摘 要

在這21世紀e時代中，要能在這變化萬千的環境中求生存及擁有相對競爭優勢的國內外企業，組織的不斷再設計、組織的學習與創新能力都得重新檢討與修正。水平結構組織將是未來50年的組織結構型態(Jacob, 1995)，要在市場上能保持有競爭優勢，從顧客的需求，通過企業的不同流程後，除能滿足顧客的需要外，更能要為企業產生更多的附加價值，這是水平結構組織的基本特性(Ostroff, 1999, Lehmann, 1998, Shafer & Oswald, 1997, Tucker et al., 1996, McCalman, 1996, Jacob, 1995, Chung, 1994, Stalk & Black, 1994, Ostroff & Smith, 1992)。

本研究以水平結構組織為切入點去探討與組織學習傾向，創新能力及所影響企業的整體經營績效之關聯性，以其能經過實證研究，達成本研究目的：1. 探討不同特色之企業(包括：不同產業別、不同經營歷史和不同公司資本組成型態)在水平結構組織、組織學習傾向、創新能力及經營績效等構面之差異。2. 探討企業水平結構組織、組織學習傾向與組織創新能力等構面之互動關係。3. 探討企業水平結構組織、組織學習傾向與組織創新能力等構面對經營績效之影響關係。4. 探討我國已經實施及欲實施而未實施的企業對各構面相互影響之間的看法。本研究採便利抽樣，依1.高科技產業 2.一般電子製造業 3.食品工業 4.其他製造業(分成兩大類：一、為金屬基本工業、金屬製品、機械設備、汽車及其零件、其他運輸工具等，二、為化學工業、化工材料、製藥、紡織、成衣、塑膠工業和其他等) 5.服務業，分列為六大產業，共發出1000份問卷，共回收有效問卷304份。本研究以彙總的資料經過因素萃取及信度檢定後，以變異數分析探討各企業變項群組在主要構面平均值之差異性；利用集群分析以區別不同程度組織型態和不同程度水平結構組織之類型群組，在各研究構面因素方面表現之差異性，並依分群之結果以鑑別分析來鑑定其效度；利用典型相關分析來探討（1）水平結構組織與組織學習傾向兩構面之相關程度。（2）水平結構組織與組織創新能力兩構面間的相關程度。（3）組織學習傾向與組織創新能力兩構面間的相關程度；利用迴歸分析來探討：水平結構組織、組織學習傾向與組織創新能力對經營績效的相互影響關係；最後，本研究利用LISREL去驗證整個研究架構的關係是否與原先理論性架構相同。

本研究發現，產業別的不同對水平結構組織，只有工作流程導向之偏向有所差異；在組織創新能力方面，產品創新能力是有所差異的；於組織經營績效方面，不同之產業別其著重之經營績效均不相同；總體來說，各項有顯著差異部份者，以高科技產業偏重度較強。經營歷史不同的企業對各構面均無明顯的差異。公司資本組成型態不同在組織創新能力構面之服務創新上和組織經營績效之認知性績效上有明顯的差異，尤以完全外資的企業偏重度較高，最低為完全台資企業。不同程度之水平結構組織對組織學習傾向、組織創新能力、組織經營績效等構面均呈現顯著的差異，高度水平化結構的組織，其在各構面的表現程度亦愈高。無論在水平結構組織與組織學習傾向、水平結構組織與組織創新能力及組織學習傾向與組織創新能力之相關模式上，均呈現顯著的互動影響關係。工作流程化之水平結構組織對內部營運績效和認知性績效均呈現正向的影響關係，包括：WIP庫存時間和原材料庫存、降低成本、顧客滿意度和競爭優勢。自我引導團隊導向之水平結構組織對營收成長率和獲利率均呈現正向的影響關係。溯造願景應變之組織學習環境，意即公司的願景與目標能對員工高度透明化的企業，對營運、認知性和財務性等績效均呈現正向的影響關係，這與資訊公開和資訊技術的發展有著密不可分的關係。重視團隊學習的組織學習環境下，對認知性的績效(顧客滿意度和競爭優勢)有正向的影響關係。注重價值引導的組織學習環境下，即公司能有相約成俗的規範及榜樣，可速使流程及效率的提昇而達成企業整體效率的增加而獲利。無論是產品創新和服務創新之創新能力，對顧客滿意、競爭優勢、營收成長和獲利等均有相當的助益。而在庫存成本營運績效上，服務創新對其有顯著的正向影響關係。整個線性結構關係模式路徑圖與本研究的基本理論架構作比較，明顯說明了在水平結構組織構面上，對組織經營績效構面具有正向顯著的影響關係。

經過以上的整體研究得知，水平結構組織將會是未來20年內都被重視的組織。

ABSTRACT

Jacob (1995) expressed that the horizontal corporation will be a model corporation for perhaps the next 50 years. In e-era of 21st century, no matter a domestic or overseas business organization can subsist and own the opposite competition superiority. Its organization structure, organizational learning and innovation capability should have to review again. If the firms need to keep the competition superiority in the market, the customer satisfaction is emphasized rather than focusing single-mindedly on financial objectives or functional goals. All of the customer demand can be satisfied with the cross-functional core processes and delivery the additional value for the business organization. These above potent elements are the fundamental characteristic of horizontal structure organization (Ostroff, 1999, Lehmann, 1998, Shafer & Oswald, 1997, Tucker et al., 1996, McCalman, 1996, Jacob, 1995, Chung, 1994, Stalk & Black, 1994, Ostroff & Smith, 1992).

There have been a lot of studies investigating the influence between organizational learning, innovation capability and performance, but no more study is entered from horizontal structure organization. In this study, we will explore on the relationship between horizontal structure, organizational learning, innovation capability and performance with the empirical investigation of Taiwan manufacturing firms and service trades. Furthermore, the study also compares the difference of the different styles firms such as product styles, running years and capital styles. There were totally 1000 pieces of the questionnaires issued in this study and the sampling base is from Taiwan manufacturing firms and service trades. Finally, 304 pieces of valid questionnaires retrieved.

The empirical results show as:
1. High Tech. Manufacturing Company is different from the other styles of manufacturing and has high impact too in horizontal structure, innovation capability and performance.
2. For the different running years company, there is no difference of horizontal structure, organizational learning, innovation capability and performance.
3. On the servicing innovation and the cognitive performance, the foreign capital company emphasizes more than the others and the lowest performance is the Taiwanese owned company.
4. The enterprise is the higher extent of horizontal structure organization, the whole enterprise will have higher tendency to adopt the organizational learning, innovation capability and performance.
5. It is very high relationship on interaction between horizontal structure organization, organizational learning and innovation capability.
6. If the enterprise implements horizontal structure with cross-functional core processes mode, emphasizes vision & deal with a contingency organizational learning and utilizes servicing innovation, the internal operation will have an outstanding performance.
7. If the enterprise implements horizontal structure with cross-functional core processes mode, emphasizes team-learning organizational learning, the cognition performance will become very high such as the opposite competition superiority and customer satisfaction.
8. If the enterprise implements horizontal structure with self-directed team mode, emphasizes vision & deal with a contingency and valued lead organizational learning, the financial profit will have the higher performance.

After all these studies, I found out that the horizontal structure would be a major organization in the next 20 years.

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