| Summary: | 碩士 === 銘傳大學 === 管理研究所碩士在職專班 === 95 === Since corporate governance has become the global trend, local firms attempt to recruit CEOs to split the responsibility of founders and management team, which leads to the change of organization culture. The thesis mainly explores how new CEO changed the organization culture to achieve performance objectives. What roles did human resource department play to facilitate culture change?
The research took qualitative case study and quantitative methods for data collection and analysis of the local electronics manufacturer. Initially, 27 organizational culture questionnaires of competing values were collected for analysis. With in-depth interviews of six managers of the case company, the researcher analyzed the process of culture changes.
The research results show that the culture change process is part of organization learning. New CEO led organization culture changes through changes of business strategies, work flows, communication and information, decisions-making and authorization and human resource management policies. Since former CEO and current CEOs’ values of treating customers and employees differed, organizational value conflicts and group conflicts increased, which were reconciled by organization conflict management mechanism including coordination of two CEOs and strategic roles of human resource department.
The research recommends that organizations establish culture change plan prior to new CEO on-board to manage potential conflicts smoothly, and middle managers demonstrate new values and influence employees in daily decisions.
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