第六章 結論與建議
6.2 未來研究建議
本研究同時採用重要度與滿意度分析，及決策詴驗與實驗評估法分析該學術研究單 位之專案計劃組織的組織文化構面如何影響專案組織運作；藉由分析結果可發現專案組 織中，若該專案組織所屬型態與實際上是否相符，而由分析組織文化的結構關聯中應得 知從哪些項目著手改善與管理較為有效率提升整體組織運作與績效。
個案分析的結果顯示，該組織所重視的部份受到其他表現不佳的構面所支配，因此 若不能提高對於高支配構面高支配項目的關注，還是無法有效改善現況。若能將本研究 所提的高支配項目(領導風格、需求整合等)的改善與管理，並可使組織文化構面有所改 善，進而改善專案績效，但是這些項目已是長年累月形成難於一時修正，如同領導風格 項目，明顯能看出此組織中的領導者，對於該組織的組織文化影響專案績效不佳有極大 的關聯性，整個領導風格牽動組織的運作與其他構面項目。
又因本研究僅能探討其專案組織現況下的組織文化結構關聯為何，倘若不同時間背 景下，員工們對於此組織文化個項目的體悟也許有所不同，對於未來的評估上無法做到。
本研究案例採用質性研究的方式先行融入組織，此行為或許對內部人員已造成心態上之 謹戒，對於此敏感議題有所保留，若能避開敏感度問題長時間融入組織的情況下，進行 一系列分析，其結果並能更其精準完善。
未來若相關研究能將不同個案所產生之結果作為整合分析，必能得到更客觀之結論。
而組織文化為影響專案組織績效因素的其中一環，若能配合其他構面進行分析，便能得 到更多影響專案組織績效的因素與原因。而研究點出之關鍵項目的改善方式無法從此研 究說明，研究謹建議整個管理注意的重點項目，將影響降至最低績效提升最高。
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附錄
A.實務現況介紹