Title page for etd-0706118-165344


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URN etd-0706118-165344
Author Chen-Wwi Chang
Author's Email Address No Public.
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Department Institute of Human Resource Management
Year 2017
Semester 2
Degree Master
Type of Document
Language zh-TW.Big5 Chinese
Title The Relationship Between Well-Being and Innovative Behavior: Using Bureaucratic Culture as the Moderator
Date of Defense 2018-07-12
Page Count 64
Keyword
  • innovative behavior
  • emotional well-being
  • well-being
  • psychological well-being
  • social well-being
  • bureaucratic culture
  • Abstract In recent years, due to the advances in information technology and the shortening of product life cycles, innovative behavior has become an important research topic worldwide. In order to be competitive in global and their professional fields, enterprises must be able to innovate. Besides, as the rises of living level in Taiwan, in addition to using incentives and bonuses to encourage innovation, the management of employee well-being is a long-term plan for the organization to invest in employee innovation. In addition, due to differences in organizational culture might bring different results to employee innovation, and Taiwanese companies mostly rely on bureaucratic culture, this study decided to further examine the relationship between well-being, bureaucratic culture and innovative behavior.
    The main purpose of this study is to explore the relation between well-being and employee innovative behavior, and to find among emotional well-being, psychological well-being and social well-being, which has the strongest influence on employee innovative behavior. Moreover, the relation between bureaucratic culture and innovative behavior, as well as the moderating effect of bureaucratic culture is also important in this study.
    The results show that emotional well-being(EWB), psychological well-being(PWB) and social well-being(SWB) have positive effects on innovative behaviors. In particular, SWB has the strongest effect. Furthermore, bureaucratic culture has no direct relation with innovative behavior. However, it has a positive moderating effect on EWB and innovative behavior, and there is no significant moderating effect on PWB, SWB and innovative behavior. Finally, this study will provide theoretical contributions and management implications based on the results.
    Advisory Committee
  • Yun-Ping Lee - chair
  • Chin-Kang Jen - co-chair
  • I-Heng Chen - advisor
  • Files
  • etd-0706118-165344.pdf
  • Indicate in-campus at 2 year and off-campus access at 2 year.
    Date of Submission 2018-08-06

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