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Using the competing values framework to compare leaders' roles, managerial activities/behaviors, and organizational culture between generations of family business in Taiwan.

机译：使用竞争性价值观框架比较台湾各代家族企业之间的领导者角色，管理活动/行为和组织文化。

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摘要

The purpose of the study was to identify, describe, and compare perceptions of leaders' roles, managerial activities/behaviors, and organizational culture between generations of family businesses using the Competing Values Framework (CVF) in Taiwan. A secondary purpose of the study was to further explore the suitability of the use of CVF instruments in Taiwan.; Taiwan is a small country going through a process of Westernization and modernization, it is inevitable for Taiwanese to be exposed to Western leadership concepts. As a successor (second generation), the researcher is more aware of the differences between Western and Chinese leadership, organizational culture, and the researcher struggles to integrate the two. The researcher realizes that neither is inherently good nor bad, but the researcher also understands that the social trend toward Westernization is moving the business culture away from reliance on family friends and personal relationships.; The participants were 275 leaders of family businesses of the Construction Development Association in South Taiwan. A quantitative methodology was used to conduct this study. Data was collected based on the responses to Chinese translations of the instruments: Competing Values Leadership Assessment (CVLA), Managerial Behavior Instrument (MBI), Organizational Culture Assessment Instrument (OCAI), and Demographics Data Survey Instrument (DDSI). Descriptive and inferential statistics, including Levene's test of homogeneity, independent samples t-test, and one-way ANOVA were used for data analysis.; Several major findings were identified. First, the first generation identified their roles as monitor, coordinator, director, and producer; identified their activities as control and compete; identified their behaviors as expect accurate work, control projects, and show strong work ethic; identified their perceived current organizational culture as hierarchy and market. Second and third generations identified their roles as facilitator, mentor, innovator, and broker; identified their activities as collaborate and create; identified their behaviors as develop people, acknowledge personal needs, encourage participation, inspire people, and anticipate customer needs; identified their perceived current organizational culture as clan and adhocracy. These findings are consistent with Cameron and Quinn's (1999) competing values framework theory. These results support the use of these instruments for studies measuring leaders' roles, managerial activities/behaviors, and organizational culture between generations in family business in Taiwan.; Second, first generation still desired organizational culture in the hierarchy and market; second and third generations had balanced scores in all organizational cultures. This result indicates that first generation prefers the comfort of past visions, the safety of old routines; they enjoy the fixed power of their positions. Most second and third generations had higher educational levels bringing a greater opportunity for exposure to Western leadership styles. Because of the difference between generations in educational level, when younger generations take over management from the older generation, conflict may arise between generations.
机译：这项研究的目的是使用台湾的竞争价值框架（CVF）来识别，描述和比较领导者角色，管理活动/行为以及家族企业之间的文化观念。研究的第二个目的是进一步探讨在台湾使用CVF仪器的适用性。台湾是一个经历洋化和现代化进程的小国，台湾人不可避免地要暴露于西方的领导观念。作为继任者（第二代），研究人员更加意识到中西领导层，组织文化之间的差异，并且研究人员努力将两者融合。研究人员意识到，天生的好坏都不是，但研究人员也了解，洋务化的社会趋势正在使商业文化摆脱对家人朋友和个人关系的依赖。参加者为台湾南部建设发展协会的275家家族企业领导人。定量方法被用来进行这项研究。数据是根据对这些工具的中文翻译的答复收集的：竞争价值领导力评估（CVLA），管理行为工具（MBI），组织文化评估工具（OCAI）和人口统计学数据调查工具（DDSI）。描述性和推论性统计，包括同质性的Levene检验，独立样本t检验和单向ANOVA进行数据分析。确定了几个主要发现。首先，第一代人确定了他们作为监督者，协调者，导演和制作人的角色；确定他们的活动是控制和竞争；确定他们的行为以期望他们能进行准确的工作，控制项目并表现出强烈的职业道德；确定他们当前的组织文化为等级和市场。第二代和第三代将其角色定位为促进者，导师，创新者和经纪人。将他们的活动确定为协作和创造；确定他们的行为以培养员工，承认个人需求，鼓励参与，激励人们并预期客户需求；确定他们当前认为的组织文化为氏族和专制。这些发现与卡梅伦和奎因（1999）的竞争价值框架理论相一致。这些结果支持将这些工具用于测量台湾家族企业中几代人之间领导人的角色，管理活动/行为以及组织文化的研究。第二，第一代仍然希望在层次结构和市场中获得组织文化。第二代和第三代在所有组织文化中的得分均保持平衡。结果表明，第一代人更喜欢过去视力的舒适性和旧套路的安全性。他们享有职位的固定权力。大多数第二代和第三代人受过高等教育，为接触西方领导风格提供了更多机会。由于受教育程度的不同，当年轻一代接管老一代的管理时，各代之间可能会发生冲突。

著录项

  • 作者

    Huang, Wen-Chia.;

  • 作者单位

    University of the Incarnate Word.;

  • 授予单位 University of the Incarnate Word.;
  • 学科 Business Administration Management.
  • 学位 Ph.D.
  • 年度 2007
  • 页码 227 p.
  • 总页数 227
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 贸易经济;
  • 关键词

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