組織文化、環境不確定性與CMMI推展相互間影響之研究

行政院國家科學委員會專題研究計畫 成果報告

組織文化、環境不確定性與 CMMI 推展相互間影響之研究 研究成果報告(精簡版)

計 畫 類 別 ： 個別型

計 畫 編 號 ： NSC 98-2410-H-011-004-

執 行 期 間 ： 98 年 08 月 01 日至 99 年 10 月 31 日 執 行 單 位 ： 國立臺灣科技大學資訊管理系

計 畫 主 持 人 ： 黃世禎

計畫參與人員： 碩士班研究生-兼任助理人員：葉菁萍 碩士班研究生-兼任助理人員：劉安蓉 碩士班研究生-兼任助理人員：賴香君 博士班研究生-兼任助理人員：施喬

報 告 附 件 ： 出席國際會議研究心得報告及發表論文

處 理 方 式 ： 本計畫可公開查詢

中 華 民 國 100 年 01 月 26 日

Exploring the relationship between organizational culture and Software Process Improvement Deployment

Abstract

This NSC-granted project explored the relationship between organizational culture and deployment of software process improvement (SPI) approaches using a competing values framework. Our results indicated that the organizational culture had an influence on SPI deployment, primarily made possible by a hierarchic culture with its emphasis on procedures, order, and stability. Clan culture, with its emphasis on human development, commitment to others, and participation, appears to be a necessary condition in creating skills development and sharing SPI knowledge in the process of its deployment. Software Engineering Program Group leaders should ensure that internal values are in place to enhance SPI deployment.

1. Introduction

In recent years, software process improvement (SPI) has emerged as the dominant approach for delivering improvements to the software product in software development organizations. Its intent is to enhance software product quality, increase productivity, and reduce the cycle time for product development.

Despite the widespread adoption of SPI, there is still insufficient quantitative evidence of how software products have been improved by its deployment and there is still a great deal of variability in the success of SPI initiatives. A recent review of 322 papers on SPI indicated that the field was dominated by one approach (CMM), and heavily biased towards how SPI practitioners can carry out SPI initiatives.

Surveys indicated, however, that the SPI field lacked theoretical frameworks.

SPI attempts to change how software professionals think and act in their everyday organizational activities. Therefore, its activities can result in organizational changes.

Ravichandran and Rai found that organizations face major hurdles in the implementing SPI and that these are more organizational than technological in nature.

Several researchers have also indicated that SPI does not deal effectively with the social aspects of organizations. Thus, it needs a managerial focus rather than a technical one.

Hofstede regarded organizational culture as the collection of values, beliefs and norms shared by its members and reflected in its practices and goals. This can affect SPI deployment. Results of several studies, have also suggested that organizational culture has a significant effect on both the successful implementation and the use of IT. Therefore, we decided to examine SPI approaches, specifically CMMI, to ascertain the influence that organizational culture has on SPI deployment.

2. Organizational culture and Competing Values Framework

Different approaches have been used to study how organizational values affect its culture. The national and organizational cultures represent the most popular approaches. They both define the values that distinguish one group from another. The most popular conceptualization of national culture has been Hofstede's well-known taxonomy of using the dimensions of power distance, uncertainty avoidance,

individualism, masculinity, and Confucian dynamism or long-term Orientation [24].

These allow national-level analyses and allow country or regional comparisons. At the organizational level, the competing values framework (CVF) is most popular. It allows of organizational cultural taxonomies has been to enable the differentiation of comparison of organizations along the dominant values of each organization’s behavior.

The CVF is characterized by a two-dimensional space that reflects different value orientations, as shown in Fig.1. The first dimension in this framework, the flexibility-control axis, shows the degree to which the organization emphasizes change or stability. A flexibility orientation reflects flexibility and spontaneity, while a control orientation reflects stability, control and order. The second dimension in this framework, the internal-external axis, addresses the organization’s choice to focus on activities occurring internally and those occurring outside the organization. An internal orientation reflects maintaining and improving the organization, while an external orientation reflects an competition, adaptation, and interaction with the outside environment.

Thus four types of organizational culture appear: clan (which emphasizes flexibility, change and a focus on the internal organization), adhocracy (which also emphasizes flexibility, but it is externally focused, primarily on growth, resource acquisition, creativity and adaptation), hierarchic (which is externally focused, but is control oriented, dealing with productivity and achievement of well-defined objectives response to external competition.), and market ( which emphasizes stability but. focuses on the internal organization, its uniformity, coordination, internal efficiency and a close adherence to rules and regulations). Though the framework is divided into named quadrants with distinct characteristics, no organization is likely to reflect only one value system. Instead, one would expect to find combinations of values in one company, with some more dominant than others.

Good fit between the values embedded in the software development process and the overall organization's values lead to a more successful implementation. In a content analysis of longitudinal data from three SPI initiatives, Ngwenyama and Nielsen found that cultural assumptions embedded in SPI methodologies could

conflict with the cultural assumptions of developers, leading to difficulties in implementing process improvements.

Flexibility Clan Culture

Teamwork Loyalty Mentoring

Human development Commitment Personal place

Adhocracy Culture Uniqueness Risk-taking Innovation

Resource acquisition Dynamic place Entrepreneurship Internal

Focus Hierarchic Culture Security Formal rules

Control and structure Stability

Internal efficiency Coordination

Market Culture

Goal Accomplishment Results-oriented Aggressiveness Achievement Market leadership Competitiveness

External Focus

Control

Fig.1. Competing values framework of organizational culture

We used the competing values framework in our analysis of the relationship between organizational culture and SPI deployment. It focuses on values as its core constituents of organizational culture, successfully reflects the conflicting demands of the organizational context, and has been applied to the study of organizational issues ranging from culture to leadership, being accepted as determining both the type and strength of cultures prevalent in an organization.

3. Research model and hypotheses 3.1. Research model

We developed our research model to predict the deployment of SPI in terms of the four types of organizational culture. In addition, the software process maturity level was expected to moderate the strength of the relationships.

3.2. Hypotheses

The clan culture emphasizes on human relations and adopts flexible operation procedures focusing on internal relationships. It is believed to facilitate trust through affiliation and member participation. Managers need to promote employee dialogue, participation, and training to improve cohesive relationships, individual commitment and contribution. Top management commitment has been repeatedly shown to be most important in promoting a project’s success and when employees take ownership

of SPI, they are proud of their accomplishments, and promote its use. Employees then are likely to trust their organizations. This led us to the hypotheses:

H1. There is a positive relationship between the clan culture and SPI deployment.

An adhocracy culture concentrates on external positioning with a high degree of flexibility supported by an open system that promotes willingness to act. The organization values creativity, experimentation, risk, autonomy and responsiveness and if they have flexible cultures tend to adopt advanced manufacturing technology.

Modern software organizations operate in a highly dynamic market, under tight time and cost constraints; therefore they are active in adopting SPI to improve their software quality. Additionally, adhocracy culture should increase employees’ positive attitude toward the organization and equity of its rewards. This led to the hypotheses:

H2. There is a positive relationship between the adhocracy culture and SPI

A market culture concentrates on achieving goals through high productivity and economical operation; it tends to be results orientated and its members value competitiveness, diligence, perfectionism, aggressiveness and personal initiative. Key management activities are designed to maximize profit. It reacts to its environment in a manner that optimizes organizational productivity. According to J. Jiang, organizations that have adopted SPI may not experience much benefit until they reach a higher maturity level. Moreover, strong emphasis on productivity and efficiency will lead to a focus on short-run impact. Iivari and Huisman found that IS developers do not emphasize productivity, efficiency and goal achievement in the deployment of system development methodologies. This led us to the hypotheses:

H3. There is no relationship between the market culture and SPI deployment.

The hierarchic culture concentrates on internal maintenance and strives for stability and control through a clear task setting and enforcement of strict rules. It tends to adopt a formal approach to relationships and leaders need to be good coordinators and organizers. It places a high value on economy, formality, rationality, order and obedience. Emphasis is on the task rather than the individual, who performs it. Ngwenyama and Nielsen found that SPI models reflected the hierarchic culture, especially at higher maturity levels. Iivari and Huisman found that there was a positive relationship between the hierarchic cultural orientation and system development methodology deployment for IS developers. SPI is consistent with a hierarchic culture’s values emphasizing control of activities by specifying methods and performance criteria in their internal focus. Thus following SPI regulations may

be a means of supporting control, stability, and efficiency, leading to the hypotheses:

H4. There is a positive relationship between the hierarchic culture and SPI

Software process maturity shows the extent to which software development process parameters are used to enhance process effectiveness and the extent to which the process is controlled. Its maturity levels a influence both software quality and project performance variables, such as cycle time and development effort. However, organizational culture is the context in which SPI takes place. Therefore, SPI activities may result in organizational changes. The design ideal of the CMM reflects the market culture but it becomes more hierarchic at higher levels of maturity, leading us to hypothesize:

H5. The level of software process maturity moderates the relationship between the

H6. The level of software process maturity moderates the relationship between the

H7. The level of software process maturity moderates the relationship between the

H8. The level of software process maturity moderates the relationship between the

4. Research methodology 4.1. Data collection

Despite all the attention that SPI approaches have received, there is no solid evidence that they are used across organizations and how software products have been improved by its deployment. Much criticism is based on case studies and therefore it is not necessarily generalizable. We employed a survey to obtain insight into SPI approaches and investigate the relationship between organizational culture and SPI deployment.

The measurement items of variables of our model were drawn from the literature but adapted to the context of SPI. The survey instrument was pilot-tested with four SPI executives, two CMMI consultants, and four researchers working in SPI.

Suggestions made by the respondents were incorporated and a new version of the instrument was developed.

The population of interest was those organizations that had adopted the CMMI approach in Taiwan. Taiwan is one an Asian country that has organizations aggressively adopting CMMI.According to the results reported by SEI in March 2007,

46 organizations in Taiwan had obtained CMMI certificates. Taiwan had become number ninth in the world and fifth in Asia in holding certificates.

At the time of the survey, 85 Taiwanese organizations had adopted CMMI to improve their software development processes. For purposes of reliability, it was assumed that the Software Engineering Program Group (SEPG) leader should be able to provide reliable and accurate answers to our survey questions; this approach should help to overcome single source limitations. With the help of the Information Service Industry Association of R.O.C. (CISA), questionnaires were addressed directly to the SEPG leader in each organization. In the cover letter, confidentiality was assured and a summary of findings was offered as an incentive for participation. Of the 85 initial questionnaires mailed in the summer of 2007, a total of 62 usable responses were received, representing a response rate of 73%.

4.2. Measures

All the questionnaire items had been used in previous empirical research.

Principal component analysis was used to determine if all items measuring a construct cluster should be loaded onto a single factor. As a conservative rule, the sample size should be at least four or five times the number of items in the factor analysis. For measuring eleven different variables in our study, 58 questionnaire items were used.

However, the sample size was 62, and this is less than the number of organizations required. Therefore, six separate factor analyses for perceived SPI support, perceived SPI impact, and organizational culture were carried out to obtain a better solution by increasing the ratio of the sample size to the number of items.

In addition, the small ratio of subjects to measures may result in instability in the factor loadings due to sampling error. In our study, in order to avoid the bias introduced by sampling, a “complete” survey was conducted because 100% of the population was surveyed to avoid sampling error.

4.2.1. Dependent variables: SPI deployment

4.2.1.1. Perceived SPI support for software development

Adapted from Huisman and Iivari perceived SPI support as production

technology was measured using seven five-point Likert scale items, ranging from 1

These items explained 74.1% of the total variance. The reliability of measures was tested using Cronbach’s alpha, for which a minimum value of 0.70 is generally recommended. The Cronbach’s alpha value of 0.94, revealing a high level of internal consistency among measurement items. Seven five-point Likert scale items were used

to assess perceived SPI support as control technology. These items were adapted from Huisman and Iivari. Similarly, a factor analysis with varimax rotation was conducted for the items, resulting in a one-factor solution; each loading was greater than 0.7.

These seven items explained 62.9% of the total variance. The Cronbach’s alpha value of 0.90 revealed a high level of internal consistency among measurement items. Also from Huisman and Iivari’s research, perceived SPI support as cooperative

technology was measured using seven five-point Likert scale items. The factor

4.2.1.2. Perceived SPI impact on product and process quality

Five five-point Likert scale items were used to assess perceived SPI impact on

product quality, also adapted from Huisman and Iivari and Rai and Al-Hindi’s work.

A factor analysis with varimax rotation was conducted for the product quality items; it showed that the five items loaded on one factor, each with loadings greater than 0.70.

These explained 79.3% of the total variance, shows that the Cronbach’s alpha value of 0.93 shows a high level of internal consistency among measurement items. Adapted from Rai and Al-Hindi, perceived SPI impact on process quality was measured using five five-point Likert scale items. Factor analysis resulted in a one-factor solution, each with loadings greater than 0.70. These five items explained 71.1% of the total variance; the Cronbach’s alpha value of 0.89 again revealed a high level of internal consistency among measurement items.

4.2.1.3. SPI Use

A two-item instrument was used to assess SPI horizontal use. The items reflect the percentage of software developers and projects using SPI knowledge. The Cronbach’s alpha value of 0.87 reveals a high level of internal consistency among measurement items for perceived SPI horizontal use. One five-point Likert scale item was used to measure SPI vertical use, ranging from 1 (nominally) to 5 (intensively).This item reflects the maximum intensity of SPI usage.

4.2.2. Independent variables: organizational culture

A 24-item scale was used to assess organizational culture. The items were adopted from the Organizational Culture Assessment Instrument (OCAI), which has been widely used in almost 10,000 organizations worldwide. The scale consisted of four variable groups (each of which consisted of six items) corresponding to the four ideal culture types specified in the competing value framework. Although the organizational culture construct had been previously examined, a factor analysis with

varimax rotation was conducted by us. The results showed that four factors were extracted, each of which corresponded to one of the four competing values framework culture orientations. These four factors explained 62.5% of the total variance. The Cronbach’s alpha calculated for each variable ranged from 0.71 to 0.80 revealing an acceptable level of reliability.

4.2.3. Moderating variables: software process maturity

The CMMI level of organizations in our survey was determined by a CMMI-based appraisal using the benchmark model, CMMI v1.1, and appraisal method, the Standard CMMI Appraisal Method for Process Improvement (SCAMPI) Class A v1.1. The latter appraisal was conducted by a SEI-certified lead appraiser. 47 organizations had performed a CMMI appraisal, and 15 organizations had adopted a CMMI approach but had not reached the appraisal stage. Due to the extremely small number of maturity levels 4 and 5, two dummy variables were used to represent maturity levels. The MD1 dummy took the value “1” for maturity level 2, and zero otherwise. The MD2 dummy took the value “1” for maturity level 3, and zero otherwise. For those with no appraisal, all dummy variables were set to zero.

5. Data analysis and results 5.1. Analysis of main effects

An examination of mean values of each cultural variable reveals that, the hierarchic culture has the highest mean value, followed by clan, market and adhocracy cultures, suggesting that their SPI initiatives were internally oriented.

A regression analysis was then conducted, taking SPI deployment as the dependent variable and organizational culture as the independent variable. The

P-value of 0.00 indicated that there was a significant relationship between SPI

To further examine the relationships between the individual culture and SPI deployment, another regression analysis was conducted by breaking the overall organizational culture construct into the four cultural orientations; the clan and hierarchic cultures were marginally significantly related to SPI deployment. On the other hand, the adhocracy and market cultures were not.

To understand the underlying dynamics of these marginally significant or non-significant trends, separate multiple regression analyses was conducted to determine whether individual culture was related to any of the three SPI deployment dimensions. The relationships between the organizational culture and perceived SPI support. These indicated that there was a significant relationship between hierarchic

culture and overall SPI support. The relationships between the different SPI support dimensions and the cultural dimensions were then further examined, showing that the SPI support dimensions of production, control, and cooperation were all positively related to hierarchic culture either significantly (P<0.01) or marginally (P<0.10).

Control was related to market culture in a marginally negative direction. Therefore, Hypotheses 3a and 4a were supported but 1a and 2a were not.

The relationships between cultural dimensions and perceived overall SPI impact on product quality and development process quality. These indicated that there was a positive significant relationship between hierarchic culture and overall SPI impact.

The relationships between the different SPI impact and cultural dimensions were separately examined, showing that the SPI impact dimensions of product quality and process quality were all significantly and positively related to hierarchic culture.

Process quality was related to market culture in a marginally negative direction.

Therefore, Hypotheses 3b and 4b were supported, while. 1b and 2b were not.

The relationship between the strength of each culture dimension and overall SPI use suggesting that the clan culture had a marginally positive relationship with overall SPI use. The relationships between the different SPI use dimensions and the cultural dimensions were separately examined, showing that horizontal use had a marginally significant relation with clan culture. However, the adhocracy culture did not exhibit any significant association with SPI support, SPI impact, and SPI use. Therefore, Hypotheses 1c and 3c were supported while. 2c and 4c were not.

The organizational size (number of employees) was included as a control variable in the revised regression model. However, there were no significant associations with any of the hypotheses.

5.2. Analysis of moderating effects

Regression analysis was conducted to test the roles of software process maturity in moderating the association between organizational culture variables and SPI deployment. This did not find any significant interactions between maturity dummies and the four types of organizational culture on perceived SPI support, indicating that maturity level did not moderate the influence of organizational culture on perceived SPI support. Therefore, Hypotheses 5a, 6a, 7a, and 8a were not supported.

Only the interaction of clan culture with the dummy for maturity level 3 (MD2) had a significantly negative effect on vertical use. Therefore, Hypothesis 5c was weakly supported while 5b was not. However, the effect of the interaction of adhocracy, market, and hierarchic culture with maturity level did not exhibit any

significant association with SPI impact and SPI use. Therefore, Hypotheses 6b, 6c, 7b, 7c, 8b and 8c were not supported.

6. Discussion and implications

One important finding was that the organizational culture does indeed have an influence on SPI deployment, particularly for the relationships between hierarchic culture and SPI deployment. However, the deployment of SPI is most likely to occur in organizations where the organizational culture is hierarchic, which apparently acts as a facilitator for further SPI implementation.

Our results also indicated that SPI support and its impact were most related to hierarchic culture. More specifically, an organization so characterized could increase understanding of the capabilities of the SPI approach, its probable value to the organization, and the actual consequences of adopting an SPI approach. Over 70 percent of the responding companies in our study were, however, at the lower maturity levels (below 3). The environment facing software organizations today is marked by extreme competition and uncertainty. According to Panayotopoulou, Bourantas and Papalexandris [19], when employees feel uncertain and insecure about their future, they show greater tolerance towards factors that could negatively influence their work, such as bureaucratic procedures and tight control. Thus an hierarchic culture is a necessary condition for successful deployment of SPI.

The study also suggests that SPI use could be improved by clan culture. It could increase the proportion of software developers and projects using the SPI knowledge, as it emphasizes teamwork and employee commitment through the development of a strong value system that promotes corporate identity. It can thus be surmised that clan culture is a necessary condition in creating skills development and sharing SPI knowledge in the process of SPI deployment.

The market culture, as expected, did not exhibit any significant association with SPI deployment. It requires a great amount of time and money before benefits can be realized. However, to our surprise, the adhocracy culture was not related to SPI deployment. Possibly its focus on growth and innovation was not met through SPI deployment.

In the competing values framework, both clan and hierarchic cultures reflected internal values. Our overall results showed that the deployment of SPI was associated with an internal orientation, reflecting an emphasis on the maintenance and improvement of the existing organization.

The moderating effect of maturity levels on the relationship between

organizational culture and vertical use was significant. However, the significantly negative interaction only existed between clan culture and maturity level 3. This result implied that the negative effect of clan culture on the maximum intensity of SPI usage was stronger in organizations with higher maturity levels. None of the interaction terms were significant, indicating that maturity levels do not moderate the influence of adhocracy, market, and hierarchic cultures on SPI deployment.

7. Conclusions

This study applied a competing values framework to analyze the relationship between the organizational culture and SPI deployment. Results suggested that the organizational culture did indeed have an influence on the deployment, which was primarily associated with hierarchic culture. On the other hand, clan culture was a necessary condition for creating skills development and sharing SPI knowledge in the process of SPI deployment. Therefore, SEPG leaders should recognize all the steps involved in software process improvement, learn how to be good coordinators and organizers, and encourage the development of internally-oriented cultures.

This study also points out the need to consider culture when a new SPI approach is implemented; it may be incompatible with the existing culture. One limitation of our study was that it focused only on CMMI as the software process improvement approach. Another limitation of this study is that its findings were based on investigations in Taiwan. Obviously, generalizing the results to different cultural or economic contexts should be made with caution.

8. Acknowledgement: Based on the result of this NSC research grant, the paper

“Exploring the relationship between organizational culture and Software Process Improvement Deployment” has been published in the Journal “Information

& Management”.

9. References

[1] S.S. Al-Gahtani, G.S. Hubona, J. Wang, Information technology (IT) in Saudi Arabia:Culture and the acceptance and use of IT, Information & Management 44 (8), 2007,pp.681–691.

[2] D.L. Gibson, D.R. Goldenson, Performance Results of CMMI-Based process Improvement, CMU/SEI-2006-TR-004, 2006.

[3] B. Hansen, J. Rose, G. Tjørnehøj, Prescription, description, reflection: the shape of the software process improvement field, International Journal of Information Management 24 , 2004, pp.

457–472

[4] S.-J. Huang, W.-M. Han, Selection priority of process areas based on CMMI continuous representation, Information & Management 43 (3), 2006,pp.297–307.

[5] M. Huisman, J. Iivari, Deployment of systems development methodologies: Perceptual congruence between IS managers and systems developers, Information & Management 43 (1), 2006, pp.29–49.

[6] J. Iivari, M. Huisman, The relationship between organizational culture and the deployment of systems development methodologies, MIS Quarterly 31 (1), 2007, pp. 35–58.

[7] Information Service Industry Association of R.O.C. (CISA): see http://www.cmmi-taiwan.org.tw/content/index.aspx, 2007.

[8] J.J. James, K. Gary, H.G. Hwang, J. Huang, S.Y. Hung, An exploration of the relationship between software development process maturity and project performance , Information &

Management 41 (2), 2004, pp. 279–288.

[9] L. Panayotopoulou, D. Bourantas, N. Papalexandris, Strategic human resource management and its effects on firm performance: an implementation of the competing values framework, International Journal of Human Resource Management 14 (4), 2003, pp. 680–699.

[10] SEI, Process maturity profile of the software community, Software Engineering Institute, Carnegie Mellon University, 2007.

[11] M. Staples, M. Niazi, Systematic review of organizational motivations for adopting CMM-based SPI, Information and Software Technology 50 (7), 2008, pp. 605–620.

[12] C. Yoon, The effects of national culture values on consumer acceptance of e-commerce: Online shoppers in China, Information & Management 46 (5), 2009, pp. 294–301.

Report on the International conference attendance

The 11th ACIS International Conference on Software Engineering (SE), Artificial Intelligence (AI), Networking and Parallel/Distributed Computing (NPDC) (SNPD-2010) was held on 9-11 June, 2010 by The University of Greenwich, London, United Kingdom and Sponsored by the International Association for Computer and Information Science. The SNPD-2010 Proceeding was published by Conference Publishing Services. The conference chairs were Dr. Liz Bacon at The University of Greenwich, U.K. and Dr. Wencai Du at Hainan University, China.

The program chairs were Jixin Maand and Miltos Petridis, both at The University of Greenwich, U.K.

The conference stared at two keynotes speakers. The title of the first one is

“What’s computing? –Enabling computationally Oriented thinkers” given by Prof.

Lynn Andera. The second one is “Model-based Testing for Web Application” given by Prof. H. Miao at Shanghai University. I only attended the second keynote speech. Prof. H. Miao mentioned that high-performance web application brings many new features such as dynamic behaviors, heterogeneous representations and uncertainty in execution, and thus makes it extremely difficult to test. Prof. H.

Miao surveyed many recent research works in Web applications testing, and presented an approach to modeling Web application using UML and FSM and generating test cases according to the test coverage criteria. He also introduced a tool for automatically building test model of Web application, generating test cases and executing the test cases.

Following two keynote speakers, four sessions were held at the first day and 8 sessions at the second day. I was most interested in and therefore only attended software engineering-related sections. The presented SE-related papers at Sessions 1A, 1D, 2D and 2G included Component-Based Software Engineering, Software Specification & Architecture, Software Testing, E-Commerce and its applications, User-Centered Design Methods, Web-Based Applications.

Session 1A was “Software Specification and Architecture”, which was most closed to my main research areas. Six papers were presented at this session. The titles of thee six papers were: “From Textual Use-Cases to Component-Based Applications”, “Co-Design of the Business and Software Architectures: A Systems Engineering and Model-Driven Method”, “Design and Performance Evaluation of a Machine Learning based Method for Intrusion Detection” , “Integrated Wireless Networking Architecture for Maritime Communications” , “Research on a Cooperative Model for Service Chain of Digital Library” and “ERA: Evolving Reconfigurable Architecture”.

Session 1D was “Internet Technology and Applications/Web-Based

Applications”. Four papers were presented and thy are “XML Document

Recommendation by Using Case-Based Reasoning”, “An External Storage

Support for Mobile Applications with Scare Resources”, “Web Object Prefetching:

Approaches and a New Algorithm” and “Architectural Reconstruction of 3D Building Objects Through Semantics Knowledge Management”.

Session 2D was Data Mining and Knowledge Discovery/Software Testing.

Four papers were presented but only one paper was related to software testing.

Its tile was “Test Generation for Web Applications Using Model-Checking”.

Session 2G was “Collaborative Computing/ Service-Oriented Computing/ Visual and Multimedia Computing”. One of four presented papers was lightly closed to my master student’s work. It was “Bounded Model Checking for Web Service Discovery and Composition”. The title of my student’s master thesis was”具備功能 性分析與 QoWS 評估機制之網路服務組合流程模式”.

After tow-day paper presentation, five papers were chosen as best papers and recommended for publication in the International Journal of Computer and Information Science (IJCIS). Some outstanding papers were also selected for publication in the Springer’s academic series.

This conference brought scholars and industry practitioners together to discuss and exchange their new ideas and research results. Most scholars come from UK and China. I got some acquainted with some papers’ authors from China.

I had benefited from attending this conference and it also facilitated possible

opportunities for further collaborations and linkages with software engineering

researchers. Therefore, I thank NSC for the financial support so that I can attend

this conference.

國科會補助計畫衍生研發成果推廣資料表

日期:2011/01/26

國科會補助計畫

計畫名稱: 組織文化、環境不確定性與CMMI推展相互間影響之研究 計畫主持人: 黃世禎

計畫編號: 98-2410-H-011-004- 學門領域: 資訊管理

無研發成果推廣資料

98 年度專題研究計畫研究成果彙整表

計畫主持人：黃世禎 計畫編號：98-2410-H-011-004- 計畫名稱：組織文化、環境不確定性與 CMMI 推展相互間影響之研究

量化

成果項目 ^{實際已達成}

數（被接受 或已發表）

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達成數)

本計畫實 際貢獻百

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備 註 （

質 化 說 明：如 數 個 計 畫 共 同 成 果、成 果 列 為 該 期 刊 之 封 面 故 事 ...

等

期刊論文 0 0 100%

研究報告/技術報告 0 0 100%

研討會論文 1 1 100%

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專書 0 0 100%

申請中件數 0 0 100%

專利 已獲得件數 0 0 100% 件

件數 0 0 100% 件

技術移轉

權利金 0 0 100% 千元

碩士生 3 3 100%

博士生 1 1 100%

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國內

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期刊論文 2 2 100%

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專利 已獲得件數 0 0 100% 件

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碩士生 0 0 100%

博士生 0 0 100%

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國外

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（外國籍）

專任助理 0 0 100%

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其他成果

(無法以量化表達之成

果如辦理學術活動、獲 得獎項、重要國際合 作、研究成果國際影響 力及其他協助產業技 術發展之具體效益事 項等，請以文字敘述填 列。)

1. 發展出適合國內 CMMI 導入組織的組織文化量表 2. 發展出 CMMI 推展評估研究工具

3. 了解國內組織導入 CMMI 推展之現況

4. 分析環境不確定性對組織文化與 CMMI 推展的影響

成果項目 量化 名稱或內容性質簡述

測驗工具(含質性與量性) 0

課程/模組 0

電腦及網路系統或工具 0

教材 0

舉辦之活動/競賽 0

研討會/工作坊 0

電子報、網站 0

科 教 處 計 畫 加 填 項

目 計畫成果推廣之參與（閱聽）人數 0

國科會補助專題研究計畫成果報告自評表

請就研究內容與原計畫相符程度、達成預期目標情況、研究成果之學術或應用價 值（簡要敘述成果所代表之意義、價值、影響或進一步發展之可能性）、是否適 合在學術期刊發表或申請專利、主要發現或其他有關價值等，作一綜合評估。

1. 請就研究內容與原計畫相符程度、達成預期目標情況作一綜合評估

■達成目標

□未達成目標（請說明，以 100 字為限）

□實驗失敗

□因故實驗中斷

□其他原因 說明：

2. 研究成果在學術期刊發表或申請專利等情形：

論文：■已發表 □未發表之文稿 □撰寫中 □無 專利：□已獲得 □申請中 ■無

技轉：□已技轉 □洽談中 ■無 其他：（以 100 字為限）

3. 請依學術成就、技術創新、社會影響等方面，評估研究成果之學術或應用價 值（簡要敘述成果所代表之意義、價值、影響或進一步發展之可能性）（以 500 字為限）

本研究透過軟體協會的協助，以公文方式將問卷郵寄給國內 85 家已導入 CMMI 組織的軟體 工程流程小組領導者，經由實證研究之多元迴歸分析方法，針對 62 份有效問卷進行分析 研究，探討組織文化對軟體流程改善推展之間的相互影響關係。研究結果發現，組織文化 確實會影響軟體流程改善之推展，其中，又以層級型文化對能否順利推展的影響最大，另 外，本研究亦發現宗族型文化對於軟體流程改善推展過程中的技術發展與知識分享扮演重 要的角色。因此，軟體工程流程小組領導者若要順利推展軟體流程改善，則在組織當中要 能預先形成這二種組織文化才能收到最大功效。