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探討知識基礎資源、創業導向與環境變動對經營績效之影響吳承恕 Unknown Date (has links)
知識基礎學說認為掌握知識基礎資源,就可以讓績效提升,但忽略了組織如何運用知識的因素,Wiklund & Shepherd(2003)認為創業導向可代表組織運作的方式,恰可用來解釋企業掌握並利用知識基礎資源的成效。本研究以台灣的中小企業為主,探討知識基礎資源對於經營績效的影響,進一步探討組織的創業導向程度,和組織所處環境的變動程度是否會影響知識基礎資源和經營績效的關係。
本研究採用問卷調查的方式,針對1297個中小企業發放問卷,共計回收128份,回收率9.9%。
結果發現:
一、企業的知識基礎資源會影響公司經營績效
二、創業導向程度不同會影響公司經營績效
三、創業導向的程度正向影響知識基礎資源對經營績效的關係
四、環境的變動正向影響知識基礎資源對經營績效的關係
企業的知識基礎資源和創業導向均會影響經營績效,且創業導向和環境變動也均會對知識基礎資源和經營績效產生正向關係。
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創業導向與寬裕資源對於中小企業經營績效之影響 / Influences of entrepreneurial orientation and slack resource on the performance of small and medium-size businesses郭于鼎, Kuo, Yu Ting Unknown Date (has links)
本研究採用「策略-結構-績效典範」的觀點作為研究架構的基礎。在這樣的觀點下,組織的經營策略需與結構配合才能創造出最好的營運績效(Miller and Friesen,1982;Miles and Snow,1978 ; Mintzberg,1973)。本研究以台灣的中小企業為主,探討創業導向透過對組織寬裕資源及策略性規劃的影響,是否會進一步為中小企業事業績效帶來成長。
本研究採用問卷調查的方式,針對台灣1353個中小企業發放問卷,共計回收182份,回收率13.46%。
本研究結果發現:
1.創業導向策略會影響組織寬裕資源
2.創業導向策略會影響策略性規劃活動
3.組織寬裕資源不一定會影響組織經營績效
4.策略性規劃活動會影響組織經營績效
企業的創業導向策略對於組織寬裕資源及策略性規劃活動產生正向關係,組織寬裕資源不一定會與組織經營績效產生正向關係,策略性規劃活動對於組織經營績效產生正向關係。
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市場導向新思維下之顧客價值創造-提案式經營之概念性模式建構林紜亘 Unknown Date (has links)
本研究屬於探索性的研究,透過文獻探討並從兩家日本個案公司-JASCO與Origin實務做法之相似處,從中歸納整理並建構提案式經營之概念性模式。提案式經營必須同時具有市場導向與創業導向互相搭配之組織文化,且要有高階管理者的支持。在兩導向相輔相成的運作之下,組織將有能力發掘顧客心中潛在、未能清楚表達的新需求,同時發展滿足此新需求所需的新技術能力,因此能夠有效促進新需求與新技術之搭配以形成一新的產品/服務提案,並主動提供給未察覺此需求的顧客。由於提案是奠基於真正了解顧客心中的需求與所渴望的價值,並融入了與顧客互動,也因而能創造真正卓越的顧客價值、幫助顧客成功,不僅達到最高的顧客滿意,更讓顧客感動。提案式經營可透過卓越的顧客價值創造,為組織帶來價值創造、改變市場和領導地位的競爭優勢。提案式經營本質上即是一種驅動市場的組織運作,是市場導向新思維下顧客價值創造之道。
提案式經營的精髓在於新市場的開創,透過市場導向與創業導向文化相輔相成的運作之下,企業能有足夠的意願與能力去有效搭配新需求與新技術,進而開創一個新市場。能幫助廠商培養洞察新市場機會的眼光、看到未來的需求,並發展用以實現新市場機會所需的能力,因此能夠掌握到市場先機,能比競爭者更早一步進入新市場,獲得先進入者優勢。為了能在競爭激烈的環境下生存、掌握市場先機,台灣企業也應該實行提案式經營,以便能夠驅動市場並提昇在全球的競爭力,擺脫代工的命運、創造更高附加價值的產品。 / This study is an exploratory research. By reviewing literature and studying the two Japanese cases -JASCO and Origin, a conceptual framework of proposal-type management is constructed. Proposal-type management requires the alignment of market orientation and entrepreneurship orientation cultures, and must be supported by the top management. Under the coordination of the two cultures, the organization will have the abilities to discover the latent and unexpressed needs of the customers, and develop the necessary technologies, which can be used to meet the new needs, in good time. Therefore, the match of the cultures can catalyze the match of the new needs and the new technologies to generate a proposal, which can be further proposed to the customers. Because the proposal is based on thorough understanding the true needs and the desired value of the customers, it is affirmed to create superior customer value, achieve customer success, fulfill the highest customer satisfaction, and impress the customers. Through superior customer value creation, the firm will acquire the competitive advantages, including value creation, change, and leadership. Proposal-type management is a kind of market-driving organizational operation in nature, which inferred that it is a way of customer value creating under the new thinking of market orientation.
The core value of proposal-type management lies in creating a new market. Under the cultural coordination of market orientation and entrepreneurship orientation, the firm has the will and capacity to match the new needs and the new technologies precisely and then create a new market. It can make the firm develop the insight into new market opportunity and the necessary abilities to fulfill it. Consequently, the firm can seize the market opportunity and gain the first-entry advantage by entering the new market in advance of the competitors. In order to survive in the intensive competition and to seize the new market opportunity, the firms in Taiwan should implement proposal-type management, which is helpful to drive market and acquire the globally competitive capabilities. It could also help the firms in Taiwan get rid of the fate of OEM and create high value-added products.
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