臺灣博碩士論文加值系統

中文摘要

全球的商業環境逐步邁向全球化，競爭愈顯激烈且不分國界，但還是有許多企業能卓越成長、擁有高獲利表現、拓展事業版圖等。在過去多視有形資產(如：土地、廠房、設備等)與一些無形資產(如：專利、公司商譽等)為使企業能脫穎而出的因素。Dunning(2000)提出了一項新的想法-「關係資產」。他指出與各種利益關係人建立、發展、維持並提昇良好互動關係能夠為企業帶來許多潛在的關係資源，這些資源因其難以模仿與移轉的特性，能提升一企業之競爭地位。Galbreath (2002)也指出這類的關係資產構成了企業最有價值的資本儲藏。但過去相關研究，研究者較少關心「關係資產」與「競爭優勢」、「績效表現」的關係，有鑑於此，本研究之目的主要探討這三者之間的關係。

本研究以2004年商業週刊所出版之針對國內上市、上櫃，以及興櫃公司於2003年營收總體表現之前一千家公開發行公司為研究主體。本研究共寄出問卷1000份，回收125份，剔除無效問卷3份，有效問卷為122份，有效回收率為12.2%。分別以敘述統計、ANOVA、T-tests、相關分析，得出重要結果如下：

1). 受訪者對於21項作者所整理之潛在的關係資產皆持正面的看法，認為這21項關係資產對公司是重要的。
2). 作者所整理出來之13種利益關係人，對於公司的競爭優勢皆有正面的影響。其中又以員工、經理人員、顧客與財務支持者(如：銀行與投資者)為對競爭優勢最關鍵的關係人。
3). 與所有利益關係人保持良好互動關係而帶來的較好的競爭優勢對於企業之效率及效能績效表現有正面的影響。

本研究主要的貢獻之處有二：其一是作者彙整了21項關係資產並提出了延伸人脈的概念以期能激發經理人員重新檢視其公司的關係網絡，並發掘這些關係中的潛在價值; 另一方面，研究顯示關係資產對於企業之效率績效及效能績效表現有正面的影響，希望藉此更能促使企業更加重視企業之人脈關係的開發、維繫與提昇。最後，本研究進一步提出在實務上意涵的討論與後續研究之建議。

Abstract

The business world is globalizing. The competition is transnational and getting more and more keen. However, many enterprises are still growing up, making a great profit and spreading out their business activities. Dunning (2000) proposed a thoughtful concept called “Relational Assets”. He emphasized the importance of relationships with stakeholders. These relationships will bring company potential resources and assistances while needed. Galbreath (2002) proposed that relational assets are a kind of intangible assets to a company for competing with competitors. He also mentioned that these relational assets constitute a firm’s most valuable store of capital and their most important intangible assets. However, the relative works in passing years emphasize tangible assets or some intangible assets (ex: reputation, patent, and so on). In passing years, the researchers were less concerned about the relational assets. However, relational asset is one of important intangible asset we should pay attention how to enhance competitive advantage and enhance performance. Thus, this study focuses on the relationships among relational assets, the competitive advantages, and corporate performance.

The top 1000 large public companies (They are listed company, OTC company, and emerging stock company) are the research population in this study. The author mailed 1000 questionnaires and 125 are retrieved. Eliminating 3 useless copies, there are 122 effective samples. The effective rate of retrieve is 12.2%. Based on descriptive analysis, ANOVA, T-tests, and correlation analysis, the author obtains the results and findings as follows:

1). Senior executives have positive perceptions of the 21 relational assets.
2). Good interactions with stakeholders will strengthen a company’s competitive advantages, especially, those good interactions with employees, executives, customers, and financial supporters.
3). These competitive advantages from good interactions with all stakeholders will promote a company’s efficiency and effectiveness performance.

The primary contribution of this research contains two respects. First, this research has summarized 21 potential relational assets which from good relationships with stakeholders. The author listed thirteen main stakeholders to a focal firm and proposed the idea of extended relationships which has been generated for better explaining all the relationships to a focal firm. It may give managers some motivations to investigate their own relationship web and to mine for their full value. Second, this study has provided the evidences for the significant positive relationships between relational assets and performance. This may catch managers’ attentions for paying more attentions on managing and developing their relationships with all stakeholders.

Finally, according to the conceptual framework and research findings, the author provides some meaning and suggestions in the practices and future directions.

Chapter 1 Introduction 1
1.1 Research Background 1
1.2 Objectives of the Research 2
1.3 Contributions from the thesis 2
1.4 The Research Process 4
Chapter 2 Literature Review 5
2.1 Social Capital 6
2.1.1 Summary 8
2.2 Network 10
2.2.1 Summary 13
2.2.2 Embeddedness, Structural holes, Strength of weak ties 13
2.3 Relationship and Guanxi 15
2.3.1 Relationship 15
2.3.2 Guanxi 18
2.3.3 Summary 20
2.4 Summary of Social Capital, Network, and Relationships/Guanxi 21
2.5 Relational Asset 22
2.5.1 The Characteristics of Firm Specific R-assets 24
2.5.2 Summary 24
2.6 Competitive Advantage and Sustainable Competitive 25
2.6.1 Summary 28
2.7 Corporate Performance 28
2.7.1 Summary 29
Chapter 3 Conceptual Framework 30
3.1 Introduction 30
3.2 The Relationship Web of Firms 30
3.2.1 Components of Relational Assets 35
3.3 Conceptual Framework 36
3.3.1 Relational Assets 38
3.3.1.1 Relational Assets Come From Stakeholders 38
3.3.2 Competitive Advantages 40
3.3.2.1 Work Efficiency 41
3.3.2.2 Quality 41
3.3.2.3 Innovation 42
3.3.2.4 Customer Responsiveness 42
3.3.2.5 Flexibility 42
3.3.2.6 Reputation 42
3.3.2.7 Financial status 43
3.3.3 Performance 43
3.4 Operational Definition 44
3.5 Hypotheses and Propositions 45
Chapter 4 Research Design 49
4.1 Introduction 49
4.2 Population Definition 49
4.2.1 Listed Company 49
4.2.2 Over-the-Counter Company 51
4.2.3 Emerging Stock Company 53
4.2.4 Summary 54
4.3 Sample Size and Data Sources 55
4.4 Survey Approach 56
4.5 Instrument Development 56
4.5.1 The Questionnaire 56
4.5.2 Pre-testing The Questionnaire 57
4.6 Data Collection Procedure 58
4.6.1 Mail Questionnaire Survey Process 58
4.6.2 Complimentary Letter 58
4.6.3 Response Rate 58
4.7 Data Analysis 59
Chapter 5 Data Analysis 60
5.1 Introduction 60
5.2 Test of Reliability 60
5.3 Test of Validity 60
5.4 Analysis of Relational Resource (PartⅠ) 61
5.4.1 Overview 61
5.4.2 Perceptions of Relational Resource in Different Industry 65
5.4.3 Comparisons among Manufacturing Industry, Service Industry 73
5.4.4 Comparisons between Manufacturing Industry and Service Industry 74
5.4.5 Comparisons between Manufacturing Industry and Financial Industry 74
5.4.6 Comparisons between Service Industry and Financial Industry 75
5.4.7 Summary 75
5.5 Analysis of Competitive Advantage (PartⅡ) 79
5.5.1 Overview 79
5.5.2 Perception of Competitive Advantage Indicators 85
5.5.2.1 Perceptions of Work Efficiency 85
5.5.2.2 Perceptions of Product/Service Quality 86
5.5.2.3 Perceptions of Innovation 86
5.5.2.4 Perceptions of Customer Responsiveness 87
5.5.2.5 Perceptions of Flexibility of Product 88
5.5.2.6 Perceptions of Flexibility of Business Process 88
5.5.2.7 Perceptions of Reputation 89
5.5.2.8 Perceptions of Financial Status 89
5.5.3 Summary 90
5.6 Analysis of Corporate Performance (PartⅢ) 91
5.6.1 Overview 91
5.6.2 Perception of Competitive Advantages with Corporate 92
5.6.3 Summary 93
Chapter 6 Conclusions and Discussion 98
6.1 Introduction 98
6.2 Major Research Findings 98
6.2.1 Relational Assets 98
6.2.2 Competitive Advantages 99
6.2.3 Corporate Performance 100
6.3 Implications 100
6.4 Limitations 103
6.5 Future Research Directions 104
References 105
Appendix 1 Questionnaire 112
Appendix 2-1 Multiple Comparison (Scheffe)(CA1) 119
Appendix 2-2 Multiple Comparison (Scheffe)(CA2) 123
Appendix 2-3 Multiple Comparison (Scheffe)(CA3) 127
Appendix 2-4 Multiple Comparison (Scheffe)(CA4) 131
Appendix 2-5 Multiple Comparison (Scheffe)(CA5) 136
Appendix 2-6 Multiple Comparison (Scheffe)(CA6) 140
Appendix 2-7 Multiple Comparison (Scheffe)(CA7) 144
Appendix 2-8 Multiple Comparison (Scheffe)(CA8) 148

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