摘 要

在現今的社會中，研發人員在企業間扮演著至關重要的角色，它代表著公司的核心競爭力，以利在變化多端的商業環境中取得優勢，進而在市場生存或維持領先地位。然而，許多企業在實務上卻將公司重心擺在與收益有直接關係的銷售或財務領域造成研發領域的不重視或疏於管理。另外，先前的研究顯示，不當的研發人員管理將使研發人員降低工作投入度以及創新績效產出，使得公司內部專案的推動遭遇阻礙，無法順利推動轉化為提升公司的經營績效。

在本研究中，我們利用訪談的方式向研究對象提問，其中訪談了3家公司，3位管理者以及3位研發人員，研究目的為探討國內高科技產業在研發部門的定位上的重視程度，並且利用領導風格來檢視管理者是否具備足夠的管理手段以營造良好的工作環境，使得員工在專業領域上有更好的發揮，再者，我們會觀察員工的創新績效在不同的企業主管領導下所產生之變化，意即觀察員工在所屬公司管理者的領導風格下在策略性績效或適應性績效上會產生何種影響，同時，我們會評估員工在不同公司內的工作投入程度，隨後我們也會調查在個別領導風格下所產生的工作投入度對策略性績效或適應性績效是否亦會產生正面的影響，最後，我們會針對訪談的結果找出相同點和差異點並對各公司提出未來改善方針。
關鍵字：領導風格，策略性績效，適應性績效，工作投入

Abstract

In the modern society, research and development employees play an important role in organization, it represents the core competence of a company which makes them to win competitive advantage so that they are able to exist or maintain the leader position in such changeable business environment. However, many companies merely put their focus on profit-oriented department like marketing or financial department. This strategy causes the neglect of research and development territory and lack of managing R&D employees. Besides, previous studies showed that inappropriate research development management would lower employees’ job engagement and innovation performance. Furthermore, the execution of internal project will be tough and might not easy to finish the project to enhance the general performance of company.

In this study, we use interview to analyze the participants including 3 companies, 3 managers and 3 employees. The purpose of this research is to discuss the degree of how much organizations focus on research and development department. Furthermore, we will utilize leadership style as a tool to observe leaders whether they have equipped adequate leadership strategies to build a good work environment in order to make sure their employee have a better performance in their professional field. Furthermore, we would observe the changes of innovative performances including tactical and adaptive performance that the R&D employees would have correspond to the company climate their manager created, which means what kind of influence on innovative performance the employees would have under managers’ leadership styles in different cooperation. Meanwhile, we would assess employees’ job engagement in different companies. In addition, we would also put job engagement on analysis whether there is a positive relationship with innovative performance. Finally, we would provide some useful suggestions for managers to improve and point out several common and different points based on the result of interviews.
Key words: leadership style, tactical performance, adaptive performance, job engagement

Table of contents
論文審定書 i
摘 要 ii
Abstract iii
Table of contents v
List of Figure vii
List of Table vii
Chapter 1: Introduction 1
Chapter 2: Literature Review 3
2.1 Leadership style 3
2.2 Innovative performance 7
2.3 Job engagement 9
Chapter 3: Method 15
3.1 Research Method 15
3.2 Participants and procedure 16
Questions for managers 18
Questions for R&D employees 20
Chapter 4: Result 24
4.1 Data analysis 24
4.2 Suggestions for companies 32
Chapter 5: Conclusion 36
5.1 Conclusion 36
5.2 Suggestions for Future Research 36
Reference 38
Appendix 42
Survey format 42
Interview content 47
Company A (manager) 47
Company A (R&D employee) 50
Company B (manager) 52
Company B (R&D employee) 54
Company C (manager) 56
Company C (R&D employee) 59

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