探討組織數位轉型訓練投入對組織創新影響－以人力資本為中介變項
Abstract
近幾年數位轉型被視為一項重要的組織創新策略，並受到企業和學者的關注，本研究以台灣製造業為研究對象，以「數位轉型訓練投入」為自變項，「組織創新」為依變項，並以「人力資本」為中介變項探討變項之間的關聯性。其中人力資本分為三個子構面「領導力和動力」、「素質」、「滿意度和創造力」，組織創新以「管理創新」、「技術創新」兩方面來衡量組織創新程度。透過線上問卷共發放612份問卷，回收147份，有效問卷為132份，並透過SPSS統計軟體進行敘述性統計相關分析、信效度分析、迴歸分析、差異化分析及檢驗相關研究假說，研究結果顯示：（1）數位轉型訓練投入對人力資本具有正向影響；（2）數位轉型訓練投入對組織創新具有正向影響；（3）人力資本對組織創新具有正向影響；（4）人力資本在數位轉型訓練投入與組織創新間扮演部分中介角色。
研究驗證建議企業管理者及人力資源政策制定者應加強數位轉型訓練投入輔以人力資本策略強化同仁滿意度及創造力以期有效達到組織創新。
In recent years, digital transformation has been perceived as a vital strategy for organizational innovation, drawing attention from both businesses and academics. This study focuses on Taiwan's manufacturing sector, utilizing "digital transformation training input" as the independent variable, "organizational innovation" as the dependent variable, and "human capital" as the mediating variable to explore the interrelationships among these variables. Within the scope of human capital, there are three sub-dimensions: "leadership and motivation", "quality", and "satisfaction and creativity". Organizational innovation is gauged through two aspects: "management innovation" and "technological innovation". Through an online survey, a total of 612 questionnaires were distributed, of which 147 were retrieved, resulting in 132 valid responses. Analyses were conducted using the SPSS statistical software, including descriptive statistics, reliability and validity assessments, regression analysis, variance analysis, and hypothesis testing. The findings suggest that: (1) The digital transformation training input has a positive influence on human capital; (2) The digital transformation training input positively impacts organizational innovation; (3) Human capital has a favorable effect on organizational innovation; (4) Human capital plays a partial mediating role between the digital transformation training input and organizational innovation.Based on the findings, it is recommended for corporate managers and HR policy-makers to enhance the input in digital transformation training, supplemented with human capital strategies, to bolster employee satisfaction and creativity, aiming to effectively achieve organizational innovation.
In recent years, digital transformation has been perceived as a vital strategy for organizational innovation, drawing attention from both businesses and academics. This study focuses on Taiwan's manufacturing sector, utilizing "digital transformation training input" as the independent variable, "organizational innovation" as the dependent variable, and "human capital" as the mediating variable to explore the interrelationships among these variables. Within the scope of human capital, there are three sub-dimensions: "leadership and motivation", "quality", and "satisfaction and creativity". Organizational innovation is gauged through two aspects: "management innovation" and "technological innovation". Through an online survey, a total of 612 questionnaires were distributed, of which 147 were retrieved, resulting in 132 valid responses. Analyses were conducted using the SPSS statistical software, including descriptive statistics, reliability and validity assessments, regression analysis, variance analysis, and hypothesis testing. The findings suggest that: (1) The digital transformation training input has a positive influence on human capital; (2) The digital transformation training input positively impacts organizational innovation; (3) Human capital has a favorable effect on organizational innovation; (4) Human capital plays a partial mediating role between the digital transformation training input and organizational innovation.Based on the findings, it is recommended for corporate managers and HR policy-makers to enhance the input in digital transformation training, supplemented with human capital strategies, to bolster employee satisfaction and creativity, aiming to effectively achieve organizational innovation.
Description
Keywords
數位轉型, 數位轉型訓練投入, 人力資本, 組織創新, Digital Transformation, Digital Transformation Training Input, Human Capital, Organizational Innovation