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題名 | Relationships between Corporate Culture, Organizational Structure, Management Style and Business Performance: A Comparative Study of American, Japanese and Taiwanese Firms |
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作者 | 蘇國禎; | 書刊名 | 高苑學報 |
卷期 | 7:2 1998.08[民87.08] |
頁次 | 頁159-173 |
分類號 | 553.9 |
關鍵詞 | 企業文化; 組織結構; 管理結構; 經營績效; Corporate culture; Organizational structures; Management styles; Business performances; |
語文 | 英文(English) |
英文摘要 | The purposes of this study are to investigate (1)similarities and differences in corporate culture, organizational structures, management styles, and business performances among firms with different investment origins and operating backgrounds, and (2)interrelationships among the above four major constructs. The authors drew on a survey of 189 executives of Taiwanese, American and Japanese firms operating in Taiwan. The study results indicated that a firm's management styles and business performances are associated with its corporate culture and organizational structures. Specifically, American firms favored a culture orientation of innovation and focused on developing new products and markets, introducing new production techniques, and adopting new management methods. These firms tended to have higher levels of normalization, integration, and feedback speed on their strategic decisions. Japanese firms favored a team work organizational climate with higher levels of corporate identity and risk avoidance. These firms tended to have significantly lower levels of normalization, integration and higher levels of delegation authorities. Taiwanese firms emphasized an autocratic management style that favor employee's royalty and working experiences. Finally, firms with higher degree of innovation and corporate identity tended to have higher levels of normalization, integration and feedback speed, but have lower levels of centralization. |
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