臺灣博碩士論文加值系統

本研究以資源基礎理論和動態競爭理論的觀點為基礎來探討組織寬裕資源、人力資本、行動積極性與公司績效的關聯性。環境動態性的調節腳色的也一併被探討。本研究依據124間台灣本土公司的執行長們及高階管理團隊的回收樣本去做分析，而統計分析結果顯示人力資源對於公司的行動積極性有正向的影響關係，反過來說也有利於公司的績效。而組織寬裕資源也對於公司的績效有正向的影響。然而，環境動態性的調節腳色並沒有顯著的支持。本研究的貢獻在於以資源基礎理論和動態競爭理論的觀點來界定出公司主要的組織能力，而讓公司能在這競爭的動態環境下憑此去發展及執行其競爭優勢。

This study applies the resource-based view and the competitive dynamics perspective to explore the relationships between organizational slack, human capital, action aggressiveness, and firm performance. The moderating role of environmental dynamism is examined as well. By collecting data from CEOs and top executive members in 124 firms in Taiwan, analytical results show that human capital exert a positive effect on firm action aggressiveness, which in turn advances firm performance. Organizational slack also has a direct effect of firm performance. Nonetheless, the moderating role of environmental dynamism is not supported. The study contributes to both competitive dynamics and resource-based theories by identifying key capabilities that a firm should develop to enact competitive advantage in dynamic environments.

TABLE OF CONTENTS
中文摘要 I
ABSTRACT II
ACKNOWLEDGEMENTS III
TABLE OF CONTENTS V
LIST OF TABLES IX
LIST OF FIGURES X
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motivation. 1
1.2 Research Objective and Contribution. 2
1.3 Research Procedure. 3
CHAPTER TWO LITERATURE REVIEW 5
2.1 Theory Background. 5
2.1.1 Competitive Dynamics Perspective. 5
2.1.2 Resource-Based View. 7
2.2 Definition of Relevant Research Variables. 8
2.2.1 Organizational Slack. 8
2.2.2 Human Capital. 9
2.2.3 Action Aggressive. 10
2.2.4 Firm Performance. 11
2.2.5 Environmental Dynamism. 11
2.3 Development of Hypothesis. 12
2.3.1 Interrelationship between Organizational Slack and Action Aggressiveness. 12
2.3.2 Interrelationship between Human Capital and Action Aggressiveness. 12
2.3.3 Interrelationship between Action Aggressiveness and Firm Performance. 13
2.3.4 Interrelationship between Action Aggressiveness and Organizational Slack and Firm Performance. 13
2.3.5 Interrelationship between Action Aggressiveness and Human Capital and Firm Performance. 14
2.3.6 Interrelationship between Environmental Dynamism and Action Aggressiveness and Firm Performance. 14
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 16
3.1 Conceptual Model. 16
3.2 Definition of Variables. 16
3.3 Summary of Hypotheses. 17
3.4 Sampling Plan. 18
3.5 Question Design and Construct Measurement. 19
3.5.1 Organizational Slack. 19
3.5.2 Human Capital. 19
3.5.3 Action Aggressiveness. 20
3.5.4 Environmental Dynamism. 21
3.5.5 Firm Performance. 21
3.6 Control Variables. 22
3.6.1 Firm Level. 22
3.6.2 TMT Tenure and TMT Size. 22
3.7 Methods of Analysis. 23
3.7.1 Descriptive Statistic. 23
3.7.2 Confirmatory Factor Analysis (CFA). 23
3.7.3 Common Method Variance of Common Method Bias (CMV). 23
3.7.4 Reliability and Validity. 24
3.7.5 Pearson Correlation. 24
3.7.6 Hierarchical Regression. 24
CHAPTER FOUR RESEARCH RESULTS 26
4.1 Descriptive Statistic. 26
4.1.1 Characteristics of Research Respondent. 26
4.1.2 Characteristics of Firm. 28
4.2 Confirmatory Factor Analysis (CFA). 30
4.2.1 Organizational Slack. 30
4.2.2 Human Capital. 31
4.2.3 Action Aggressiveness. 32
4.2.4 Firm Performance. 33
4.2.5 Environmental Dynamism. 34
4.3 Full Measurement Model. 35
4.4 CMV. 37
4.5 Reliability and Validity. 38
4.6 Pearson Correlation. 39
4.7 Hierarchical Regression. 41
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 45
5.1 Discussions and Conclusion. 45
5.1.1 Theoretical Implications. 45
5.1.2 Managerial Implications. 47
5.2 Limitation and Suggestion. 48
5.2.1 Research Limitations. 48
5.2.2 Suggestion for Future Research. 49
REFERNCES 51
APPENDIX 56

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