本研究在與台灣和德國員工進行跨文化比較的背景下，探討了角色衝突和角色模糊對組織承諾、工作滿意度、角色內績效和角色外績效的影響。具體而言，角色理論用於解釋和分析角色衝突和角色模糊的影響。我們使用結構化問卷收集了台灣 318 名員工和德國 300 名員工的數據。綜合了霍夫斯泰德的權力距離、個人主義/集體主義、男子氣概/女權主義、長期取向和放縱的文化維度，結果支持我們提出的十一個假設，但未能支持三個假設。結果發現角色衝突與角色模糊跟工作滿意度呈負相關，角色模糊與組織承諾之間關係為負相關，作滿意度與組織承諾呈正相關，組織承諾與角色內與角色外績效呈正相關，比較台灣和德國之間，研究發現角色模糊對工作滿意度的影響對德國員工的影響大於對台灣員工的影響，德國員工的角色模糊對組織承諾的影響也比台灣員工強，德國員工的工作滿意度對組織承諾的影響強於台灣員工，此外德國員工的組織承諾對角色內和角色外績效的影響都強於台灣員工，研究結果為跨國公司的管理者緩解角色衝突和角色歧義，進而提高工作績效提供了管理啟示。

This research explores the effects of role conflict and role ambiguity on organizational commitment, job satisfaction, in-role performance, and extra-role performance in the context of a cross-cultural comparison with employees in Taiwan and Germany. To be specific, the role theory is used to explain and analyze the effects of role conflict and role ambiguity. We used a structured questionnaire to collect the data from 318 employees in Taiwan and 300 employees in Germany. Drawing the Hofstede’s cultural dimensions of power distance, individualism/collectivism, masculinity/feminism, long-term orientation and indulgence, the results supported eleven hypotheses we proposed but failed to support three hypotheses. Role conflict and role ambiguity are found negatively related to job satisfaction. Role ambiguity is negatively related to organization commitment. Job satisfaction is positively related to organization commitment. Organization commitment is positively related to in-role performance and extra-role performance. The effect of role ambiguity on job satisfaction is stronger for German employees than that for Taiwanese ones. The effect of role ambiguity on organization commitment is stronger for German employees than that for Taiwanese ones. The effect of job satisfaction on organization commitment is stronger for German employees than that for Taiwanese ones. The effect of organization commitment on in-role performance is stronger for German employees than that for Taiwanese ones. Similarity, the effect of organization commitment on extra-role performance is stronger for German employees than that for Taiwanese ones. The results provide managerial implications for managers of multinational companies to ease role conflict and role ambiguity and then improve work performance.

Thesis Validation Letter i
Abstract (Chinese) ii
Abstract (English) iii
Table of Content v
List of Figures vii
List of Tables viii
Chapter 1 Introduction 9
1.1 Background and Motivation 9
1.2 Research Purpose and Questions 14
1.3 Structure of the Thesis 16
Chapter 2 Literature Review 17
2.1 Preamble 17
2.2 Role Theory 17
2.3 Role Conflict 18
2.4 Role Ambiguity 21
2.5 Job Satisfaction 23
2.6 Psychological Ownership 24
2.7 Job Performance 26
2.8 Cultural Differences 30
2.9 Concluding Remarks 42
Chapter 3 Research Design and Methodology 43
3.1 Preamble 43
3.2 Research Hypotheses 43
3.3 Moderating Role of Cultural Differences 50
3.4 Research Framework 60
3.5 Construct Measurements 61
3.6 Process of Data Collections 64
3.7 Data Analysis Methods 65
3.8 Concluding Remarks 69
Chapter 4 Analysis and Results 70
4.1 Preamble 70
4.2 Descriptive Analysis 70
4.3 Validity and Reliability 73
4.4 Hypotheses Testing 77
4.5 General Discussion of Cross-Cultural Analysis 87
4.6 Concluding Remarks 89
Chapter 5 Discussion and Conclusion 91
5.1 Preamble 91
5.2 General Discussion 91
5.3 Contributions of the Study 94
5.4 Limitations and Suggestions for Future Research 100
5.5 Final Reflections 103
References 104
Appendix 1 Questionnaire of the Chinese Version Used in Taiwan 125
Appendix II 128

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