一、
 

談判理論與實務--商管學院談判的談判教學
Negotiation Theory and Practice – Negotiation Pedagogy in Business and Management School

鍾從定
Tsung-Ting Chung

二、

 

製造能力與業務型態之配適分析---台灣資訊硬體製造業之實證
Fitting Manufacturing Capabilities with Business Patterns 
– An Empirical Study of Information Hardware Industry in Taiwan

陳　嵩、陳光偉
Song Chen, Kuang-Wei Chen
 

三、

 

以實証研究探討跨組織資訊系統擴展程度對企業經營與企業員工的衝擊--以EDI為例
An Empirical Study of the Impact of Inter-organizational Systems Diffusion on
Operations andIts Staff – Using EDI as an Example

廖則竣、陶蓓麗、陳如君
Che-Chen Liao, Pui-Lai To,
Ju-Chun Chen

四、

 

組織規模和動機對於參與式預算制度效能的影響
The Effect of Organizational Size and Motivation on the Effectiveness of
Participative Budgeting Systems

倪豐裕、蘇志泰
Feng-Yu Ni, Jyh-Tay Su
 

五、
 

遊樂區員工情緒勞務及社會化歷程之質性研究
The Study of Display Rules and Socialization Process of the Emotional Labors

林尚平、陳怡安
Shang-Ping Lin, Yi-An Chen

談判理論與實務--商管學院談判的談判教學

NEGOTLATION THEORY AND PRACTICE：NEGOTIATION PEDAGOGY IN BUSINESS AND MANAGEMENT SCHOOL

鍾從定 

靜宜大學企管系 

Tsungting Chung 

Department of Business Administration Providence University

摘要

　　談判是藝術，更是科學，所以談判可以作系統性的分析與學習。在談判於國內愈來愈受到重視時，本文探討國內大學商管學院中談判教學的困難與教學內容以幫助推動與建立商管學院的談判教學。本文首先探討談判教學所遭遇的困難與挑戰，及談判學習者的迷思。接者回顧過去卅年來美國大學及研究機構對談判教學及研究的發展經過。藉著過去談判研究成果，提出建立對談判教學的觀念架構，包含對大學部及研究所的課程設計，其次提出談判教學的基本架構與內容，最後提出對未來談判教學的建議。

關鍵字：談判、談判過程、談判結構、談判策略、談判結果、談判構成因素、談判階段

ABSTRACT

　　As the interests of teaching negotiation and conflict resolution increase rapidly in Taiwan, this paper examines and develops multifaceted of art and science of negotiation that aims at helping teaching negotiation in the school of business and management. First of all, the paper reviews the challenges and myths of teaching and learning of negotiation in the past and reviews the development of teaching materials and research methodology on negotiation in the U.S after the pedagogic questions on negotiation have been raised. Secondly, following the findings of negotiation researches, the big picture and contents of teaching negotiation both in undergraduate and graduate have presented. Thirdly, both on how to bridge the gap between negotiation experience and analysis and how to evaluate learning outcomes have been examined. Finally, the suggestions have made for improving the definition and acquisition of negotiation pedagogy.

Keywords: Negotiation, Negotiation Process, Negotiation Structure, Negotiation Strategy, Negotiation Outcome, Components of Negotiation, Stages of Negotiation.

回目錄

製造能力與業務型態之配適分析---台灣資訊硬體製造業之實證

FITTING MANUFACTURING CAPABILITIES WITH BUSINESS PATTERNS： AN EMPIRICAL STUDY OF INFORMATION HARDWARE INDUSTRY IN TAIWAN

陳 嵩 陳光偉 

崑山科技大學產業經營管理系 

Song Chen Kuang-Wei Chen 

Department of Industrial Management Kun Sang University of Technology

摘要

　　製造策略學者多主張，製造能力與事業策略間的配適是企業長期成功的關鍵，然而此一命題至今仍乏較大樣本的實證研究。由於製造廠商業務型態(如OEM、ODM或OBM)的選擇是一項極重要的策略性決策，因此本研究特探討業務型態對製造能力—企業經營績效關聯的影響，並以本省58家資訊硬體產品製造廠商為實證對象。節制迴歸分析顯示，OEM／ODM業務比重愈高、製造部門的回應能力對企業經營績效的正向影響愈高；OBM業務比重愈高、製造部門的品質能力對企業經營績效的正向影響愈高。研究者針對實證研究結果在製造能力發展的管理涵義及後續研究分別提出討論與建議。

關鍵字：業務型態、製造能力、經營績效

ABSTRACT

　　Scholars of manufacturing strategy have been widely advocated that the fitting of manufacturing capabilities with business strategy is a key to long-term success, but this proposition has seldom verified empirically. Because the Choice of business patterns (e.g. OEM, ODM or OBM) for a given product is a important strategic decision-making, this study attempts to explore the moderating effect of business patterns on the relationship of manufacturing capabilities to business performance. Fifty-eight manufacturers from information hardware industry in Taiwan were sampled as subjects. Results of moderated regression analysis indicate that the greater the ratio of OEM and ODM business, the greater the positive impact of manufacturing’s customer responsiveness on business performance. The findings also show that the greater the ratio of OBM business, the greater the positive impact of manufacturing’s quality capability on business performance. Finally, managerial implications in development of manufacturing capabilities and recommendations for future research are presented.

Keywords: business patterns, manufacturing capabilities, business performance

回目錄

以實証研究探討跨組織資訊系統擴展程度對企業經營與企業員工的衝擊--以EDI為例

AN EMPIRICAL STUDY OF THE IMPACT OF INTER-ORGANIZATIONAL SYSTEMS DIFFUSION ON ENTERPRISE OPERATIONS AND ITS STAFF: USING EDI AS AN EXAMPLE

廖則竣[1] 

國立中正大學資訊管理系 

陶蓓麗[2] 

國立嘉義大學管理研究所 

陳如君[3] 

和信電訊股份有限公司 

Chechen Liao 

Department of Information Management National Chung Cheng University 

Pui Lai To 

Graduate School of Business Administration National Chiayi University 

Ju-Chun Chen 

KG Telecommunication Co., Ltd.

摘要

　　隨著資訊科技的進步，以電子資料交換(Electronic Data Interchange, 簡稱EDI)的方式來實施跨組織資訊系統已愈益受到重視，並明顯地影響到企業的運作模式，企業除了應瞭解EDI帶給組織的利益外，更應進一步評估EDI的擴展是否能對組織或個人產生正面的影響。本研究以整體性的角度，探討EDI的擴展階段與EDI實施結果間的關係。在EDI的擴展方面，本研究將EDI的實施分為適應期、接受期、例行化及融入期四個不同的階段；而EDI的實施結果是以組織效益、標準化程度、組織結構改變、工作知覺及實施成功五個構面來衡量。

　　為了調查企業界實施EDI的情況，研究樣本涵蓋300家使用EDI的公司，每家公司寄發三份問卷，其中一份寄給資訊部門主管，另二份則寄給非資訊部門主管，總計寄發問卷840份，有效問卷為147份，有效回收率為17.5%。研究結果發現約有一半實施EDI的公司正處於例行化階段，研究結果亦顯示進一步的EDI擴展將有助於提高組織效益、標準化程度及員工的工作滿意度。因此，企業在採用EDI系統後，應盡其最大的努力進入融入期，以獲得EDI的潛在利益。

關鍵字：電子資料交換，創新擴展，創新理論，跨組織資訊系統

ABSTRACT

　　As information technology changes rapidly, using Electronic Data Interchange (EDI) for conducting inter-organization business electronically is increased in importance recently. Despite EDI adoption brings in many benefits to an organization, it still needs to understand whether more extensive diffusion of EDI applications leads to the improvement of individual and organizational productivity. This study aims to examine the relationship between the stages of EDI diffusion and EDI implementation outcomes. The various stages of diffusion consist of adaptation, acceptance, routinization, and infusion. The outcomes were measured through five dimensions: organizational benefits, the degree of standardization, internal restructuring, job perception, and implementation success.

　　The questionnaire was mailed to 300 firms that have adopted EDI. Each company received three questionnaires, one for chief information officers (CIOs) and two for user managers. Among the 840 questionnaires sent out, 147 responses were valid. The valid response rate is 17.5%. The result of the investigation shows that around half of the organizations which implementing EDI undergo the stage of routinization. The results also indicate that organizations with greater diffusion of EDI have better user job satisfaction, greater extent of standardization, and improved organizational benefits. Organizations that experience the infusion stage of EDI can attain better benefits than the organizations in the other stages of EDI.

Keywords: Electronic Data Interchange, EDI, Diffusion of Innovation, Innovation Theory, Inter-organizational Systems

回目錄

組織規模和動機對於參與式預算制度效能的影響

THE EFFECT OF ORGANIZATIONAL SIZE AND MOTIVATION ON THE EFFECTIVENESS OF PARTICIPATIVE BUDGETING SYSTEMS

倪豐裕 

國立中山大學企業管理學系 

蘇志泰 

南台科技大學財務金融學系 

Feng-Yu Ni 

Department of Business Management National Sun Yat-Sen University 

Jyh-Tay Su 

Department of Finance Southern Taiwan University of Technology

摘要

　　在當前的實證研究文獻中，預算參與和管理績效間的關係，並未有一致性的結論。本文認為兩者之關係未能一致的原因之一可歸因於中介變數－預算動機－的影響，本研究以路徑分析方法進行，實證結果充分支持假設之預期。接著，本研究進一步探討組織規模的影響效果，預期在不同的企業規模下，預算參與程度以及預算參與和動機的連結程度，大規模企業將比小規模企業強，但是動機和管理績效的連結程度則反之，實證結果部份支持此假設之預期。

關鍵字：預算參與、動機、管理績效、組織規模、路徑分析。

ABSTRACT

　　The extant empirical studies do not reach the consistent conclusion regarding the relationship between budgetary participation and managerial performance. This paper argues that this phenomenon can be attributed to the influence of intervening variable -- budget motivation. By employing path analysis, our results support the hypothesis. Furthermore, this study also examines the effect of organizational size on this relationship. We anticipate that the level of participation and the extent of linkage between participation and motivation are higher in large companies than those in small ones, and that the linkage between motivation and managerial performance is reversed. The results partially support our anticipation.

Keywords: Budgetary participation, Motivation, Managerial performance, Organizational size, Path analysis.

回目錄

遊樂區員工情緒勞務及社會化歷程之質性研究

THE STUDY OF DISPLAY RULES AND SOCIALIZATION PROCESS OF THE EMOTIONAL LABORS

林尚平 

國立雲林科技大學企業管理系 

陳怡安 

劍湖山世界總經理室 

Shang-Ping Lin 

Institute of Business Administration National Yunlin University of S&T 

Yi-An Chen 

Office of General Administration Janfusun Fancyworld World

摘要

　　本研究之主要目的是以個案質化研究方式探討遊樂服務業中高情緒勞務工作者的情緒表現規則及其社會化之歷程，方法上是以「焦點小組」（Focus Groups）及「深度訪談」等針對服務人員的直屬管理人員（課長、管理員）進行相關調查研究。結果歸納前臺情緒表現規則有「基本前臺情緒表現規則」、「非基本前臺情緒表現規則」、「組織成員情緒表現規則」、「處理遊客抱怨之情緒表現規則」四類。後臺情緒表現規則有「情緒宣洩的方式」及「激勵高情緒勞務工作者的模式」兩類。在引起情緒勞務失衡的前因方面，有外在原因（與遊客接觸、氣候、機械的操作）及內在原因（內部員工間的不良互動、上司與下屬無法達成共識）。在情緒表現規則之社會化方面，發現社會化方式有詢問、觀察、被告知、及主動學習；社會化管道有甄選、早會、管理人員、資深人員；社會化內容有組織價值與文化、群體、工作任務、角色、工作熟練度。本研究經由文獻及資料分析討論亦歸納了五個可供後續研究命題及相關建議。

關鍵字：情緒勞務、社會化、情緒表現規則、人力資源管理

ABSTRACT

　　The quality of service has been emphasized in organizations competitive strategy in the service industry. For the purpose of ensuring staff’s conveying necessary emotion to customers while providing service, they are requested to follow the "rule of expressing pleasant emotion at the work place" prescribed by the organization. The objective of this research is to explore the display rules and socialization process of emotional labor. This study is a "qualitative" design with a research subject of "case study." Janfusun Fancyworld World is the case to be studied hereinafter. According to the results of this research, the display rules in the organization can be classified into two categories. Category one is the "front stage display rules." Category two is "back stage display rules." The back stage display rules could be classified as two clusters: the way of emotional relief and "stimulating workers of emotional labor model". It’s also found that labor unbalanced are caused by external (contact with tourists, weather, mechanic operation) and internal (poor interrelation among staff, supervisor and subordinates cannot reach a common understanding) factors. In terms of prevention mechanism for emotional labor, there are stimulating objective, reducing "contrast" chance, job rotation, work independence, and emotional segregation. In terms of socialization for display rules, there are inquiry, observation, informed, and independent learning. The channels of socialization include selection, morning meeting, management, and senior staff. The content of socialization includes organizational value and culture, group, job responsibility, role, and experience. Finally, five main proposed subjects and several suggestions are proposed.

Keywords: emotional labor, socialization, emotional rule, human resource management

--------------------------------------------------------------------------------

[1] 作者廖則竣為國立中正大學資訊管理系副教授
[2] 作者陶蓓麗為國立嘉義大學管理研究所副教授
[3] 作者陳如君為和信電訊股份有限公司工程師

回目錄