組織創新氣候影響因素探討

Abstract

蘋果(Apple)因推出智慧型手機i-Phone及平板電腦i-Pad等創新產品而提高市佔率、營收與公司市值。企業視創新為公司差異化的競爭優勢，但要如何才能變為一間創新的公司？有些公司因此投入大量金額在R&D上面，但大部分就僅止於此。然而R&D投入並不等於創新。創新是一種文化，一種環境。想要成為創新的企業，必須在企業中經營出一種創新的氣候氛圍。本研究透過訪問曾擔任3M首席科學家之盧詩磊博士，透過他過去在3M的經驗將企業中有助於創新的氛圍整理成十個構面，分別為承擔風險、開放與信任、提供創意的時間、創新概念的支持、合作文化、活用資源、挑戰與投入、管理的承諾、員工工作輪調及非財務激勵系統。針對年資、職級、部門等個人因素及產業、人數規模、營業規模等企業因素，來探討這些因素是否造成員工對企業創新氣候的感受差異。經由克-瓦二氏單因子等級變異數分析(Kruskal-Wallis one-way analysis of variance by ranks)，研究實證結果如下： 1. 職級、人數規模、營業規模都顯著影響創新氣候的構面，年資及產業則沒有 顯著影響。 2. 員工職級越高的對於創新氣候的感受越高 3. 小規模企業中員工的創新氣候感受高於中大型企業。

Apple Inc. raised their market share, revenue and market value after they introduced the innovation product i-Phone and i-Pad . Innovation is regarded as a differentiator that will create the competitive advantage in the future. But how to become an innovative company? Some companies invest large amount of money in R&D , and end there. Nevertheless R&D inputs are not equivalent to innovation. Innovation is a culture and an environment. Developing an innovation climate will make the company become more innovative. Through the discussion with Dr. Shih-Lai Lu who was the chief scientist at 3M, we have divided innovation climate into ten dimensions: risk taking, openness and trust, support for time, support for idea, collaborate climate, leverage resources, challenges and involvement, management commitment, employees job rotation and non-financial reward systems. Via the nonparametric statistical methods Kruskal-Wallis one-way analysis of variance, the empirical results are as follows: 1.Job level, the scale of employment, the scale of sales have a significant impact on innovation climate dimension. 2.The higher level the employees stay, the stronger feeling of the innovation climate they have. 3. Employees of small-scale companies have stronger feeling of the innovation climate than those who work in medium and large companies.