| Summary: | 碩士 === 義守大學 === 管理研究所碩士班 === 93 === Along with the advent of globalization era, the corporate culture was in the core concern of academic research and practical work. Through refining and revival of the corporate culture, it will be expected to become a more efficient organization.
For facing the liberalization of the domestic telecommunication market in Taiwan, there are some reengineering strategies for Chunghwa Telecom (CHT) in different stages. All staffs of CHT have been reshaping the new organizational value and culture in coping with the new competitive environment. Few years after cultivating the new culture, CHT still takes the lead in the mobile telecommunication market in the sharp competitiveness. Obviously, it may contribute that the corporate culture greatly affects the organizational performance.
This study explores the issues and theories of corporate cultures as the basis for questionnaire design. The relationships among the factors impacting the corporate culture, types of culture, and organizational performance for the Southern Branch of CHT through quantitative analysis by statistics methods of t-test analysis of independence, analysis of variance (ANOVA), Pearson product-moment correlation, and multiple regression. The results confirmed several important findings as follows:
1. A significant correlation was identified among the factors of corporate culture, type of culture, and organizational performance.
2. Types of corporate culture were affected by factors of corporate culture.
3. Organizational performance were affected by factors of corporate culture .
4. Organizational performance were affected by types of corporate culture and task performance and contextual performance were affected by communal type.
5. Types of corporate culture were found to have a significant mediating effect between variables of corporate culture and organizational performance.
6. Variations between different seniority groups: For “time” aspect, people in 16-20 years service spent more time on their jobs. People in shorter service length, on the opposite, spent less time on their jobs.
7. Variations between different age groups: For “time” aspect, people of 41-50 years of age spent more time on their jobs. For “identity” aspect, people of 50 years of age and/or above are the highest in this regard. For “contextual performance” aspect, people of 50 years of age and/or above are the highest of doing the job voluntarily.
|
|---|
