非預期工作創新：台灣大車隊司機個案研究

Unintended Work Innovations: A Case Study of Taiwan Taxi Cabbies

10.6378/JTM.200906.0097

陳則文(Tse-Wen Chen)；侯勝宗(Sheng-Tsung Hou)

非預期工作創新 ； 工作實務 ； 科技使用 ； 計程車 ； unintended work innovation ； work practice ； technology use ； taxi

科技管理學刊

14卷2期（2009 / 06 / 01）

97 - 128

繁體中文

組織期望藉由導入新科技以達成創新之目的，是科技管理領域中重要的研究議題。但近年來，愈來愈多證據顯示，組織導入科技後，非但未能帶來預期的創新成果，反而產生了許多「非預期的創新」。為何會有非預期創新的產生？這是本研究所欲回答的研究問題。奠基於科技漸衍觀點，本研究採取詮釋型個案研究方法，透過使用者工作實務的微觀層次觀察，探討科技與組織如何受到工作實務的相互演化所影響。藉由一項名為iCall衛星派遣科技的長期田野調查，本文呈現台灣大車隊司機在科技導入前、導入後的工作變化，與在科技互動下的創新結果。研究發現，在七年的科技使用過程，台灣大車隊司機已經發展出多樣化的創新工作實務，其中至少包括三大類：預期型工作實務（理性科技使用者）、品牌型創新工作實務（感性科技使用者），與科技型創新工作實務（知性科技使用者）等。在此三大類工作創新中，分別存在著豐富且多元的創新內涵。最後，我們提出具體的理論與實務意涵，以供組織未來進行科技導入與轉移時的參考。

Innovation through new technology transfer and implementation has been promoted by many organizations, and therefore has been reviewed and researched frequently in the field of technology management for the past decades. However, researchers are finding that ＜||＞unintended innovations＜||＞ can be detected after the technology is introduced into the organization, rather than the intended outcomes. It is then an intriguing question to ask where this unexpected innovation results from. Based on the emergent perspective, this paper demonstrates how technology itself and organization are enacted by work practices with the methodology of interpretive case study. By micro-level observation of the work practices, resulting from the implementation of the satellite dispatch system, this research depicts the change in the work practices of Taiwan Taxi's cabdrivers and the innovation outcomes of technology enactment. The innovative work practices of the cabdrivers can be categorized as three work practices, including the intended work practices (of the rational cabbies), the brand extension work practices (of the sentient cabbies), and the tech-savvy work practices (of the sensitive cabbies). In addition, more diversified and innovative outcomes underlie and further differentiate the three main types of work practices mentioned in the case study. Finally, we present the theoretical and practical implications that ongoing and micro-level observations should be conducted consistently during technology transfer and implementation.

1. 侯勝宗、吳思華(2009)。時空情境、科技意會與工作實務：以計程車實務社群為例。管理學報，26(3)，309-332。
   連結：
2. Barley, S. R.(1986).Technology as an occasion for structuring: Evidence from observation of CT scanners.Administration Science Quarterly,31,78-108.
3. Blau, P. M.,Falbe, C. M.,McKinley, W.,Tracy, P. K.(1976).Technology and organization in manufacturing.Administration Science Quarterly,21,20-40.
4. Eason, K.(1988).Information technology and organizational change.London:Taylor & Francis.
5. Fountain, J. E.(2001).Building the virtual state: Information technology and institutional change.Washington D.C.:Brookings Institution Press.
6. Gallivan, M. J.(1996).SIGCPR/SIGMIS'96.Denver Colorado.
7. Golden-Biddle, K.,Locke, K.(1993).Appealing work: An investigation of how ethnographic texts convince.Organization Science,4(4),595-616.
8. Hsiao, R. L.,Wu, S. H.,Hou, S. T.(2008).Sensitive cabbies: Ongoing sense-making within technology structuring.Information and Organization,18,251-279.
9. Leavitt, H. J.,Whisler, T. L.(1958).Management in the 1980s: A view from 1958.Harvard Business Review,Dec,41-48.
10. Leavitt, H. J.,Whisler, T. L.(1958).Management in the 1980s: A view from 1958.Harvard Business Review,Nov,41-48.
11. Markus, M. L.(1994).Finding a happy medium: Explaining the negative effects of electronic communication on social life at work.ACM Transactions on Information Systems,26(6),119-149.
12. Markus, M. L.,Daniel, R.(1988).Information technology and organizational change: Causal structure in theory and research.Management Science,34(5),583-598.
13. Orlikowski, W. J.(1996).Improvising organizational transformation over time: A situated change perspective.Information Systems Research,7(1),63-93.
14. Orlikowski, W. J.(2000).Using technology and constituting structures: A practice lens for studying technology in organizations.Organization Science,11(4),404-428.
15. Pfeffer, J.(1982).Organizations and organization theory.Marshfield, MA.:Pitman.
16. Rogers, E. M.(1995).Diffusion of innovations.New York:The Free Press.
17. Shepard, Jon.(1970).Automation and alienation.Cambridge, Mass.:MIT Press.
18. Simon, H. A.(1973).Applying information technology to organizational design.Public Administration Review,33(3),26-278.
19. Simon, H. A.(1977).The new science of management decision.NJ:Prentice-Hall, Englewood Cliffs.
20. von Hippel, E.,Thomke, S.(2002).Customers as innovators: A new way to create value.Harvard Business Review,80(4),74-81.
21. Weick, K. E.,P. S. Goodman(Eds.),L. Sproull (Eds.)(1990).Technology and organizations.San Fransisco:Jossey-Bass.
22. 中華民國運輸學會(2008)。97年度大台北地區計程車營運情形調查。台北市:中華民國運輸學會。

1. 陳蕙芬(2019)。以使命感塑形：工作形塑的能力陶冶。中山管理評論，27(1)，179-226。
2. 羅世輝、樊晉源、張書豪、王瓊慧(2014)。以系統思考觀點探討台灣大車隊經營模式之研究。商略學報，6(4)，225-240。
3. 張睿凱,李智明(2022)。消費者選擇叫車平台之關鍵因素。輔仁管理評論，29(2)，81-115。