論文提要及內容：
近年來，有許多探討組織文化或是人力資源管理策略對於組織經營績效影響之議題的研究相繼出現。而台灣標竿旅館業由於多為業主的附屬事業而非本業，因此更增加了組織文化對其營運績效的影響性以及可探討性。所以本研究從組織文化的角度出發，輔以人力資源管理策略，針對台灣地區四間標竿型五星級飯店進行初步的探索性研究，以提出可供作後續研究之研究命題為目的。
本研究綜合了1990至2003年間各批學者對於組織文化構面的研究，擷取出「顧客導向」、「人員導向」、「溝通」、「穩定與創新」、「獨自或合作」、「內在導向或外在導向」、以及「長期導向」，並設計25個文化陳述句，以Q分類技術法的計分方式，界定各飯店的組織文化型態。同時以深度訪談的方式，對樣本飯店的資深人力資源部門主管進行質性訪談，以整理出各標竿飯店人力資源管理策略的具體措施。
本研究的研究結果發現，「創新」、「顧客導向」、與「內在導向」是最可能與標竿飯店的財務面績效、顧客面績效、以及員工面績效有關係的組織文化構面。而注重「創新」、「合作」的飯店有可能針對高階幹部設計獨特的甄選制度，注重「穩定」及「內在導向」的飯店則在社會化過程、晉升、績效管理、與訓練發展上可能有較成熟的作為。至於人力資源管理措施中的員工關係，則和「溝通」及「合作」文化有關；激勵措施則與「創新」、「顧客導向」、及「人員導向」有關。

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