Autonomous Change, Inertia and Change Performance: An Empirical Analysis of ISO9000 Quality System in the Taiwan Electric Industry

組織理論學者普遍認為組織調適說與組織慣性說是相對立的說法，然而若觀察分析全業實務的運作與歸納整理過去相關的文獻結果，發現組織自主調適力量與慣性力量似乎並存在組織中，且共同影響著組織的改變過程。因此，本文提出整合組織調適和組織慣性的研究觀點，認為：「組織有追求未來發展的自白意志調適行為，也有延續過去發展維持現狀的慣性行為，這種寄望未來，延續過去的組織特性，共同存在於組織系統內，一起對組織改變的效果產生影響。本研究以組織取得認證時間的長短作為組織改變的績效指標，並進而分析組織自主調適改變變項、組織慣性變項與組織改變績效問的關係。在事件歷史分析一加速失敗時問模型(Weibull分配)的研究結果中，顯示強調組織自主改變的調適理論和強調傾向維持現狀的組織慣性理論，兩者的立論是彼此互補的。亦即，組織自主調適力量與慣性力量並存於組織中，且兩者共同影響著組織改變的過程。This study explored whether an adaptation, an inertia or an integrated perspective more appropriately described the impact of ISO9000 quality system in the Taiwan electric industry. The adaptation and inertia perspectives had been viewed as contradictory viewpoints, but the authors argued that the adaptive and inertia forces were woven into the fabric of organizational change behavior. The event history analysis were used to test an adaptive, an inertia and integrated model. Results indicated that adaptation and inertia were complementary rather than contradictory viewpoints and an integrative approach to the study of organizational change were suggested