在高階人才招募情境中，企業愈加重視候選人是否能與組織文化相契合，文化契合亦逐漸成為招募決策中的重要依據。然而，實務上卻頻繁出現即便候選人具備高度專業能力，仍因「文化不符」而未能媒合成功，甚至於錄用後短期離職的情形，顯示文化契合在招募過程中可能同時產生吸引與排除的雙重效果。
本研究以個體–組織契合理論、信號理論與服務主導邏輯為理論基礎，採質性研究取向，透過半結構式訪談方式，訪談九位參與高階人才招募之行動者，包括用人公司主管、獵頭顧問與高階候選人各三位，以主題分析法深入探討高階人才招募過程中的文化判斷、信號傳遞與參與經驗。
研究結果顯示，首先，文化契合在招募前期已被操作為一項結構性篩選機制，除吸引價值一致之人才外，亦排除了具備異質專業背景的潛在貢獻者。其次，中階用人主管於招募互動中的信號傳遞，受到制度與績效壓力之限制，容易聚焦於短期責任與可控範圍，進而影響候選人對組織誠意與心理契約的形成。第三，透過參與式招募與價值共創安排，候選人得以於招募階段即參與職務定位與策略討論，有助於降低不確定感並提升長期承諾意願。
本研究之發現補充了既有個體–組織契合理論多聚焦於入職後結果的不足，並指出在高度數據導向的組織情境中，文化判斷的運作邏輯可能進一步嵌入制度化決策架構。研究結果對高階人才招募實務具有重要啟發，建議企業重新審視文化契合的運用方式，並透過參與式招募機制促進組織與人才之長期價值共創。

This study examines how cultural fit, organizational signaling, and value co-creation shape decision-making and commitment formation in executive recruitment. The objective is to investigate how cultural judgments operate as both attraction and exclusion mechanisms during recruitment, how organizational signals influence candidates’ perceptions of sincerity and psychological contracts, and whether participatory recruitment practices enhance long-term commitment.
Grounded in Person–Organization Fit theory, Signaling Theory, and Service-Dominant Logic, this research adopts a qualitative approach. Semi-structured interviews were conducted with nine executive recruitment actors—three hiring managers, three executive search consultants, and three executive candidates. The data were analyzed using thematic analysis to capture recurring patterns in cultural evaluation, signal interpretation, and participatory experiences.
The results reveal three key findings. First, cultural fit is applied early as a rigid screening criterion, often privileging value congruence while excluding candidates with heterogeneous professional expertise. Second, middle managers’ signaling behavior is constrained by institutional routines and performance pressures, leading to an emphasis on short-term responsibilities rather than long-term organizational vision, which weakens candidates’ perceptions of organizational sincerity and psychological contract completeness. Third, participatory recruitment practices that involve candidates in role definition and strategic dialogue reduce uncertainty and strengthen commitment intentions through value co-creation.
The study concludes that rigid applications of cultural fit may undermine executive recruitment effectiveness. Organizations should redesign recruitment processes to improve signal quality and incorporate participatory mechanisms to support sustainable value co-creation and long-term commitment.

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