global technolgical innovations and applications, one of the most important stratgies, that the enterprises use, is to strengthen their innovative and research capabilities. In addition, the key factor to enhance the organizational capabilities includes the creative capability of employees and individual innovative behavior. Thus, how to create the good orgnizational innovative climate, in turn, to improve the employees’ creativity and individual innoative behavior, and eventually to enhance the organizational performance becomes the critical issue. Most of the previous studies concerning the relationships among the organizational innovative climate, individual innovative behavior and performance are conducted at the organizational level and within the context of western world. This study specially conducts anaysis at the individual level and selects the domestic organization as the research subject. To fill up with the research gap, the individual performance is evaluated both by themselves and by their supervisors to further address the differnce between these two approaches. This study aims to investigate the cause-and-effect relationship among the organizational innovative climate, individual innovative behavior, and individual performance. A quantitative approach with questionnaire surveys is utilized. Eventually, 192 questionnaires are sent to the researchers who have been working for at least 1 year at T non-for-profit research organization. 160 questionnaires are collected so the effective response rate is 83.3%. The results of this study are summarized as follows: (1)The organizational innovative climate was found to be conducive to enhance the individual performance of researchers. (2)The individual innovation behavior was found to be conducivel to enhance the indiviual performance. (3)The organization innovative climate was found to be conducive to enhance the individual innovative behavior of researchers. (4)The individual innovative behavior of researchers was found to affect the relationship between the organzaion innovative climate and the individual preformance of researchers. (5)The ratings by researchers themselves were found to be higher than those by their supervisors. Additionally, there is not evidence to substantiate the relationship between the organizational innovation climeane and the individual innovative behavior and performance rated by the supervisors. (6)There is not evidence to substantiate the relationship between the organizational innovation climeane, the indicual innovative behavior and performance.