在現今大環境下各個產業面對快速進步、變化莫測的策略市場產品中，企業為不被潮流淘汰並且為了企業的永續發展，進行組織變革的歷程以及轉換領導經營的型態。在這過程中難以避免產生組織內外部的各種動盪，可能包括員工的不安全感、變革過渡期組織運作流程的混亂等，組織的動盪也會造成組織的績效不良影響。在這樣的大幅變化之下，組織的運營發展皆需仰賴這一群公司高階管理者的管理能力，對於各自的部門管理程度、帶領的部門風氣及他們各自的責任感才能使組織正常營運甚至是更將組織績效更往上一層提升，高階管理者主管的穩定性亦是組織穩定運作的重要基礎，因此對於他們對於組織的認同感是否有影響即是個非常重要的議題。
本研究透過個案訪談發現在市場導向策略的組織變革中及轉換型領導給予明確的策略目標方向、透過密切的溝通及重視個人發展成就感及解決能力啟發的行為態度，透過賦權與部屬當責行為促使領導者與部署有良好的信任及支持關係。並且須搭配組織制定明確的制度流程及員工績效回饋制度以利高階管理者提升員工任務績效。而高階管理者的高組織認同，使內部各部門管理主管之間有良好的組織溝通協調整合能力及提升員工滿意度等管理能力，對於組織效能有正向的影響，有助於重新審視流程規章以利組織運營的順利。

Various of industries are facing rapidly progressing and unpredictable strategic markets products in current environment. In order not to be eliminated by the trends and maintain industrial sustainable development, enterprises start up the process of reorganization and the transformation of leadership management.
Turbulences are not able to avoid from inside to outside, including the unsecure feeling by employees, confusion in the organization's operation process during the transition period of change, etc. In addition, the organizational turbulence might cause to the organizational performance.
Under such a drastic change, the operational development of organization must rely on the management abilities by the senior managers in firm. The degree of department management, style of leading a department, and their sense of responsibilities are the key points to normalize the organizations and moreover upper the performance to a higher level. The stability of senior management is also one of the most important foundations to stable the operation of organization. Therefore, whether sense of identity to organization has an impact is an extremely essential issue.
Through case interviews, the research discovered that in the organizational change of market strategy and transformational leadership gives clear direction to strategic goals, develops achievement and solution-inspired behaviors through close communication and values personal development, promotes good trust and support relationships between leaders and deployments by empowering responsible behaviors with their subordinates. In addition, the organization should develop clear institutional process and employee performance feedback systems to facilitate senior managers to improve employee performance.
The high organizational recognition of senior managers enables good organizational communication, coordination, and integration among internal departmental management executives, enhances employee satisfaction and other management abilities, which has a positive impact on organizational effectiveness and helps to re-examine the process regulations for the smooth operation of the organization.

論文審定書 i
誌謝 ii
摘要 iii
Abstract iv
目錄 vi
圖次 vii
表次 viii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第二章 文獻探討 3
第一節 轉換型領導 3
第二節 組織變革 4
第三節 組織認同 6
第三章 研究方法 8
第一節 研究架構 8
第二節 研究設計 11
第四章 研究發現 16
第一節 組織變革關鍵動機 16
第二節 組織變革後之管理議題 19
第三節 制度建立及管理措施 24
第四節 轉換型領導對組織認同的影響 30
第五節 訪談重點小結 38
第五章 結論與建議 42
第一節 研究結論 42
第二節 管理意涵 43
第三節 研究限制及未來研究建議 44
參考文獻 45
附錄一 49
附錄二 50

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