The study of the organizational culture heterogeneity for the Enterprise ― A case study of AIDC.

• Main Authors: Ting-NAN Cheng, 鄭庭男
• Other Authors: Wu-Shong Jwo
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/10565132802019779411

碩士 === 嶺東科技大學 === 國際企業研究所 === 94 === The study of the organizational culture heterogeneity for the Enterprise ― A case study of AIDC Student：Ting-NAN Cheng Advisors：Dr. Wu-Shong Jwo Institute of International Business Ling Tung University Abstract The main purpose of this research is to explore how the organization’s founders or leaders to influence the creation and evolution of the organizational culture. Through a review of the organizational culture theory, it reveals that the value sharing is a spinosity, the critical elements of the affected value sharing are not focus on the skills usually, they are just focus on the human being and culture. Moreover, the personality traits and values of leaders is closely and profoundly affected the creation of AIDC organizational culture. To investigate the member’s recognized organizational culture and the recognized leadship trait using the questionnaire method at AIDC. The subjects consisted of 298 members from AIDC. Replies are then retrieved via “interpersonal network” and copied to SPSS13.0 database. This research demonstrates that an organization’s founders or leaders can influence organizational culture through “primary embedding mechanisms” and “secondary articulation and reinforcement mechanisms” which were floated by Schein (1992). The author intends to use AIDC example to conduct case study. Nevertheless, this research also tries to observe how all the founders and leaders to influence the creation and evolution of AIDC organizational culture through the above mechanisms. The result of this research reveals that, unless examined above hypothesis from the cultural view point, it is no easy to find the value sharing and evolution of organizational culture playing an active role in this studying case of AIDC monitored by Taiwan Legislation Yuan、investigated by the Control Yuan and pushed by the Executive Yuan. The majority expectations of AIDC members is a leader whose background is Aerospace Engineering or Business administration. Keywords：primary embedding mechanisms、secondary articulation and reinforcement mechanisms、organization culture、value sharing。