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題名 董事會動機與能力、策略資源投入及經營績效關聯性之探討
作者 林侑正
Lin, Yu Cheng
貢獻者 林宛瑩
林侑正
Lin, Yu Cheng
關鍵詞 董事會動機與能力
策略資源投入
競爭策略
經營績效
board motivation and capability
strategic resource input
competitive strategy
operating performance
日期 2009
上傳時間 9-May-2016 15:07:13 (UTC+8)
摘要 企業之競爭策略，對於其生存與發展具有舉足輕重的影響力，而董事會依法對策略負有監督與協助制定之責，以提升企業績效，極大化股東財富。各理論學派也均同意董事會在策略制定上具有重要影響力。故本研究參考Baysinger and Robert (1990)及Pearce and Zahra (1992)等學者的理論架構，納入策略資源投入(衡量企業策略)，並依He and Mahoney (2006)之建議，將董事會特性劃分為董事會動機與能力兩部份，探討董事會動機與能力、策略資源投入及經營績效之關聯性。
本研究之主要研究結論包括：
1.董事會動機和能力與研發策略資源投入有顯著關聯性，但對其餘三種策略資
源投入(降低成本、行銷、品牌)無顯著影響。而Pearce and Zahra
(1992)認為策略會影響董事會組成之看法，本研究實證結果並不支持。
2.董事之參與程度越高，企業之經營績效越好，而監察人之參與程度則與經營
績效無顯著之關聯性。
3.納入策略資源投入變數後，董事會動機與能力變數仍維持與企業績效呈顯著
相關，而整體模型解釋力提升。
4.董監持股與經理人持股對所有策略資源投入與經營績效關聯性有顯著影響，
而機構投資人持股、董事會規模、董事會專業性與董事會參與程度則對部份
策略資源投入與經營績效關聯性有顯著影響。
A company’s competitive strategy plays a crucial role in its sustainable development. In order to escalate the performance of the company and maximize the wealth of the shareholders, the board should oversee in the process of formulating a strategy and assist when the strategy is under its way. All corporate governance theorists agree that the board has important influence on strategy planning. Adopting the framework of Baysinger and Robert (1990), and Pearce and Zahra (1992), this study takes “strategic resource input”(measuring corporate strategy) into another consideration. This research also divides the board characteristics into board motivation and capability according to the advices of He and Mahoney (2006). The present study aims to investigate the relationship among board motivation and capability, strategic resource input and operating performance.
Several conclusions can be summarized as follows:
First, the board motivation and capability is significantly related to R&D strategic resource input while the other three strategic resource input(cost-down, sale, patent) plays little role in this study. In addition, the empirical results don’t support what Pearce and Zahra (1992) claim that strategy will affect the board’s composition.
Next, the results indicate that better operating performance is associated with higher participation figure of the directors but not the inspectors.
Next, incorporating strategic resource input into the study enhances the explanatory power of the model whereas the effect of board motivation and capability on operating performance remains the same .
Finally, the present study suggests that stock holdings of the board and the manager seem to have significant effect on the relationship of strategic resource input and operating performance. In addition, other factors, such as the board scale, professionalism and participation figure, have partial effect on the relationship between strategic resource input and operating performance.
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描述 碩士
國立政治大學
會計學系
96353019
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0096353019
資料類型 thesis
dc.contributor.advisor 林宛瑩zh_TW
dc.contributor.author (Authors) 林侑正zh_TW
dc.contributor.author (Authors) Lin, Yu Chengen_US
dc.creator (作者) 林侑正zh_TW
dc.creator (作者) Lin, Yu Chengen_US
dc.date (日期) 2009en_US
dc.date.accessioned 9-May-2016 15:07:13 (UTC+8)-
dc.date.available 9-May-2016 15:07:13 (UTC+8)-
dc.date.issued (上傳時間) 9-May-2016 15:07:13 (UTC+8)-
dc.identifier (Other Identifiers) G0096353019en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/95092-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 會計學系zh_TW
dc.description (描述) 96353019zh_TW
dc.description.abstract (摘要) 企業之競爭策略，對於其生存與發展具有舉足輕重的影響力，而董事會依法對策略負有監督與協助制定之責，以提升企業績效，極大化股東財富。各理論學派也均同意董事會在策略制定上具有重要影響力。故本研究參考Baysinger and Robert (1990)及Pearce and Zahra (1992)等學者的理論架構，納入策略資源投入(衡量企業策略)，並依He and Mahoney (2006)之建議，將董事會特性劃分為董事會動機與能力兩部份，探討董事會動機與能力、策略資源投入及經營績效之關聯性。
本研究之主要研究結論包括：
1.董事會動機和能力與研發策略資源投入有顯著關聯性，但對其餘三種策略資
源投入(降低成本、行銷、品牌)無顯著影響。而Pearce and Zahra
(1992)認為策略會影響董事會組成之看法，本研究實證結果並不支持。
2.董事之參與程度越高，企業之經營績效越好，而監察人之參與程度則與經營
績效無顯著之關聯性。
3.納入策略資源投入變數後，董事會動機與能力變數仍維持與企業績效呈顯著
相關，而整體模型解釋力提升。
4.董監持股與經理人持股對所有策略資源投入與經營績效關聯性有顯著影響，
而機構投資人持股、董事會規模、董事會專業性與董事會參與程度則對部份
策略資源投入與經營績效關聯性有顯著影響。		zh_TW
dc.description.abstract (摘要) A company’s competitive strategy plays a crucial role in its sustainable development. In order to escalate the performance of the company and maximize the wealth of the shareholders, the board should oversee in the process of formulating a strategy and assist when the strategy is under its way. All corporate governance theorists agree that the board has important influence on strategy planning. Adopting the framework of Baysinger and Robert (1990), and Pearce and Zahra (1992), this study takes “strategic resource input”(measuring corporate strategy) into another consideration. This research also divides the board characteristics into board motivation and capability according to the advices of He and Mahoney (2006). The present study aims to investigate the relationship among board motivation and capability, strategic resource input and operating performance.
Several conclusions can be summarized as follows:
First, the board motivation and capability is significantly related to R&D strategic resource input while the other three strategic resource input(cost-down, sale, patent) plays little role in this study. In addition, the empirical results don’t support what Pearce and Zahra (1992) claim that strategy will affect the board’s composition.
Next, the results indicate that better operating performance is associated with higher participation figure of the directors but not the inspectors.
Next, incorporating strategic resource input into the study enhances the explanatory power of the model whereas the effect of board motivation and capability on operating performance remains the same .
Finally, the present study suggests that stock holdings of the board and the manager seem to have significant effect on the relationship of strategic resource input and operating performance. In addition, other factors, such as the board scale, professionalism and participation figure, have partial effect on the relationship between strategic resource input and operating performance.		en_US
dc.description.tableofcontents 第壹章 緒論 1
第一節 研究動機與目的 1
第二節 研究架構與預期貢獻 5
第三節 論文章節架構 9
第貮章 文獻探討 10
第一節 公司治理 10
第二節 企業策略 24
第三節 董事會與競爭策略 31
第四節 董事會動機和能力與經營績效 42
第五節 董事會動機與能力、競爭策略與經營績效之關聯性 49
第參章 研究方法 53
第一節 研究假說 53
第二節 研究期間與樣本資料來源 58
第三節 分析方法 59
第四節 研究變數之定義與衡量 62
第肆章 實證結果分析 69
第一節 樣本資料分析 69
第二節 相關係數分析 75
第三節 迴歸分析 79
第四節 額外探討 100
第伍章 結論與建議 106
第一節 結究結果之彙整 106
第二節 研究限制 112
第三節 後續研究建議 113
參考文獻 114		zh_TW
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0096353019en_US
dc.subject (關鍵詞) 董事會動機與能力zh_TW
dc.subject (關鍵詞) 策略資源投入zh_TW
dc.subject (關鍵詞) 競爭策略zh_TW
dc.subject (關鍵詞) 經營績效zh_TW
dc.subject (關鍵詞) board motivation and capabilityen_US
dc.subject (關鍵詞) strategic resource inputen_US
dc.subject (關鍵詞) competitive strategyen_US
dc.subject (關鍵詞) operating performanceen_US
dc.title (題名) 董事會動機與能力、策略資源投入及經營績效關聯性之探討zh_TW
dc.type (資料類型) thesisen_US
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