本研究運用高層理論檢視醫院院長（其角色就像公司的CEO）謙遜、轉換型領導、TMT（高階經營團隊）向上影響力與管理創新之間的直接與中介關係，同時也運用動態競爭理論探討知覺競爭張力的干擾效果。藉由蒐集台灣地區151家醫院、513位高階主管的問卷資料進行統計分析，實證結果支持了本研究所建立的大部分假說。
透過檢視醫院院長特質與其經營團隊成員之間的社會-認知互動，及其與外部環境脈絡的競爭動態，來檢視影響醫療機構管理創新的內外重要因子。本研究擴大了管理創新的研究層次與範疇，並把「人」的因素重新拉回到管理創新的研究之中。檢視組織支配聯盟（dominant coalition）的心理-社會特質，如何在知覺競爭環境下提升組織的管理創新。本研究也延伸了以往大多數僅著重於人口統計，或客觀特質的高層理論和動態競爭理論之研究範疇。

This study employs the upper echelons theory to investigate the direct and mediating relationship between hospital director’s (whose role is like a company’s CEO) humility, transformational leadership, TMT (top management team) upward influence and management innovation. It also addresses the competitive dynamics theory to identify the moderating effect of perceived competitive tension. Based on questionnaire data collected from 151 hospitals in Taiwan and 513 senior executives for statistical analysis, the empirical results support most of the hypotheses established in this study.

By examining the social-cognitive interaction between the characteristics of hospital presidents and top management team members, as well as the dynamic competition in the external environment, the important internal and external factors that affect the management innovation of medical institutions are examined. The study examines how the psycho-social properties of dominant coalitions enhance organizational management innovation in a perceived competitive environment. Examines how the psychosocial traits of organizational dominant coalitions enhance organizational managerial innovation in perceived competitive environments. This study also extends the scope of most previous the upper echelons theory and the competitive dynamics theory that have focused mostly on demographic and objective traits.

論文審定書…………………………………………………………………………i
誌謝…………………………………………………………………………………ii
中文摘要……………………………………………………………………………iii
英文摘要……………………………………………………………………………iv
目錄…………………………………………………………………………………v
圖次…………………………………………………………………………………vii
表次…………………………………………………………………………………viii
第一章緒論………………………………………………………………………01
第一節 研究背景與動機……………………………………………………01
第二節 研究目的……………………………………………………………05
第二章文獻探討…………………………………………………………………06
第一節 理論背景……………………………………………………………06
一、高層理論……………………………………………………………06
二、領導者-高階主管互動介面觀點…………………………………...07
三、動態競爭理論………………………………………………………08
第二節 研究變數……………………………………………………………10
一、管理創新……………………………………………………………10
二、領導者謙遜…………………………………………………………13
三、轉換型領導…………………………………………………………16
四、CEO-TMT向上影響……………………………………………….18
五、競爭張力……………………………………………………………20
第三節 假說推論……………………………………………………………23
一、領導者謙遜與轉換型領導…………………………………………23
二、轉換型領導與CEO-TMT向上影響………………………………24
三、CEO-TMT向上影響與管理創新………………………………….25
四、競爭張力的干擾效果………………………………………………26
五、轉換型領導與向上影響的中介作用………………………………28
第三章研究方法…………………………………………………………………29
第一節 研究樣本與資料來源………………………………………………29
第二節 變數操作性定義與衡量工具………………………………………30
一、管理創新……………………………………………………………30
二、領導者謙遜…………………………………………………………30
三、轉換型領導…………………………………………………………31
四、CEO-TMT向上影響……………………………………………….31
五、競爭張力……………………………………………………………32
六、控制變數……………………………………………………………32
第三節 共同方法變異問題處理……………………………………………33
第四章研究分析與結果…………………………………………………………34
第一節 信度、效度分析與共同方法變異檢測……………………………34
一、領導者謙遜…………………………………………………………34
二、轉換型領導…………………………………………………………35
三、CEO-TMT向上影響……………………………………………….36
四、管理創新……………………………………………………………36
五、競爭張力……………………………………………………………37
第二節 研究變數描述統計…………………………………………………39
第三節 模型驗證與路徑分析………………………………………………41
第四節 中介效果迴歸分析…………………………………………………42
第五節 干擾效果迴歸分析…………………………………………………44
第五章結論與建議………………………………………………………………46
第一節 研究結論……………………………………………………………46
一、領導者謙遜與轉換型領導…………………………………………46
二、轉換型領導與CEO-TMT向上影響………………………………46
三、CEO-TMT向上影響與管理創新………………………………….47
四、競爭張力的干擾效果………………………………………………47
五、轉換型領導與CEO-TMT向上影響的中介作用…………………48
第二節 研究意涵……………………………………………………………49
一、學術意涵……………………………………………………………49
二、實務意涵……………………………………………………………50
第三節 研究限制與未來研究方向…………………………………………51
參考文獻……………………………………………………………………………52

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