『創新是非常重要的』，這個議題已被討論超過30年了，多數的學者認為創新是現代管理和策略的核心之一。近來，有許多研究從事組織文化對組織創新的實證研究，而有些研究則是從事組織結構對組織創新的實證研究。

　　許多研究發現組織文化對於組織創新有顯著的影響，而一些研究也發現組織結構對於組織創新也存在顯著的影響。除此之外，有些研究更把組織學習納為組織文化對組織創新的中介變數，有些則是將組織學習納為組織結構對組織創新的中介變數。因此本研究提出一理論架構來探討組織文化、組織結構、組織學習與組織創新之間的關係。

　　本研究的樣本乃是取樣自台灣的14家金融控股公司。本研究分別以變異數分析、迴歸分析、及LISREL 分析等方法來進行實證並驗證本研究所提出之各項假設。

　　本研究的主要發現為：(1)整體而言，本研究整體理論模式配置符合可接受的適合度檢定水準。(2)組織文化與組織結構兩者之間確實有顯著相關。(3)組織文化對於組織學習與組織創新有著顯著正向影響。並且，組織文化對於組織學習的直接效果大於組織文化對組織創新。(4)組織學習對組織創新有正向顯著的影響。(5)組織學習為組織文化對組織創新的中介變數。

　“Innovation is very important”, this issue has been discussed over 30 years. Most of scholars think innovation is the core of modern management and strategy. Recently, there are numerous empirical studies that have examined the association between organizational culture and organizational innovation. However, some empirical studies have examined the association between organizational structure and organizational innovation.

　Many studies have found a significant association between organizational culture and organizational innovation and some studies have found the same significant relationship between organizational structure and organizational innovation. Besides, some studies incorporate the learning as a mediating variable between organizational culture and organizational innovation. However, some studies also incorporate the learning as a mediating variable between organizational structure and organizational innovation. Therefore, this research presents a conceptual framework for discussing the relationship among organizational culture, organizational structure, organizational learning and organizational innovation.

　The sample of this study is selected from 14 Financial Holding Companies in Taiwan. Many quantitative methods, including ANOVA, regression analysis, and LISREL analysis, and used to test the hypothesis of this research.

　The major findings of this study are summarized as following: (1) Overall, the global model fit is acceptable. (2) There is a significant association between organizational culture and organizational structure. (3) Organizational culture has a positive impact on organizational learning and organizational innovation. Furthermore, the direct effect of organizational culture on organizational learning is greater than the direct effect of organizational culture on organizational innovation. (4) Organizational learning has a positive direct impact on organizational innovation. (5) Organizational learning is a mediating variable between organizational culture and organizational innovation.

Reference:
中文文獻部分：
1. 吳萬益、林清河 (2000)，企業研究方法，初版，台南市：吳萬益發行；台北市：華泰書局總經銷
2. 林盈杉（1994），中、美、日資企業員工成就動機、領導型態、組織結構與領導承諾關係之研究，高雄工學院管理科學研究所未出版碩士論文
3. 林義屏（2001），市場導向、組織學習、組織創新與組織績效間關係之研究—以科學園區資訊電子產業為例，國立中山大學企業管理研究所博士論文
4. 胡瓊文(1999)，學校組織成員屬性、組織文化與組織變革支持度之研究，台北市師範學院教育研究所未出版碩士論文
5. 張峻源(2000)，組織文化、組織承諾與組織變革態度之研究—以中央信託局為例，成功大學企業管理研究所碩士論文
6. 陳耀茂(2004)，共變異構造分析的AMOS使用手冊，一版，台北市：鼎茂圖書
7. 黃芳銘(2004)，社會科學統計方法學：結構方程模式，初版，台北市：五南圖書出版社
8. 黃俊英 (2000)，多變量分析，第七版，台北：中國經濟企業研究所出版
9. 黃國隆（2003），組織文化與組織創新，兩岸管理科學暨經營決策學術研討會；pg. 9-20
10. 蔡啟通 (1997)，組織因素、組織成員整體創造性與組織創新之關係，台灣大學商學研究所博士論文

英文文獻部分：
1. Ahmed, PX (1998), Culture and climate for innovation, European Journal of Innovation Management, Vol. 1 No. 1, pg. 30-43.

2. Aiman-Smith, L., Goodrich, N., Roberts, D. and Scinta, J. (2005), Assessing Your Organization's Potential For Value Innovation, Research Technology Management. Washington: Vol. 48, Iss. 2; p. 37

3. Alas, R. and Vadi, M. (2004), The impact of organisational culture on attitudes concerning change in post-soviet organizations, Journal for East European Management Studies. Chemnitz: Vol.9, Iss. 1; pg. 20

4. Alavi, M. and Leidner, D. E. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), pg. 107-136.

5. Allaire, Y. and Firsirotu, M.E. (1984), Theories of organizational culture, Organization Studies, Vol. 5 No. 3, pg. 193-226.

6. Alvesson, M. (1993). A Cultural Perspective of Organizations. Cambridge, UK: Cambridge University Press

7. AMC (Australian Manufacturing Council) (1995), The Innovation Cycle: Practical Tips from Innovative Firms.

8. Andriopoulos, C. (2001), Determinants of organisational creativity: A literature review, Management Decision. London:Vol.39, Iss. 10; pg. 834

9. Anumba, C. J , Baugh, C. and Khalfan, M. M A (2002), Organisational structures to support concurrent engineering in construction, Industrial Management + Data Systems. Wembley: Vol.102, Iss. 5/6; pg. 260

10. Arad, S., Hanson, M.A. and Schneider, R.J. (1997), A framework for the study of relationships between organizational characteristics and organizational innovation, The Journal of Creative Behavior, Vol. 31 No. 1, pg. 42-58.

11. Argyris, C. (1993). On organizational learning. Cambridge, MA: Blackwell Publishers.

12. Argyris, C. (1994). Good communication that blocks learning. Harvard Business Review, July-August: pg. 77-85.

13. Argyris, C. (1995). Action science and organizational learning. Journal of Managerial Psychology. 10 (6): pg. 20-26.

14. Argyris, C. and Schon, D. (1978), Organisational Learning: A Theory of Action Perspective, Addison-Wesley, New York, NY.

15. Armstrong, M. (1995), A Handbook of Personnel Management Practice, 5th ed.

16. Asch, D. and Salaman, G. (2002), The challenge of change, European Business Journal. London: Vol.14, Iss. 3; pg. 133

17. Atuahene-Gima, K. (1996), Market orientation and innovation, Journal of Business Research, Vol. 35, pg. 93-103.

18. Bagozzi, R. P. and Yi, Y. (1988), On the Evaluation of Structural Equation Models, Academy of Marketing Science, Vol.16, pg.76-94.

19. Baker, W. E. and Sinkula J. M.（1999）, The Synergistic Effort of Market Orientation and Learning Orientation on Organizational Performance, Academy of Marketing Science, Vol.27, Iss.4, pg.411-427.

20. Baker, W. E. and Sinkula, J. M. (2002), Market Orientation, Learning Orientation and Product Innovation: Delving into the Organization's Black Box, Journal of Market - Focused Management. Boston: Mar .Vol.5, Iss. 1

21. Bass, B. M. (1998) Transformational Leadership; Industry, Military, and Educational Impact, Lawrence Erlbaum Associates, Mahwah, NJ.

22. Bass, B. M. and Avolio, B. J. (1993) Transformational Leadership and Organizational Culture, Public Administration Quarterly, 17(1), Ii2-121.

23. Bateson, G. (1972), Steps to an Ecology of Mind, New York: Ballantine Books

24. BIE (Bureau of Industry Economics) (1993), Small Business Innovation (Small Business Review 1993), Canberra: Australian Government Publishing Service

25. Bierly, P.E., Kessler, E.H. and Christensen, E.W. (2000), Organisational learning, knowledge and wisdom, Journal of Organizational Change Management, Vol. 13 No. 6, pg. 595-618.

26. Black, J.A. and Edwards, S. (2000), Emergence of virtual network organizations: fad or feature, Journal of Organizational Change Management, Vol. 13 No. 6, pg. 567-76.

27. Boekaerts, M. and Simons, P.R.J. (1993), Leren en Instructie, Psychologie van de Leerling en Het Leerproces (Learning and Instruction: Psychology of the Learner and the Learning Process), Dekker & van de Vegt, Assen.

28. Brass, D. J. (1984), Being in the Right Place: A Structural Analysis of Individual Influence in Organizations. Administrative Science Quarterly 29: pg. 518-539.
29. Brickley, J. A., Smith, J. C. W and Zimmerman, J. L. (1997), Managerial Economics and Organizational Architecture, chapter 2 (Irwin), pg. 14-35.

30. Brown, A. (1995), Organisational Culture, Pitman, London.

31. Brown, J. S. and Duguid, P. (1991), Organizational Learning and Commuities-of-Pratice:Toward a Unified View of Working, Learning, and Innovation, Organization Science, Vol. 2(February),pg. 40-57

32. Brown, J.S. and Duguid, P. (2000), Balancing Act: How to Capture Knowledge Without Killing It,Harvard Business Review (May-June):pg. 73-80

33. Brown, R.B. and Brooks, I. (2002), Emotion at work: Identifying the emotional climate of night nursing, Journal of Management in Medicine. Bradford: Vol.16, Iss. 4/5; pg. 327

34. Buchanan, D. and Huczynski, A. (1991), Organisational Behaviour, pg. 453, 532-4, Prentice-Hall International, Upper Saddle River, NJ.

35. Burner, B. (1991), Managerial competence and new technology: don't shoot the piano player - he's doing his best, Behaviour and Information Technology, Vol. 10 No. 2, pg. 91-109

36. Burnes, B. , Cooper, C. and West, P. (2003), Organisational learning: The new management paradigm? , Management Decision. London: Vol.41, Iss. 5/6; pg. 452

37. Burns, T. and Stalker, G. M. (1961). The management of innovation. London: Social Science Paperbacks.

38. Campbell, C. R (2004), A Longitudinal Study of One Organization's Culture: Do Values Endure?, Mid - American Journal of Business. Muncie: Fall.Vol.19, Iss. 2; pg. 41

39. Carroll, D. (2002), Releasing trapped thinking in colleges. Part 2: Managing innovation and building innovation into ordinary work , Quality Assurance in Education. Bradford: Vol.10, Iss. 1; pg. 5

40. Chaharbaghi, K. and Newman, V. (1996). Innovating: Towards an integrated learning model. Management Decision, 34 (4): pg. 5-13.

41. Chen, L.-Y. (2004), Examining the Effect of Organization Culture and Leadership Behaviors on Organizational Commitment, Job Satisfaction, and Job Performance at Small and Middle-sized Firms of Taiwan, Journal of American Academy of Business, Cambridge. Hollywood: Sep.Vol.5, Iss. 1/2; pg. 432

42. Cherrington, D.J. (1991), The Management of Human Resources, 3rd ed., Allyn & Bacon, Boston, MA.

43. Chuang, L.-M. (2005), An Empirical Study of the Construction of Measuring Model for Organizational Innovation in Taiwanese High-tech Enterprises, Journal of American Academy of Business, Cambridge. Hollywood : Mar. Vol. 6, Iss. 1; p. 299

44. CIMA Study Text (1996), Organisational Management and Development, Stage 3, paper 11, 3rd ed., BPP Publishing, London.

45. Cole, G.A. (1995), Organisational Behaviour: Theory and Practice, DP Publications, London.

46. Cooper, J.R. (1998), A multidimensional approach to the adoption of innovation, Management Decision, Vol. 36 No. 8, pg. 493-502.

47. Crossan, M.M., Lane, H.W. and White, R.E. (1999), An organizational learning framework: From intuition to institution, Academy of Management Review, 24 (3): pg. 522-537.

48. Daft, R. L. and Becker, S. W.（1978）, Innovation on Organization. New York: Elsevier North-Holland.

49. Daft, R. L.（1978）, A Dual-core Model of Organizational Innovation, Academy of Management Journal, Vol.21, pg.193-210.

50. Daghfous, A. (2004), Absorptive Capacity and the Implementation of Knowledge-Intensive Best Practices, S.A.M. Advanced Management Journal. Cincinnati: Spring .Vol.69, Iss. 2; pg. 21

51. Damanpour, F. (1987), The Adoption Of Technological, Administrative, And Ancillar, Journal of Management. Bloomington: Winter.Vol.13, Iss. 4; pg. 675

52. Damanpour, F. (1996), Organizational complexity and innovation: Developing and testing multiple contingency models, Management Science. Linthicum: May.Vol.42, Iss. 5; pg. 693

53. Damanpour, F.（1991）,Organizational Innovation: A Meta-Analysis of Effects of Determinants and Moderators, Academy of Management Journal, Vol.34, No.3,pg.555-590.

54. Day, G. S. (1994), The Capabilities of Market-Driven Organizations, Journal of Marketing, Vol. 58(October), pg.37-52

55. DeCanio, S. J , Dibble, C. and Amir-Atefi, K. (2000), The importance of organizational structure for the adoption of innovations, Management Science. Linthicum: Oct .Vol.46, Iss. 10; pg. 1285

56. Denison, D. R. (1990), Corporate Culture and Organizational Effectiveness, New York：John Wiley & Sons

57. Detert, J.R., Schroeder, R.G., and Mauriel, J. J. (2000), A framework for linking culture and improvement initiatives in organizations. Academy of Management Review 25(4): pg. 850-863.

58. DiBella, A.J., Nevis, E.C. and Gould, J.M. (1996), Understanding organizational learning capability, Journal of Management Studies, Vol. 33 No. 3, pg. 361-79.

59. Ding, L., Velicer, W. and Harlow, L. (1995), Effects of Estimation Methods, Number of Indicators per Factor and Improper Solutions on Structural Equation Modeling Fit Indices, Structural Equation Modeling, Vol.2, pg.119-143.

60. Dixon, N.M. (1992), Organizational learning: a review of the literature with implications for HRD practitioners, Human Resource Development Quarterly, Vol. 1, pg. 28-49.

61. Dixon, N.M. (1994), The Organizational Learning Cycle: How We Can Learn Collectively.

62. Dodgson, M. (1993), Learning, trust and technological collaboration, Human Relations, 46 (1): 77-95

63. Dougherty, D. (1989), Interpretive Barriers to Successful Product Innovation. Marketing Science Institute Report No. 89-114. Cambridge, MA.

64. Drew, S.A.W. and Smith, P.A.C. (1995), The learning organisation: change proofing and strategy, The Learning Organisation, Vol. 2 No. 1. pg. 4-14.

65. Drucker, P. F. (1985), Innovation and Entrepreneurship: Practice and Principles, Landon:Heinemann.

66. Filipczak, B. (1997), It takes all kinds: creativity in the workforce, Training, Vol. 34 No. 5, pg. 32-40.

67. Fiol, C. M. and Lyles, M. A. (1985). Organizational learning. Academy of Management Review, 10 (4): pg. 803-813.

68. Fiol, M. (1994), Consensus, diversity, and learning in organisations, Organisation Science, Vol. 5, pg. 403-37.

69. Fulmer, R. M. (1994), A model for the way organizations learn. Planning Review, May/June: pg. 20-24.

70. Galer, G. and van der Heijden, K. (1992), The Learning Organization: How Planners Create Organizational Learning. Marketing Intelligence and Planning 10 (6): 5-12.

71. Garvan, D.A. (1993), Building a learning organization, Harvard Business Review, July-August.

72. George, J. M and Jones, G. R. (2002), Understanding and managing organizational behavior, 3rd ed.

73. Gera, S. and Gu, W. (2004), The Effect Of Organizational Innovation And Information Technology On Firm Performance, International Productivity Monitor, No. 9

74. Ghoshal, S. and Bartlett, C.A. (1995), Changing the role of top management: beyond structure to processes, Harvard Business Review, Vol. 73 No. 1, pg. 86-96.

75. Ghoshal, S. and Bartlett, C.A. (1997), The Individualized Corporation, Harper Collins, New York, NY.

76. Gieskes, J. F B, Hyland, P. W and Magnusson, M. G (2002), Journal of Workplace Learning. Bradford: Vol.14, Iss. 7/8; pg. 310

77. Glor, E.D. (1997), Encouraging public sector innovation, Optimum, Vol. 27 No. 2, pg. 41-8.

78. Glynn, M., Milliken, F. and Lant, T. (1992), Learning about organisational learning theory: an umbrella of organising processes, paper presented at the Academy of Management Meetings, Las Vegas, NV.

79. Gobeli, D. H. and Daniel, J. B.(1987), Analyzing Product Innovations, Research Management, Vol.30, Iss.4, pg.25-31.

80. Goffee, R. and Jones, G. (1998), The Character of a Corporation, Harper Business, London.

81. Gold, A. H., Malhotra, A., and Segars, A. H. (2001). Knowledge management: An organizational capabilities perspective. Journal of Management Information Systems, 18(1), 185-214.

82. Gomez, P.J., Lorente, J.J C. and Cabrera, R.V. (2004), Training practices and organisational learning capability: Relationship and implications, Journal of European Industrial Training. Bradford: Vol.28, Iss. 2-4; pg. 234

83. Gopalakrishnan, S. and Damanpour, F. (2000), The impact of organizational context on innovation adoption in commercial banks, IEEE Transactions on Engineering Management. New York: Feb.Vol.47, Iss. 1; pg. 14

84. Grant, R.M. (1996), Prospering in dynamically-competitive environments: organizational capability as knowledge integration, Organization Science, Vol. 7 No. 4, pg. 375-87.

85. Grinyer, P. H. (2000), A cognitive approach to group strategic decision making: A discussion of evolved practice in the light of received research results. Journal of the Operational Research Society, 51 (1): pg. 21-35.

86. Hage, J. and Aiken, M. (1967), Relationship of Centralization to Other Structural Properties, Administrative Science Quarterly , 12: pg. 72-92.

87. Hage, J.(1980), Theories of Organizations, New York: Wiley.

88. Hall, H. H. (1987), Organizations: Structures, processes, and outcomes, Fourth ed. Englewood Cliffs, NJ: Prentice-Hall.

89. Han, J. K. , Kim, N. and Srivastava, R. K. (1998), Market Orientation and Organizational Performance: Is Innovation the Missing Link?, Journal of Marketing, Vol.62(October), pg. 30-45

90. Handy, C. (1986), Understanding Organizations, 3rd ed., Penguin, Harmondsworth.

91. Hargadon, A. and Fanelli, A.(2002), Action and possibility: Reconciling dual perspectives of knowledge in organizations, Organization Science. Linthicum: May/Jun Vol.13, Iss. 3; pg. 290

92. Harrison, R. (1995), The Collected Papers of Roger Harrison, Jossey-Bass Publishers, San Francisco.

93. Haugh, H. and McKee, L. (2004), The Cultural Paradigm of the Smaller Firm, Journal of Small Business Management; Milwaukee: Oct, Vol.42, Iss. 4; pg. 377

94. Hedberg, B. (1981), How Organizations Learn and Unlearn, in W. H.Starbuck and P. C. Nystrom,eds., Handbook of Organizational Design, vol. 1(New York:Oxford University Press),pg.1-27.

95. Henry, J. (Ed.) (1996), Creative Management, Sage, London.

96. Higgins, J. M and McAllaster, C. (2004), If You Want Strategic Change, Don't Forget to Change Your Cultural Artifacts, Journal of Change Management. London: Mar 2004.Vol.4, Iss. 1; pg. 63

97. Hill, C.W.L. (1990), Cooperation, opportunism, and the invisible hand: implications for transaction cost theory, Academy of Management Review, Vol. 15 No. 3, pg. 500-13.

98. Hislop, D. (2003), Knowledge integration processes and the appropriation of innovations, European Journal of Innovation Management. Bradford: Vol.6, Iss. 3

99. Hoag, B.G., Ritschard, H.V. and Cooper, C.L. (2002), Obstacles to effective organizational change: the underlying reasons, Leadership & Organization Development Journal, Vol. 23 No. 1, pg. 6-15.

100. Hodgkinson, M. (2000), Managerial perceptions of barriers to becoming a learning orgaization, The Learning Organization, Vol. 7 No. 3, pg. 156-66.

101. Hoffman, R.C (1999), Organizational innovation: Management influence across cultures, C Multinational Business Review; Spring ; 7, 1 pg. 37

102. Hofstede, G. (1990), The cultural relativity of organizational practices and theories, in Wilson, D.C. and Rosenfeld, R.H. (Eds), Managing Organizations: Text, Readings and Cases, McGraw-Hill, London.

103. Hofstede, G. (1998a), Attitudes.values and organizational culture: Disentangling the concepts, Organizational Studies 19(3):477-492.

104. Holtzhausen, D. (2002), The effects of a divisionalised and decentralised organisational structure on a formal internal communication function in a South African organization, Journal of Communication Management. London: Jun .Vol.6, Iss. 4; pg. 323

105. Huber, G.P. (1991), Organizational learning: the contributing processes and the literatures, Organization Science, Vol. 2 No. 1, pg. 88-115.

106. Hult, G. T. M., Hurley, R. F., Giunipero, L. C., and Nichols, E. L. Jr. (2000), Organizational learning in global purchasing: A model and test of internal users and corporate buyers. Decision Sciences, 31(2), pg. 293-325.

107. Hult, G.T. and Ferrell, O.C. (1997), Global organizational learning capacity in purchasing: construct and measurement, Journal of Business Research, Vol. 40, pg. 97-111.

108. Hunter, J.(2002), Improving organizational performance through the use of effective elements of organizational structure, International Journal of Health Care Quality Assurance. Bradford: Vol.15, Iss. 4/5; pg. XII

109. Ingelgard, A. , Roth, J. and Shani, A B (2002), Dynamic learning capability and actionable knowledge creation: Clinical R&D in a pharmaceutical company, Alexander Styhre. The Learning Organization. Bradford: Vol.9, Iss. 2; pg. 65

110. Isaacs, W. N. (1993), Taking Flight, Dialogue, Collective Thinking and Organizational Learning, Organizational Dynamics, Vol. 22(Autumn), pg. 24-39

111. James, Jr. H. S (2000), Reinforcing ethical decision making through organizational structure, Journal of Business Ethics. Dordrecht: Nov.Vol.28, Iss. 1; Part 1. pg. 43

112. Janz, B. D and Prasarnphanich, P. (2003), Understanding the Antecedents of Effective Knowledge Management: The Importance of a Knowledge-Centered Culture, Decision Sciences. Atlanta: Spring.Vol.34, Iss. 2; pg. 351

113. Jashapara, A. (2003), Cognition, culture and competition: An empirical test of the learning organization, The Learning Organization. Bradford: 2003.Vol.10, Iss. 1; pg. 31

114. Jaskyte, K. (2004), Organizational Culture and Innovation in Nonprofit Organizations, School of Social Work : Research Report I

115. Jenssen, J.I. and Gensen, G..J. (2004) , How Do Corporate Champions Promote Innovations? , International Journal of Innovation Management Vol. 8

116. Jones, G., George, J. and Hill, C. (1998), Contemporary Management, McGraw-Hill, New York, NY, pg. 53-4, pg. 233-59.

117. Judge, W.Q., Fryxell, G.E. and Dooley, R.S. (1997), The new task of R&D management: creating goaldirected communities for innovation, California Management Review, Vol. 39 No. 3, pg. 72-85.

118. Kahn, R. L (2000), The effect of technological innovation on organizational structure: Two case studies of the effects of the introduction of a new technology on informal organizational structures, Journal of Business and Technical Communication. Thousand Oaks: Vol.14, Iss. 3; pg. 328

119. Kaufman, A., Wood, C. and Theyel, G. (1994), Collaboration and technology linkages: a strategic supplier typology, Strategic Management Journal, Vol. 21, pg. 649-63.

120. Kimberly, J. (1979), Issues in the creation of organisations, initiation, innovation, and institutionalisation, Academy of Management Journal, Vol. 22, pg. 437-57.

121. Knight, P.(2003), The Paradox of Inter-Organizational Learning between Culturally Diverse Partners: A Research Proposal, Queen’s University 2003 Knowledge Management Symposium
122. Koza, M. and Lewin, A. (1998), The co-evolution of strategic alliances, Organization Science, Vol. 9 No. 3, pg. 255-64.

123. Lei, D., Slocum, J.W. and Pitts, R.A. (1999), Designing organizations for competitive advantage: the power of unlearning and learning, Organizational Dynamics, pg. 24-38.

124. Leonard, D. (1995), Wellsprings of knowledge: Building and sustaining the sources of innovation. Boston: Harvard Business School Press.

125. Leonard-Barton, D. (1992), The factory as a learning laboratory, Sloan Management Review, pg. 23-38.

126. Leonard-Barton, D. (1995), Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation, Harvard Business School Press, Boston, MA.

127. Lloyd, B. (1998), Understanding the power, responsibility, leadership and learning links: The key to successful knowledge management. Journal of Systemic Knowledge Management, 1.

128. Lock, E.A. and Kirkpatrick, S.A. (1995), Promoting creativity in organizations, in Ford, C.M. and Gioia, D.A. (Eds), Creative Action in Organizations: Ivory Tower Visions & Real World Voices, Sage, London, pg. 115-20.

129. Lok, P. and Crawford, J. (2004), The effect of organisational culture and leadership style on job satisfaction and organisational commitment: A cross-national comparison, The Journal of Management Development. Bradford: Vol.23, Iss. 3/4; pg. 321

130. Lyles, M. (1988), Learning among joint venture sophisticated firms, Management International Review, Vol. 28, pg. 85-98.

131. Lyles, M. (1992), The impact of organisational learning on joint venture formations, presented at the Academy of Management Meetings, Las Vegas, NV.

132. Lynn, L K L. and Christopher, C A C. (2004), The Development and Application of an Organisational Learning Matrix , International Journal of Management. Poole: Mar Vol.21, Iss. 1; pg. 100

133. Majaro, S (1988), Managing Ideas for Profit McGraw-Hill, Maidenhead.

134. Martin, J. (1992), Cultures in Organizations - Three Perspectives, Oxford University Press, Oxford.

135. Martins, E.C and Terblanche, F. (2003), Building organisational culture that stimulates creativity and innovation, European Journal of Innovation Management. Bradford : Vol.6, Iss. 1; pg. 64
136. Martins, E.C. (2000), Die invloed van organisasiekultuur op kreatiwiteit en innovasie in 'n universiteibiblioteekl The influence of organisational culture on creativity and innovation in a university library, Mlnf dissertation, University of South Africa, Pretoria.

137. Martins, N. (1997), Elandsrand Gold-mine: organisational culture survey, Johannesburg (report, unpublished).

138. Mason, R. M. (1993), Strategic information systems: Use of information technology in a learning organization. Proceedings of the Twenty-Sixth Hawaii International Conference on System Science '93, IEEE Press, CA, pg. 840-849.

139. Mavondo, F. and Farrell, M. (2003), Cultural orientation: Its relationship with market orientation, innovation and organisational performance, Management Decision. London: Vol.41, Iss. 3; pg. 241

140. McAdam, R. and McClelland, J. (2002), Individual and team-based idea generation within innovation management: Organisational and research agendas, European Journal of Innovation Management. Bradford: Vol.5, Iss. 2; pg.86

141. McGil,l M.E. and Slocum, J.W. (1993), Unlearning the organization, Organizational Dynamics, pg. 67-79.

142. Mckee, D. (1992), An Organizational Learning Approach to Product Innovation, Journal of Product Innovation Management, Vol. 9(September), pg.232-245

143. McManus, D. and Loughridge, B. (2002), Corporate information, institutional culture and knowledge management: A UK university library perspective, New Library World. London: Vol.103, Iss. 9; pg. 320

144. Miller, D. (1996), A preliminary typology of organizational learning: synthesizing the literature, Journal of Management, Vol. 22 No. 3, pg. 485-505.

145. Mintzberg, H. (1989), Mintzberg on Management, The Free Press, New York, NY.

146. Murray, P. and Donegan, K. (2003), Empirical linkages between firm competencies and organisational learning, The Learning Organization. Bradford: 2003.Vol.10, Iss. 1; pg. 51

147. Ndlela, L.T. and du Toit, A.S.A (2000), Corporate culture as a foundation for successful knowledge management, South African Journal of Information Management Vol. 1 No. 4, March, available at: general.rau.ac.za/infosci/raujournal/ voll.nr4.01 03_2000/default.asp?to=peer2

148. Nevis, E.C., DiBella, A.J. and Gould, J.M. (1995), Understanding organizations as learning systems, Sloan Management Review.
149. Nicolini, D. and Meznar, M. (1995), The social construction of organizational learning: conceptual and practical issues in the field, Human Relations, Vol. 48 No. 7, pg. 727-46.

150. Nonaka and Ikujiro(1991), The Knowledge-Creating Company, Harvard Business Review,vol.69, Novemeber/December, pg.96-104.

151. Nystrom, H. (1990), Organizational innovation, in West, M.A. and Farr, J.L. (Eds), Innovation and Creativity at Work: Psychological and Organizational Strategies, Wiley, Chichester, pg. 143-61.

152. O'Connor, G. C. and Ayers, A. D (2005), BUILDING A RADICAL INNOVATION COMPETENCY, Research Technology Management. Washington: Jan/Feb.Vol.48, Iss. 1; pg. 23

153. Oedewald, P. and Reiman, T. (2003), Core task modelling in cultural assessment: a case study in nuclear power plant maintenance, Cognition, Technology & Work. London

154. Ogbonna, E. and Harris, L. C (2003), Innovative organizational structures and performance: A case study of structural transformation to "groovy community centers" , Journal of Organizational Change Management. Bradford: Vol.16, Iss. 5; pg. 512

155. O'Reilly, C.A. and Chatman, J.A. (1996), Culture as social control: corporations, cults, and commitment, in Staw, B.M. and Cummings, L.L. (Eds), Research in Organisational Behaviour, Vol. 18, JAI Press, Greenwich, CT, pg. 157-200.

156. Ortenblad, A.(2002), A typology of the idea of learning organization, Management Learning. Thousand Oaks: Jun.Vol.33, Iss. 2; pg. 213

157. Pandya, A.M and Dholakia, N. (2005), B2C Failures: Toward an Innovation Theory Framework, Journal of Electronic Commerce in Organizations. Hershey: Apr-Jun Vol. 3, Iss. 2; p. 68

158. Parry, K. W and Proctor-Thomson, S. B (2003), Leadership, culture and performance: The case of the New Zealand public sector, Journal of Change Management. London: May. Vol.3, Iss. 4; pg. 376

159. Pedler, M., Burgoyne, J. and Boydell, T. (1991), The Learning Company, McGraw-Hill, London.

160. Pettigrew, A., Massini, S. and Numagami, T. (2000), Innovative forms of organizing in Europe and Japan, European Management journal, Vol. 18 No. 3, pg. 259-73.

161. Pinchot, E. and Pinchot, G. (1996), Five drivers for innovation, Executive Excellence, Vol. 13 No. 1, pg. 9-10.

162. Popper, M. and Lipshitz, R. (2000), Organizational learning: Mechanism, culture, and feasibility. Management Learning, 31 (2): pg. 181-196.

163. Powell, W. (1998), Learning from collaboration: knowledge and networks in the biotechnology and pharmaceuticals industries, California Management Review, Vol. 40 No. 3, pg. 228-40.

164. Probst, G. and Buchel, B. (1997), Organizational Learning, Prentice Hall, London.

165. Prokesch, S.E. (1997), Unleashing the Power of Learning: An Interview With British Petroleum’S John Browne, Harvard Business Review (September-October):pg.148

166. Pugh, D. S., Hickson, D. J., Hinings, C. R., MacDonald,K. M., Turner, C. and Lupson, T.. (1968), A Conceptual Scheme for Organizational Analysis, Administrative Science Quarterly 13: pg. 65-105.

167. Quinn, R. E. (1988). Beyond rational management. San Francisco, CA_- jossey-Bass.

168. Reigle, R. F (2001), Measuring organic and mechanistic cultures, Engineering Management Journal. Rolla: Dec.Vol.13, Iss. 4; pg. 3

169. Reiman, T and Oedewald, P (2002), The assessment of organizational culture—a methodological study. VTT Research Notes 2140, Otamedia, Espoo

170. Revans, R. (1982), The Origins and Growth of Action Learning, Chartwell Bratt, Bromley.

171. Robbins, S.P. (2001), Organizational behavior, Upper Saddle River, New Jersey: Prentice-Hall

172. Robbins, S.P.(1996), Organization Behavior: Concepts, Controversies and Applications,Englewood Cliffs, N.J.:Prentice-Hall.

173. Rogers, R. W. and Ferketish, B. J. (1993), Value-Driven Change Process, Executive Excellence, 10:3 (March), pg. 5-6.

174. Roland, Y. (2003), Linking organisational learning to organisational performance and success: Singapore case studies, Leadership & Organization Development Journal. Bradford:Vol.24, Iss. 1/2; pg. 70

175. Sadler, P. (1994), Designing Organisations: The Foundation for Excellence, 2nd ed., Kogan Page, London.
176. Samaha, H.E. (1996), Overcoming the TQM barrier to innovation, HR Magazine, Vol. 41 No. 6, pg. 145-9.

177. Schein, E. (1996), Three cultures of management: the key to organizational learning, Sloan Management Review, Fall, pg. 9-20.

178. Schein, E. H. (1993), How Can Organizations Learn Faster? The Challenge of Entering the Green Room, Sloan Management Review, Vol. 34(Winter), pg. 85-92

179. Schein, E.H. (1992), Organizational Culture and Leadership, Jossey Bass Publishers.

180. Schein, E.H. (1996), Culture: The missing concept in organization studies. Administrative Science Quarterly 41(2):pg. 229-239

181. Schein, E.H. (1999). The Corporate Culture Survival Guide. San Francisco: Jossey-Bass Publishers

182. Schein, E.H.(1990), Organizational Culture, American Psychologist, 45(2), pg. 109-119

183. Schminke, M., Ambrose, M. L. and Cropanzano, R. (2000), The Effect of Organizational Structure on Perceptions of Fairness, Journal of Applied Psychology 85: pg. 294-304.

184. Scott, W.R. (1992), Organisations, Rational, Natural and Open Systems, Prentice-Hall Inc., Englewood Cliffs, NJ, pg. 88-90.

185. Senge, P. (1990), The Fifth Discipline: The Art And Practice Of The Learning Organization(New York: Doubleday)

186. Senge, P. M. (1992), The fifth discipline: The art and practice of the learning organization. Milsons Point, NSW, Random House.

187. Shadur, M. A, Kienzle, R. and Rodwell, J.J (1999), The relationship between organizational climate and employee perceptions of involvement, ShGroup & Organization Management. Thousand Oaks: Dec.Vol.24, Iss. 4; pg. 479

188. Shattow, M. (1996), Out of the blue, Electric Perspectives, Vol. 21 No. 3, pg. 44-54.

189. Shipton, H. , West, M.A, Parkes, C. and Dawson, J.F (2004), Aggregate Job Satisfaction, HRM and Organizational Innovation, Aston Business School Research Papers : RP0429

190. Simon, H.A. (1991), Bounded rationality and organizational learning, Organization Science, Vol. 2 No. 1, pg. 125-34.

191. Simons, P R J and Germans, J. (2003), Forum for organisational learning: Combining learning at work, organisational learning and training in new ways, M Ruijters. Journal of European Industrial Training. Bradford: Vol.27, Iss. 1; pg. 41

192. Sinkula, J. M. , Baker, W. E., and Noordewier, T. (1997), A Framework for Market-Based Organizational Learning：Linking Values, Knowledge, and Behavior,Journal of the Academy of Marketing Science, Vol.25, No.4, pg.305-318.

193. Sinkula, J.M. (1994), Market information processing and organizational learning, Journal of Marketing, Vol. 58, pg. 35-45.

194. Slater, S. F. and Narver, J. C. (1995), Market orientation and the learning organization. Journal of Marketing, 59(July), pg. 63-74.

195. Sliwka, D.(2003), Organizational structure and innovative activity, Economics of Governance. Heidelberg: Nov, Vol. 4, Iss. 3 ; pg. 187

196. Smith, K.A., Vasudevan, S.P. and Tanniru, M.R. (1996), Organizational learning and resource-based theory: an integrative model, Journal of Organizational Change Management, Vol. 9 No. 6, pg. 41-53.

197. Snell, S.A., Youndt, M.A. and Wright, P.M. (1996), Establishing a framework for research in SHRM: merging resource theory and organizational learning, Research in Personnel and HRM, Vol. 14, pg. 61-90.

198. Spencer, B. (2002), Research and the pedagogics of work and learning, Journal of Workplace Learning; Bradford: Vol. 14, Iss. 7/8; pg. 298

199. Spender, J.C. (1996), Making knowledge the basis of a dynamic theory of the firm, Strategic Management Journal, Vol. 17, pg. 45-62.

200. Tata, J. and Prasad, S. (2004), Team Self-management, Organizational Structure, and Judgments of Team Effectiveness, Journal of Managerial Issues. Pittsburg: Summer .Vol.16, Iss. 2; pg. 248

201. Tata, J., Prasad, S. and Thorn, R. (1999), The influence of organizational structure on the effectiveness of TQM programs, Journal of Managerial Issues. Pittsburg: Vol.11, Iss. 4; pg. 440

202. Teare, R. and Pantin, D. F (2002), Cascading organizational learning, International Journal of Contemporary Hospitality Management. Bradford: Vol.14, Iss. 7; pg. 349

203. Tesluk, P.E., Faar, J.L. and Klein, S.R. (1997), Influences of organizational culture and climate on individual creativity, The Journal of Creative Behavior, Vol. 31 No. 1, pg. 21-41.

204. Tidd, J., Bessant, J. and Pavitt, K. (1997), Managing Innovation: Integrating Technological, Market and Organizational Change, John Wiley & Sons, Chichester.

205. Tobin, D. R.(1993), Re-educating the Corporation: Foundations for the Learning Organization. Essex Junction, VT: Oliver Wright.

206. Tsang, E. W. K. (1997), Organizational learning and the learning organization: A dichotomy between descriptive and prescriptive research. Human Relations, 50 (1), pg. 73-89.

207. Tucker, A.L., Edmondson, A.C. and Spear, S. (2002), When problem solving prevents organizational learning, Journal of Organizational Change Management, Vol. 15 No. 2, pg. 122-37

208. Tushman, M.L. and O'Reilly, C.A. III (1997), Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal, Harvard Business School Press, Boston, MA.

209. Ulrich, D., Jick, T. and Von Glinow, M.A. (1993), High-impact learning: building and diffusing learning capability", Organizational Dynamics, pg. 52-66.

210. Wallach, E. J. (1983), Individuals and Organizations：The Cultural Match, Training and Development Journal, pg.29-36.

211. Wang, C. L and Ahmed, P. K (2003), Organisational learning: A critical review, The Learning Organization. Bradford: Vol.10, Iss. 1; pg. 8

212. Watkins, K.E. and Marsick, VI (1993), Sculpting the learning Organisation, Lessons in the Art and Science of Systemic Change, Jossey-Bass, San Francisco, CA.

213. Weedall, M. (2004), A case study of the fidelity approach in an educational innovation, The International Journal of Educational Management. Bradford: Vol.18, Iss. 1 ; p. 49

214. Weerawardena, J. and Coote, L. (2001), An Empirical Investigation into Entrepreneurship and Organizational Innovation-based Competitive Strategy, Journal of Research in Marketing & Entrepreneurship: Vol. 3, Issue 1

215. Wenger, E. (1996), Communities of practice; the social fabric of a learning organisation, Healthcare Forum Journal, Vol. 39, pg. 20-6.

216. Westbrook, J. D. (1993), Organizational Culture and Its Relationship to TQM, Industrial Management, 35:1 (January/February), pg. 1-3.

217. Wheatley, M.J. (1992), Leadership and the New Science, Berrett-Koehler, San Francisco, CA.
218. Williams, A.P. (2001), A belief-focused process model of organizational learning, Journal of Management Studies, Vol. 38 No. 1, pg. 67-85.

219. Yeung, A.K., Ulrich, D.O., Nason, S.W. and Von Glinow, M.A. (1999), Organisational Learning Capability, Generating and Generalising Ideas with Impact University Press, Oxford.

220. Zammuto, and O'Connor, E. J. (1992), Gaining advanced manufacturing technologies benefits: The roles of organizational design and culture, Academy of Management Review 17: pg. 701-728.

221. Zhuang, L., Williamson, D. and Carter, M. (1999), Innovate or liquidate - are all organisations convinced?, Management Decision, Vol. 37 No. 1, pg. 57-71.

222. Zohar, D. (1997), Rewiring the Corporate Brain: Using the New Science to Rethink How We Structure and Lead Organizations, BerrettKoehler, San Francisco, CA.

校內：2015-06-30公開
校外：2015-06-30公開