組織創新與中醫主治醫師之研究表現

Organizational Innovation and Research Performance in Traditional Chinese Medical Attending Physicians

在知識化經濟的環境中，組織創新是組織維持競爭力最重要的特質，而組織創造力又是組織創新的核心。因此瞭解組織創造力的形成與其對組織創新的影響等課題相當重要。本研究旨在探討中醫主治醫師組織創新氣候與組織創新研究之相關性。筆者於2006年2月在本院中醫各院區完成組織創造力環境評量的研究，共完成43 位中醫主治醫師之調查。結果顯示：一、中醫主治醫師組織創新氣候與研究表現相關因素分析，在（1）研究積分：與研究積分顯著相關的組織創新氣候主要為工作團隊的支持（r=0.32，p<0.05）與挑戰性工作（r=0.39，p<0.05）具顯著相關；（2）研究案件數：與研究案件數顯著相關的組織創新氣候主要為與工作團隊的支持（r=0.32，p<0.05）具顯著正相關；（3）申請研究案金額：與組織的鼓勵（r=0.38，p<0.05）、工作團隊的支持（r=0.45，p<0.01）與組織的妨礙（r=-0.34，p<0.05）具顯著相關；二、中醫主治醫師對研究表現在院區之間的比較：（1）總院區與南院區在足夠的資源（z=-2.39，p<0.05）有顯著的差異，此項研究與調查中醫師認為目前最主要抑制創造力與創新的因素結果相符合；南院區認為目前最主要抑制他們工作環境中創造力與創新最重要的因素在資源取得佔12.5％；（2）總院區與其他院區在工作團隊的支持（z=-2.85，p<0.01）、自由（z=-2.22，p<0.05）、足夠的資源（z=-3.34，p<0.01）、挑戰性的工作（z=-2.38，p<0.05）、生產力（z=-2.41，p<0.05）、與研究積分（z=-3.49，p<0.001）具顯著相關。此項研究與調查中醫師認為目前最主要抑制創造力與創新的因素中得知，其他院區認為目前最主要抑制他們工作環境中創造力與創新最重要的因素在上層或直屬主管管理佔33.3％、資源取得佔11.1％；（3）南院區與其他院區在研究積分（z=-2.25，p<0.05）具顯著相關；此項研究從表五調查中得知，其他院區認為目前最主要抑制他們工作環境中創造力與創新最重要的因素在上層或直屬主管管理佔33.3％。本研究結果顯示，組織的創新氣候與知識工作者的研究表現有關。要讓組織能夠維持創新的競爭力，組織管理者應著重於增進組織創新氣候的管理措施，並同時減少阻礙創新的管理機制。 In facing the environment of globalization, high technology, and knowledge-based economy, organizational innovation is the utmost characteristic for maintaining competitiveness. In the kernel of organizational innovation, organizational creativity plays a key role. Therefore, understanding the formation of organizational creativity and its influence on organizational innovation becomes an important issue. This study aims to investigate the relations between organizational creativity climate and innovation research among traditional Chinese medical attending physicians. A total of 43 physicians from different branches of a medical center participated in this study. Results: 1. Analysis of the correlation between the perceived organizational creativity climate and physicians’ research performance revealed some significant correlations. (1) Research achievements correlated significantly with dimensions of creativity climate such as Work Group Support (r=0.32, p<0.05) and Challenging Work (r=0.387, p<0.05. (2) Numbers of Research Projects: The number of research projects positively correlated with Work Group Support (r=0.315, p<0.05). (3) Amount of research funding: The funding amounts positively correlated with Organization Encouragement (r=0.376, p<0.05), Work Group Support (r=0.454, p<0.05), while negatively correlated with Organizational Impediments (r=-0.337, p<0.05). 2. Comparisons of the research achievements between Chinese medical physicians at different branches demonstrated the following results. (1) There was a significant difference of research resources between the main branch and the southern branch (z=-2.39, p<0.05), which is consistent with the lack of resources being the most important impediments for innovation in the southern branch. (2) In comparison with other branches, researchers at the main branch reported significantly higher scores in Work Group Support (z=-2.85, p<0.01), Freedom (z=-2.22, p<0.05), Sufficient Resources (z=-3.34, p<0.01), Challenging Work (z=-2.38, p<0.05), Productivity (z=-2.41, p<0.05), and research achievements (z=-3.49, p<0.001). Branches other than the main one suggested that the most important impediments for research performance included the management style of administrative supervisors (33.33%) and inadequate allocation of research resources (11.11%). The implication of this study suggests that organizational creativity climate is important for organizational competencies and innovation. Managers need to focus upon the strategies to improve organizational creativity while decreasing obstacles for establishing innovative climate.

In facing the environment of globalization, high technology, and knowledge-based economy, organizational innovation is the utmost characteristic for maintaining competitiveness. In the kernel of organizational innovation, organizational creativity plays a key role. Therefore, understanding the formation of organizational creativity and its influence on organizational innovation becomes an important issue. This study aims to investigate the relations between organizational creativity climate and innovation research among traditional Chinese medical attending physicians. A total of 43 physicians from different branches of a medical center participated in this study. Results: 1. Analysis of the correlation between the perceived organizational creativity climate and physicians’ research performance revealed some significant correlations. (1) Research achievements correlated significantly with dimensions of creativity climate such as Work Group Support (r=0.32, p<0.05) and Challenging Work (r=0.387, p<0.05. (2) Numbers of Research Projects: The number of research projects positively correlated with Work Group Support (r=0.315, p<0.05). (3) Amount of research funding: The funding amounts positively correlated with Organization Encouragement (r=0.376, p<0.05), Work Group Support (r=0.454, p<0.05), while negatively correlated with Organizational Impediments (r=-0.337, p<0.05). 2. Comparisons of the research achievements between Chinese medical physicians at different branches demonstrated the following results. (1) There was a significant difference of research resources between the main branch and the southern branch (z=-2.39, p<0.05), which is consistent with the lack of resources being the most important impediments for innovation in the southern branch. (2) In comparison with other branches, researchers at the main branch reported significantly higher scores in Work Group Support (z=-2.85, p<0.01), Freedom (z=-2.22, p<0.05), Sufficient Resources (z=-3.34, p<0.01), Challenging Work (z=-2.38, p<0.05), Productivity (z=-2.41, p<0.05), and research achievements (z=-3.49, p<0.001). Branches other than the main one suggested that the most important impediments for research performance included the management style of administrative supervisors (33.33%) and inadequate allocation of research resources (11.11%). The implication of this study suggests that organizational creativity climate is important for organizational competencies and innovation. Managers need to focus upon the strategies to improve organizational creativity while decreasing obstacles for establishing innovative climate.