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題 名 | 大陸臺商策略聯盟管理作為與其績效之關聯性研究=An Empirical Study of the Relationship between the Management Practices and the Performance of Taiwanese Strategic Alliances in China |
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作 者 | 高孔廉; 鍾東仁; | 書刊名 | 中原學報 |
卷 期 | 32:2 2004.06[民93.06] |
頁 次 | 頁121-139 |
分類號 | 555.77 |
關鍵詞 | 策略聯盟; 聯盟管理作為; 聯盟類型; 聯盟績效; Strategic alliances; Types of alliances; Management practices; Performances of alliances; |
語 文 | 中文(Chinese) |
中文摘要 | 本研究主要探討聯盟管理作為對聯盟績效之影響。聯盟管理作為包括聯盟規劃程度、溝通程度、控制程度與信任程度,聯盟績效則包括主觀滿意度與客觀的利潤等。研究對象是至民國九十一年第三季止,證交所上市之電機業、資訊電子業及食品業,其中以策略聯盟赴大陸投資之台商。共寄發350份問卷,回收46份,扣除填答不完整之無效問卷12份,共計有效回收問卷34份,有效回收率9.71%。 回收問卷經敘述統計、檢定、一因子變異數分析、二因子變異數分析與相關分析等統計方法整理後,重要研究結論如次: 一、聯盟管理作為之重要程度依次為聯盟規劃(包括聯盟成員問能夠清楚定義聯盟後所要連成的共同目標、成員問共同訂定詳細的規則以規範彼此的行為、聯盟成員間共同規劃有利於未來聯盟運作之組織架構與公司能夠清楚地了解每一聯盟成員參與聯盟之動機等議題)、聯盟控制(機密受到嚴密與妥善的保護)、聯盟溝通與聯盟信任程度。 二、經t檢定與變異數分析發現,有股權投資之聯盟對聯盟管理作為有顯著影響。有股權投資之聯盟類型其在聯盟溝通、聯盟控制與聯盟信任上,較無股權聯盟者為高。但是無股權之各類價值活動聯盟對聯盟管理作為則無顯著影響。 三、聯盟管理作為(聯盟規劃程度、聯盟溝通程度、聯盟控制程度、聯盟信程度)與聯盟續效(主觀績效、聯盟運作滿意度、聯盟目標達成度、聯盟客觀績效)之關係皆達正向顯著水準(p<O.Ol)。其中,聯盟規劃程度與聯盟主觀績效(包括聯盟運作程度與聯盟目標達成度等)之相關程度最高,而聯盟控制程度則與聯盟客觀績效相關程度最高,顯示聯盟管理作為愈佳者,聯盟績效愈高。 四、本研究建議未來將赴大陸投資以及目前正在大陸投資之台灣企業,採取策略聯盟是降低風險、提高企業競爭力的一項有妓做法。有股權的策略聯盟,其聯盟績效比無股權聯盟類型的企業要來的高,而且對聯盟運作過程也較滿意,同時也能達到提升企業競箏力、強化企業本身技術能力之優點。其原因在於涉及股權之聯盟類型,會加強在聯盟管理作為上的活動,藉由聯盟類型與聯盟管理作為的互補效用,產生較高的聯盟續效。 |
英文摘要 | The purose of this study is to investigate the relationship between the management practices and the performance of Taiwanese strategic alliances in China. Management practices include the degrees of planning, communicating, controlling and trust. Performance includes subjective satisfaction and objective profit performance. A total of 350 questionnaires were mailed and 34 effective retums were received. The methods used in the research inc1ude descriptive statistics, ANOV A analysis, correlation analysis and canonical correlation. Most of the previous related literature of business strategic alliances, scholàrs all focused on relationship of the types of the alliances and their performance, but did not look into the relationship between management practices and performances of the alliances. In this empirical study, we focus on the relationship of management practices and the performances in China. These empirical results summarize as follows: 1. Themost important of the management practices of the alliances is the planning function of alliances (to define the common goal c1early,to set rules in detail as a deci-sion guide, to plan a suitable organization structure of business, and to understand the partner's motives of participating the alliance. Then, the next important is the controlling function of alliances (inc1uding protecting of the business information carefully), followed by communication and mutual trust. 2. The types of the alliances have significant impact on management practices. The alliances involving capital investment are more concemed with the management practices of al1iances. However, functional alliances without capital investment do not pay more attention to management prachces 3. The management practices of alliances, inc1uding the degrees of the planning, communicating, controlling and true have significant influences to the performances of the alliances. Furthermore, the degree of planning is most important to the subjective performance, whereas the degree of controlling is most important to the objective performance. As a resu1t, the better the management practices, the higher the performances of the strategic alliances. 4. This study suggests that the strategic alliance is an effective method to reduce the risk of investment and enhance the competitiveness of companies. Besides, the performances of those that involved capital investment are better than those not involved. This is because that the more capital the company invests in, the higher management practice the company would focus on, that resu1t in higher performance of alliances. |
本系統中英文摘要資訊取自各篇刊載內容。