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題 名 | 價值觀、策略與績效間關係之實證研究--以電腦資訊業為例=An Empirical Study on the Relationships Among Values, Strategies and Performance: with Applications to the Computer Industry |
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作 者 | 王居卿; | 書刊名 | 淡江人文社會學刊 |
卷 期 | 3 1999.05[民88.05] |
頁 次 | 頁163-190 |
分類號 | 494.542 |
關鍵詞 | 價值觀; 策略; 績效; 資訊業; 高階管理者; Values; Strategy; Performance; Computer industry; Top manager; |
語 文 | 中文(Chinese) |
中文摘要 | 理論上,高階管理者之價值觀顯著地影響了一個企業的策略制定與選擇,更進而 會對該企業的績效有所衝擊。本研究以近年來科技急速進步及競爭相對較激烈而有賴有效策 略管理始能獲得競爭優勢的資訊業為對象,去探討高階管理者的價值觀、策略型態與公司績 效間之關係。本研究以Rokeach(1973)所發展的RVS量表去衡量價值觀,以Miles & Snow (1978) 之量表去決定公司所使用的策略型態,而績效則以包含較廣的資產報酬率去衡量。針對44 家資訊廠商的調查研究,經資料分析結果有以下的重要發現: 1.高階管理者大多是中生代年齡層、教育程度頗高而且該產業之資產報酬率大都能達6% 以上。 2.高階管理者前五項最重要的目的價值觀分別是智慧、家庭安全、成就感、刺激的生活 與自我尊重;而前五項最重要的工具價值觀分別是氣量恢宏、誠實正直、負責可靠、勇敢擔當 與雄心萬丈。 3.執行不同策略的公司,高階管理者的價值觀並無明顯的差異。 4.不同策略的採行,顯著地影響了公司的績效;即陣地防禦型的策略績效顯著地優於主動 攻擊型的策略績效。 5.高績效的高階管理者比低績效的還不重視雄心萬丈與寬恕饒人。 |
英文摘要 | The values of top managers, theoretically, will greatly affect the formulation and choice of strategy in a corporation, and then they will impact the corporate performance. This study takes the computer industry, which is facing a turbulent environment and versatile competitors, as a research object to explore the relationships among top managers' values, strategy types and corporate performance. This study verifies its values by the RVA Scales which were developed by Rokeach in 1973; the Miles & Snow Scale has been taken as the tool to judge the strategy type taken by the corporation; and the Return on Assets is adopted as the criteria to evaluate the corporate performance. Through the analysis of the data obtained from the 44 companies surveyed, some important findings emerge as follow: 1. Most of the top managers are mid-aged and with high education, and the ROA of most corporations in the computer industry exceeds 6%. 2. The top five terminal values are Wisdom, Family Security, A Sense of Accomplishment, An Exciting Life and Self-respect; and the top five instrumental values are being Broadminded, Honest, Responsible, Courageous and Ambitious or Imaginative. 3. There was no significant difference between the top managers' values and the strategies used. 4. The strategy type was significantly related to corporate performance; the performance of the Defender strategy was better than that of Prospector. 5. Regardless of the corporate performance, there was a high similarity between the top managers' value systems. However, the low performing top managers placed higher values on being ambitious and forgiving than did the high performing top managers. |
本系統中英文摘要資訊取自各篇刊載內容。