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研究生:廖曜生
研究生(外文):Yao-Sheng Liao
論文名稱:資源共享、企業控制策略與人力資源管理控制的角色:台灣集團企業子公司的實證研究
論文名稱(外文):The Role of Resource Sharing, Corporate Control Strategy, and Human Resource Management Control System: An Empirical Study for Subsidiaries of Conglomerates in Taiwan
指導教授:蔡明田蔡明田引用關係
指導教授(外文):Ming-Tien Tsai
學位類別:博士
校院名稱:國立成功大學
系所名稱:企業管理學系碩博士班
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
畢業學年度:90
語文別:英文
論文頁數:161
中文關鍵詞:人力資源管理控制多角化資源共享企業控制策略
外文關鍵詞:HRM control systemcorporate control strategyresource sharingdiversification
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Abstract
The relationship between diversification strategy and performance outcomes is complex. The variance in overall performance should be traced to business-level. In Taiwan, the implementation of diversification strategy leads to the formation of conglomerates. The measure of performance should be traced to each subsidiary instead of overall performance. Human resource management is one of the principal mechanisms by which managers integrate the actions of individuals to keep them conformant with the interests of the firm. Thus, HRM control system has great effect on firm performance, its mismanagement can lead to confusion and inefficiency.
A competitive advantage can be created through the unique bundle of several resources. Thus, resources play an important role when a firm diversifies. The more related a firm is, the more a firm is dependent on the resource sharing to create value. Due to the fact that characteristics of each resource type vary, the effect of resource sharing on the implementation of diversification is different. Thus, the corporate control strategy should be tailored to the situations of individual business unit.
Hypotheses are proposed after reviewing related literature and interviewing seven companies from three conglomerates. Empirical results from 79 firms indicate that resource sharing is high for related subsidiaries. When sharing of physical, intangible, or executive resource is high, the parent company tends to emphasize the imposition of strategic control. A subsidiary characterized by high physical resource sharing accompanied with high imposition of financial control might deter the use of behavior, output and input control. Output control is emphasized when imposition of strategic control is high with high sharing of physical or executive resource, or imposition of financial control is high with low financial resource sharing. Under the conditions of high imposition of strategic control, an emphasis on behavior control will improve the subsidiary’s performance. To improve a subsidiary’s performance, high physical resource sharing may accompany with high imposition of strategic control instead of financial control. When financial resource sharing is low, strategic control should be used for the imposition of corporate control strategy.
LIST OF TABLES ………………………………………………… V
LIST OF FIGURES ………………………………………………… VI
1. Introduction ……………………………………………………1
1.1 Background ……………………………………………………1
1.2 Rationale of the Study………………………………………2
1.3 Purposes of the Study ………………………………………5
1.4 Organization of the Study …………………………………6

2. Review of Related Literature ………………………………7
2.1 Resources ………………………………………………………7
2.1.1 Resource-Based Theory ……………………………………8
2.1.2 Resource Types ………………………………………………11
2.1.3 Summary of this Section ……………………………………14
2.2 Diversification …………………………………………………17
2.2.1 Definitions of Diversification ……………………………17
2.2.2 Reasons for Diversification …………………………………17
2.2.3 Types of Diversification ………………………………………22
2.2.4 Measure of Diversification ……………………………………23
2.2.5 Diversification and Resource Types …………………………25
2.2.6 Diversification and Resource Sharing ………………………28
2.2.7 Diversification Strategy and Structure ……………………30
2.2.8 Summary of this Section ……………………………………… 32
2.3 Control System ………………………………………………… 34
2.3.1 Corporate Control Strategy ……………………………………34
2.3.2 Corporate Control Strategy and Human Resource Management 36
2.3.2.1 Financial Control and Fit ………………………………… 37
2.3.2.2 Strategic Control and Flexibility ……………………………38
2.3.3 HRM Control System ………………………………………… 39
2.3.3.1 Strategic Human Resource Management …………………39
2.3.3.2 Organizational Control System …………………………… 41
2.3.3.3 HRM Control System within business unit ………………… 44
2.3.4 Summary of this Section ……………………………………… 50
2.4 Performance ……………………………………………………51
2.4.1 Corporate Control Strategy, HRM Control System and Performance 51
2.4.2 Corporate Control Strategy, Resource Sharing and Performance……53
2.4.3 Summary of this Section ……………………………………… 55
2.5 Theoretical Framework …………………………………………57

3. Case Study ……………………………………………………….58
3.1 Procedure ……………………………………………………… 58
3.2 Case Description ………………………………………………60
3.2.1 China Steel Corporation ………………………………………60
3.2.2 Uni-President Enterprises Corporation ……………………64
3.2.3 Chang Ku Building Corporation ………………………………67
3.3 Analysis of Case …………………………………………………. 69
3.3.1 Relatedness and Resource Sharing ……………………………69
3.3.2 Relatedness, Resource Sharing, and Corporate Control Strategy …70
3.3.3 Corporate Control Strategy, Resource Sharing, and HRM control System 70
3.2.4 Summary of this findings…………………………………….71

4. Research Design …………………………………………….…….72
4.1 Research Framework …………………………………………….. 72
4.2 Research Hypotheses ……………………………………………..77
4.3 Definitions of Variables and Instrumentation ……………………80
4.3.1 Resource Sharing …………………………………………… 80
4.3.2 Corporate Control Strategy ……………………………………81
4.3.3 HRM Control System ……………………………………….. 81
4.3.4 Performance ………………………………………………… 83
4.3.5 Relatedness ………………………………………………… 83
4.3.6 Control Variables …………………………………………….85
4.4 Sample and Data Collection ………………………………………85
4.5 Analytic Methods ………………………………………………… 88
4.5.1 Descriptive Statistics Analysis ………………………………88
4.5.2 Correlation Analysis …………………………………………88
4.5.3 Factor Analysis ..……………………………………………88
4.5.4 Internal Consistency Analysis …………………………………88
4.5.5 Independent T-test …………………………………………… 89
4.5.6 Hierarchical Moderated Regression Analysis …………………89
4.6 Validity and Reliability …………………………………………… 91
4.6.1 Resource Sharing …………………………………………….. 91
4.6.2 Corporate Control Strategy …………………………………… 92
4.6.3 HRM Control System ……………………………………….. 93
4.6.4 Performance …………………………………………………93

5. Results …………………………………………………………..95
5.1 Descriptive Statistics …………………………………………95
5.2 Relatedness and Resource Sharing …………………………………97
5.3 Relatedness, Resource Sharing, and Corporate Control Strategy …98
5.3.1 Resource Sharing and Corporate Control Strategy ……………… 98
5.3.2 Relatedness and Corporate Control Strategy …………………… 98
5.4 Resource Sharing, Corporate Control Strategy, and HRM Control System 99
5.4.1 Resource Sharing, Corporate Control Strategy, and Behavior Control 99 5.4.2 Resource Sharing, Corporate Control Strategy, and Output Control… 104 5.4.3 Resource Sharing, Corporate Control Strategy, and Input control … 108 5.5 Corporate Control Strategy, HRM Control System, and Performance … 114
5.5.1 Corporate Control Strategy, Behavior Control, and Performance … 114
5.5.2 Corporate Control Strategy, Output Control, and Performance …… 115
5.5.3 Corporate Control Strategy, Input Control, and Performance………117
5.6 Resource Sharing, Corporate Control Strategy, and Performance………118
5.7 Summary of Findings……………………………………………123

6. Discussion ……………………………………………………….125
6.1 Relatedness, Resource Sharing, and Corporate Control Strategy ………125
6.2 Resource Sharing, Corporate Control Strategy, and HRM control System.127
6.3 HRM Control System, Corporate Control Strategy, and Performance .…129
6.4 Resource Sharing, Corporate Control Strategy, and Performance .……131
6.5 Limitations and Directions for Future Research ……………………133

7. Conclusions and Implications …………………………………… 135
7.1 Conclusions …………………………………………………… 135
7.2 Implications ……………………………………………………137
7.3 Recommendations ………………………………………………139

REFERENCES ……………………………………………………… 142
APPENDIX ……………………………………………………….… 159
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