臺灣博碩士論文加值系統

Under this rapidly changing environment, it is hard to keep the same strategy. However, leaders should know the goal of company development, customers’ future needs, and issue constant change in corporate strategy. After the 1990’s, knowledge management became an important issue, as it can gradually influence organizational performance. Additionally, the execution of knowledge management, leadership behavior and corporate culture will influence business performance. Thus, this study aims to show knowledge management execution, leadership behavior and corporate culture influences the business performance in the context of financial institutions in Taiwan.
There are seven banks join this important survey which including Bank of Taiwan, Land bank, Cathay bank, Tai-shin bank, SK bank, Far Eastern bank and En-Tie bank. The research samples are to be collected and the data will be analyzed by Descriptive statistics, Ordinal least squares (OLS) and Partial Least Squares (PLS).The empirical results show that leadership, practice and culture all have positive and significant effect on Taiwan commercial banks’ organizational performance. The results of the Descriptive statistics helped to point out what aspects of the knowledge management system influence were most important for organization to execute knowledge management. According to original theory, leadership, practice and culture these three dimensions are overlapping. Therefore, assumption one is three dimensions run multiple regressions separately. They are four factors in each dimension. And, they are two to three factors in dimension are significant. Assumption two is that three dimension, there are seven factors run multiple regressions, and find out only three factors are significant. The empirical results show the banking system need to improve trust and authentic leadership and enforce other dimension to help organization to improve organizational performance.
In order to solve the problem of multicollinearity in OLS multiple regressions, a system equation model was established by using PLS method. The empirical results of PLS method for different assumptions and hypothesis shows that leadership behavior, knowledge management practice and corporate culture have positive and significant effect on organizational performance for banking institution in Taiwan.

Under this rapidly changing environment, it is hard to keep the same strategy. However, leaders should know the goal of company development, customers’ future needs, and issue constant change in corporate strategy. After the 1990’s, knowledge management became an important issue, as it can gradually influence organizational performance. Additionally, the execution of knowledge management, leadership behavior and corporate culture will influence business performance. Thus, this study aims to show knowledge management execution, leadership behavior and corporate culture influences the business performance in the context of financial institutions in Taiwan.
There are seven banks join this important survey which including Bank of Taiwan, Land bank, Cathay bank, Tai-shin bank, SK bank, Far Eastern bank and En-Tie bank. The research samples are to be collected and the data will be analyzed by Descriptive statistics, Ordinal least squares (OLS) and Partial Least Squares (PLS).The empirical results show that leadership, practice and culture all have positive and significant effect on Taiwan commercial banks’ organizational performance. The results of the Descriptive statistics helped to point out what aspects of the knowledge management system influence were most important for organization to execute knowledge management. According to original theory, leadership, practice and culture these three dimensions are overlapping. Therefore, assumption one is three dimensions run multiple regressions separately. They are four factors in each dimension. And, they are two to three factors in dimension are significant. Assumption two is that three dimension, there are seven factors run multiple regressions, and find out only three factors are significant. The empirical results show the banking system need to improve trust and authentic leadership and enforce other dimension to help organization to improve organizational performance.
In order to solve the problem of multicollinearity in OLS multiple regressions, a system equation model was established by using PLS method. The empirical results of PLS method for different assumptions and hypothesis shows that leadership behavior, knowledge management practice and corporate culture have positive and significant effect on organizational performance for banking institution in Taiwan.

Abstract………………………………………………………………………………………………………………………………………Ⅰ
Table of Contents…………………………………………………………………………………………………………III
List of Tables……………………………………………………………………………………………………………………Ⅵ
List of Figures…………………………………………………………………………………………………………………Ⅷ
CHAPTER I. INTRODUCTION………………………………………………………………………………………………1
Background of Study……………………………………………………………………………………………………1
Statement of Problem…………………………………………………………………………………………………2
Significance of Study………………………………………………………………………………………………3
Purpose of Study……………………………………………………………………………………………………………3
Questions of Study………………………………………………………………………………………………………4
Delimitations and Limitations…………………………………………………………………………4
Definition of Terms……………………………………………………………………………………………………5
CHAPTER II. LITERATURE REVIEW………………………………………………………………………………7
Organizational Performance…………………………………………………………………………………7
Knowledge and Knowledge Management……………………………………………………………9
Knowledge Management Process…………………………………………………………………………13
Knowledge Management and Human Resource Practice……………………17
Knowledge Management and Organizational Performance……………18
Corporate Culture………………………………………………………………………………………………………19
Corporate Culture and Organizational Performance……………………22
Leadership Behavior…………………………………………………………………………………………………23
Authentic Leadership………………………………………………………………………………………………28
Leadership Behavior and Organizational Performance………………29
Trust ……………………………………………………………………………………………………………………………………30
Resourcing Integration…………………………………………………………………………………………31
CHAPTER III. RESEARCH METHODOLOGY…………………………………………………………………33
Research Hypothesis…………………………………………………………………………………………………33
Research Framework……………………………………………………………………………………………………34
Research Procedure……………………………………………………………………………………………………37
Instrumentation……………………………………………………………………………………………………………38
Validity and Reliability……………………………………………………………………………………39
Data Collection……………………………………………………………………………………………………………40
Methods of Data Analysis……………………………………………………………………………………41
CHAPTER Ⅳ. EMPIRICAL RESULTS AND DISCUSSIONS…………………………………45
Reliability and Validity Analysis……………………………………………………………45
Descriptive Statistics ………………………………………………………………………………………47
Descriptive Statistics Discussions…………………………………………………………54
Correlation Analysis………………………………………………………………………………………………55
Multiple regression Results..………………………………………………………………………56
Multiple regression Discussions…………………………………………………………………64
CHAPTER Ⅴ. PLS RESULTS AND DISCUSSIONS…………………………………………………65
Testing the Measurement Model………………………………………………………………………65
PLS Results………………………………………………………………………………………………………………………67
PLS Results Discussions………………………………………………………………………………………75
CHAPTER Ⅵ. CONCLUSIONS AND RECOMMENDATIONS………………………………………77
Conclusions for Descriptive Statistics………………………………………………77
Conclusions for Multiple Regression Results…………………………………78
Conclusions for PLS Results……………………………………………………………………………80
Recommendations for Company……………………………………………………………………………81
Recommendations for Future Reseach…………………………………………………………82
REFERENCES………………………………………………………………………………………………………………………………83
APPENDIX A. COVER LETTER FOR QUESTIONNAIRE ………………………………………89
APPENDIX B. KNOWLEDGE MANGEMENT QUESTIONNAIRE…………………………………91

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