Gino (2018)曾指出，大多數的組織都希望自己的員工在其職涯生活中扮演著乖乖牌的墨守成規（hidebound; stick to the rules）的角色，但是，實際上組織仍然需要具有叛逆行為的員工，而這些組織中的叛逆員工通常是促進組織創新或變革的成員。在華人組織中，選擇墨守成規似乎是明則保身的最佳選擇。然而，目前相關文獻較少對此議題進行闡述，本研究認為此是目前主要的研究缺口所在。
我們基於COR的觀點，討論叛逆行為和個人-組織適配、LMXSC、幸福感和留任意願之間的關聯性。另外，基於「社會比較」的立場探討叛逆人才在組織內的自我比較行為，「向下比較」獲得優越感而更趨向於留任、幸福感提升，「向上比較」而產生自尊受損，而傾向於離職、幸福感降低。藉由COR和「社會比較」兩個觀點，對叛逆人才的前因與後果模型解釋讓模型更清晰。
為避免CMV對本研究產生影響，本研究對研究對象採取主管-部屬配對方式、區分兩階段測量及測量題目使用亂數表打散編製的方式，實施事前預防。回收後在與第一階段主管完成配對，計有效配對主管79份，員工316份，有效回收率52.67%。根據研究結果整理出，並討論其中對管理業界的意義和學術上的貢獻，並針對研究過程可能產生的限制，提供後續進行相關研究的參考。
在理論上的貢獻上，一、強化了「叛逆人才」目前研究部分的缺口，並確認「叛逆人才」的行為特質。二、擴充COR與「社會比較理論」的運用，補強「叛逆人才」的理論模型。在管理上的意義，一、員工對組織的適配程度越高，展現出「叛逆人才」行為程度就越高。二、組織應該對員工的好奇心、挑戰現況等「叛逆人才」行為多加鼓勵，改善既有不合適的規範，提升組織競爭力。三、組織對於員工的比較行為應多加觀察、關心和疏導，才能有效提升留任和員工的幸福知覺。在研究建議上，一，應該對「叛逆人才」量表的發展應該要再更深入的探討。二、對「叛逆人才」的因果變數選用應再增加，豐富其模型。三、對COR理論和「社會比較理論」的運用範圍可以再增加。最後，對CMV以及共線性的問題應該再採取更理想的方法避免或檢測。

Gino (2018) has pointed out that most organizations want their employees to play a role of hidebound; stick to the rules in their careers and lives. In Chinese organizations, choosing to stick to the rules seems to be the best choice to protect yourself. However, the relevant literature is seldom expounded on this topic. This study believes that this is the main research gap at present.
Based on COR's point of view, we discuss the correlation between rebel talent, organizational attractiveness and person-organizational fit, LMXSC's well-being and willingness to stay. This study will take the company's department heads and employees as the main sample sources, and there is no limit to the industry and capital amount of the company. There were 79 valid matching supervisors and 316 employees, with an effective recovery rate of 52.67%.
In terms of theoretical contributions, first, it strengthens the gaps in the current research on "rebellious talents" and confirms the behavioral characteristics of "rebellious talents". 2. Expand the application of COR and "Social Comparison Theory" and strengthen the theoretical model of "Rebellious Talent". In terms of management significance, first, the higher the degree of adaptation of employees to the organization, the higher the degree of behavior of "rebellious talents". 2. The organization should encourage the behavior of "rebellious talents" such as employees' curiosity and challenging the status quo, so as to improve the existing inappropriate norms and enhance the competitiveness of the organization. 3. Organizations should pay more attention to, care for and guide employees’ comparative behaviors, so as to effectively improve retention and employees’ happiness perception.

論文審定書……………………………………………………… i
論文公開授權書………………………………………………… ii
致謝 …………………………………………………………… iii
摘要 ……………………………………………………………. iv
Abstract ……………………………………………………….. v
目次 …………………………………………………………… vi
圖次 ……………………………………………………………. viii
表次 …………………………………………………………….. ix
第一章 緒論………………………………………………….. 1
第一節 研究的背景與目前文獻的缺口……………………..1
第二節 研究目的…………………………………………….. 11
第二章 文獻探討與假設推導………………………………..15
第一節 理論基礎…………………………………………….. 15
第二節 叛逆人才與P-O fit間的關係………………………. 18
第三節 叛逆人才與員工幸福感、留任意願間的關係……27
第四節 LMXSC的調節作用……………………………… 33
第三章 研究方法…………………………………………… 37
第一節 樣本的蒐集和來源……………………………… 37
第二節 測量變項與問卷…………………………………… 40
第三節 分析方法…………………………………………… 47
第四節 測量模式檢驗……………………………………… 50
第四章 結果與分析…………………………………………. 53
第一節 「叛逆人才」和「建設性偏差行為」…………….53
第二節 相關、共線性和CMV的檢驗…………………….. 55
第三節 直接效果的檢驗…….…………………………….. 62
第四節 中介效果的檢驗………………………………… 64
第五節 調節效果的檢驗…………………………………… 67
第五章 結論………………………………………………….. 69
第一節 理論意涵…………………………………………….. 69
第二節 管理意涵…………………………………………….. 72
第三節 研究限制與未來研究建議…………………………..75
參考文獻 ………………………………………………… 79
壹、中文………………………………………………………79
貳、英文………………………………………………………80
附錄 ……………………………………………………………118

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