本研究以台灣日商汽車產業為研究情境，選取隸屬於同一國際日系企業集團之三家在台子公司作為研究對象，透過深度訪談十二位跨世代與跨職能受訪者，探討Z世代工作價值觀在組織中之內涵，以及跨世代互動與制度回應如何逐步形成跨世代共融之歷程。 本研究發現：(1)Z世代之核心訴求在於制度之合理性、公平性與可預期性，而非全然抗拒工作規範；非Z世代員工透過觀察Z世代之行為，經歷了由質疑、理解至反身覺察之「被動覺醒」歷程，顯示其對彈性與自主之渴望長期受制度慣性壓抑。(2)人力資源單位與管理者在跨世代價值轉化中，扮演制度轉譯者之關鍵角色，將個別世代之訴求轉化為具跨世代普遍效益之制度安排。(3)原本針對Z世代設計之彈性措施，於實務中呈現跨世代之溢出效應，顯示Z世代所揭露之制度需求，本質上為所有世代長期共同渴望，而非世代特有。本研究亦針對日式管理研究提出理論再詮釋，並提出制度透明化、溝通模式轉型，以及人資與管理者制度轉譯訓練等管理意涵，為台灣日商企業之世代管理實務提供參考。;This study examines the integration among different generations of employees in three Taiwanese subsidiaries owned by a Japan-based automotive group， including the vehicle assembly， parts manufacturing， and trading companies. Data are collected through in-depth interviews with twelve cross-generational and cross-functional participants， including Baby Boomer， Generation X， Millennial， and Generation Z employees as well as human resource practitioners. It is found that Generation Z′s place great emphasis on values such as rationality， fairness， and predictability of management， which awaken non-Generation Z employees and ignite their reflexive awareness and needs of flexibility and autonomy. Flexible practice originally designed for Generation Z delivers a cross-generational spillover effect， revealing the fact that certain needs are commonly shared by employees from all walks of life. Drawn on the findings， managerial implications and suggestions for future research are thus discussed.
