| dc.contributor.advisor | 巫立宇 | zh_TW |
| dc.contributor.advisor | Wu, Li Yu | en_US |
| dc.contributor.author (Authors) | 郭斯敏 | zh_TW |
| dc.creator (作者) | 郭斯敏 | zh_TW |
| dc.date (日期) | 2010 | en_US |
| dc.date.accessioned | 29-Sep-2011 16:31:43 (UTC+8) | - |
| dc.date.available | 29-Sep-2011 16:31:43 (UTC+8) | - |
| dc.date.issued (上傳時間) | 29-Sep-2011 16:31:43 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0098355040 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/50744 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 企業管理研究所 | zh_TW |
| dc.description (描述) | 98355040 | zh_TW |
| dc.description (描述) | 99 | zh_TW |
| dc.description.abstract (摘要) | 本研究以大陸台商為研究對象，欲了解行銷動態能力、行銷生產力以及地主國市場之潛規則對競爭優勢及績效之影響。本研究以行銷動態能力為出發點，探究企業欲創造競爭優勢及績效所應考量之中介變數，以及當企業在進行海外直接投資時，所面臨之環境所帶來之調節效果，來建立本研究整體架構。由於研究對象為大陸台商，為提升問卷回收效率及效果，本研究樣本架構採用便利抽樣及滾雪球之方式， 主要發放對象為大陸台商高階經理人，涵蓋國立政治大學台商班、EMBA班、校友會、研究人員相關人脈，整體回收對象擴及製造業及服務業，總回收份數為67份，扣除填答不完全者，有效問卷共63份。本研究以成對樣本t檢定及迴歸模型驗證假說，研究結果發現行銷生產力在研究架構中具有重要中介意義，行銷動態能力不僅被視為能耐，更能轉化為台商的行銷資產，並且透過行銷資產的投入，愈能有效運用其資產以產出有效果之行銷生產力，愈能提升其競爭優勢與績效，且潛規則的調節效果，更凸顯行銷生產力的重要性，台商應更重視政治利害關係人所帶來的影響並應加以管理，當台商同時能夠愈有效利用潛規則顯性管理工具管理社會-政治利害關係人時，愈能夠強化行銷生產力提升競爭優勢與績效的效果，且政治利害關係人對台商造成經營上的影響程度，顯著高於非政治利害關係人所造成之影響，因此台商應將管理工具資源投入較高比重上放在政治利害關係人之管理上。 | zh_TW |
| dc.description.tableofcontents | 第壹章 緒論 1第一節 研究背景 1第二節 研究動機 3第三節 研究目的 4第貳章 文獻探討 5第一節 行銷動態能力(Marketing Dynamic Capability) 52.1.1 行銷動態能力之定義 52.1.2 行銷動態能力之衡量 7第二節 行銷生產力(Marketing productivity) 9第二節 行銷生產力(Marketing productivity) 92.2.1行銷生產力之定義 92.2.2行銷生產力之衡量 10第三節 潛規則(Hidden Rules) 112.3.1潛規則之定義 112.3.2潛規則之衡量 13第四節 研究假說 152.4.1行銷動態能力與行銷生產力 152.4.2行銷生產力與競爭優勢及績效 162.4.3 行銷動態能力與競爭優勢及績效 172.4.4 調節變項：潛規則 17第参章 研究設計 19第一節 操作型定義與衡量方法 193.1.1 行銷動態能力 193.1.2 行銷生產力 213.1.3 潛規則 213.1.4 競爭優勢 233.1.5 績效 23第二節 研究對象與抽樣分析 25第三節 研究方法 263.3.1 敘述性統計分析 263.3.2 因素分析 263.3.3 信、效度分析 273.3.4 成對樣本t檢定 273.3.5 相關分析 283.3.6 迴歸分析 283.3.6階層迴歸分析 29第肆章 實證分析 30第一節 樣本輪廓分析 30第二節 因素分析 36第三節 信度及效度分析 38第三節 信度及效度分析 38第四節 成對樣本t檢定 40第五節 相關分析 41第六節 假設檢定 434.6.1 行銷動態能力對行銷生產力影響之檢定 434.6.2 行銷生產力對競爭優勢與績效影響之檢定 444.6.3競爭優勢對績效影響之檢定 444.6.4 行銷動態能力對競爭優勢與績效影響之檢定 454.6.5 調節變項潛規則對行銷動態能力及行銷生產力對競爭優勢與績效影響之檢定 46第伍章 結論與建議 51第一節 研究結果與討論 51第二節 管理實務建議 53第三節 研究限制與後續研究建議 55參考文獻 57表目錄表2.1：貪汙知覺指數(資料來源：Transparency International 2010) 14表3.1：行銷動態能力衡量構面與問項 20表3.2：行銷生產力衡量構面與問項 21表3.3：潛規則衡量構面與問項 22表3.4：競爭優勢衡量構面與問項 23表3.5：績效衡量構面與問項 24表4.1：職務次數分配 31表4.2：執掌區域次數分配 31表4.3：職務次數分配 32表4.4：員工數次數分配 32表4.5：營業額次數分配 33表4.6：資本額次數分配 33表4.7：總公司成立年數次數分配 34表4.8：大陸營運年數次數分配 34表4.9：進入大陸市場策略次數分配 35表4.10：因素分析結果 36表4.12：政治-非政治利害關係人之成對樣本t檢定 40表4.13：相關係數矩陣 42表4.14：行銷動態能力對行銷生產力影響之迴歸檢定 43表4.15：行銷生產力對競爭優勢與績效影響之迴歸檢定 44表4.16：競爭優勢對績效影響之迴歸檢定 45表4.17：行銷動態能力對競爭優勢與績效影響之迴歸檢定 45表4.18：調節變項(潛規則-顯工具)對自變數、依變數影響模式摘要 47表4.19：階層模式變異數分析 48表4.20：階層迴歸分析係數表 49表5.1：研究假設結果彙整表 51圖目錄圖1.1：2010年中國大陸利用外商直接投資實際累計金額─國家別 2圖1.2：2010年台灣累計對外投資統計─國家別 2圖2.1：Fang and Zou (2009)之架構 6圖2.2：研究架構 18 | zh_TW |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0098355040 | en_US |
| dc.subject (關鍵詞) | 行銷動態能力 | zh_TW |
| dc.subject (關鍵詞) | 行銷生產力 | zh_TW |
| dc.subject (關鍵詞) | 潛規則 | zh_TW |
| dc.subject (關鍵詞) | 海外直接投資 | zh_TW |
| dc.subject (關鍵詞) | 大陸台商 | zh_TW |
| dc.title (題名) | 行銷動態能力、行銷生產力、潛規則與績效之關係─以大陸台商為例 | zh_TW |
| dc.title (題名) | The relationship among marketing dynamic capability, marketing productivity, hidden rules and firm performance - Taiwanese companies in China | en_US |
| dc.type (資料類型) | thesis | en |
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