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研究生:許維純
研究生(外文):Wei-Chung Hsu
論文名稱:公司興業精神、關係網絡與公司績效
論文名稱(外文):Corporate Entrepreneurship, Guanxi Networks, and Corporate Performance
指導教授:陳明惠陳明惠引用關係
指導教授(外文):Ming-Huei Chen
學位類別:碩士
校院名稱:國立中興大學
系所名稱:科技管理研究所
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
畢業學年度:97
語文別:英文
論文頁數:100
中文關鍵詞:興業精神關係網絡中階經理人
外文關鍵詞:Corporate entrepreneurshipGuanxi networksMiddle manager
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近年來公司興業精神已經被證實在促進生產力以及改善經濟成長上扮演著非常重要的角色。且關係脈絡也被視為是公司競爭力的重要來源之一。公司興業精神的目的是為了使公司獲利、策略創新、培養創新能力以及幫助企業獲得成功。而關係脈絡係指利益、資訊或資源的交換,企業可以透過這樣的關係互惠來完成其目標。當台灣企業要迎頭趕上其他先進國家時,公司興業精神與良好的關係脈絡將是一個關鍵的要素。
許多文獻提及公司興業精神與公司特性、個人特性以及關係脈絡有關,且中階經理人也因為其職務在促進企業管理相關人(高階經理人與營運經理)的資訊交換,而被認為是企業裡重要的興業者。但是文獻卻很少提供一個針對中階經理人所作的整合公司特性、個人特性以及中階經理人的關係脈絡的模型。有關台灣企業的相關研究更是缺乏。
因此綜合上述所說,本研究利用問卷方式收集台灣千大企業相關的資料,共計回收714份有效問卷。經由驗證性因素分析與結構方程模式檢視,並描繪出中階經理人個人特性、關係脈絡以及公司特性與公司績效間關係的結構模式,以探討各個因素之間的因果關係。結果發現個人特性與公司特性會正向顯著影響中階經理人的關係脈絡 ; 而;中階經理人的關係脈絡會正向影響績效; 以及個人特性與公司特性間存在交互作用。此外,中階經理人的關係脈絡,對個人特性與公司特性及績效間具有中介效果。
It has been shown corporate entrepreneurship (CE) plays an important role in improving productivity and economic growth, and guanxi networks have been considered as a resource of corporate competitive advantage. CE has been initiated in established organizations for purposes of profitability, strategic renewal and innovativeness for future revenue streams. Guanxi networks, the exchange of favors, information or resources, are reciprocal that firms could fulfill their objectives through it. As Taiwan would like to catch up with more advanced countries, CE and guanxi network play key roles.
From the existing research, we have found out that CE is associated with corporate characteristics, individual characteristics and guanxi networks. Moreover, the middle managers are considered as the entrepreneurs who play a very important role to foster the information exchanged between the firm’s two internal managerial stakeholders including top managers and operating managers. However, few work has been done to integrate such a comprehensive model including corporate characteristics, individual characteristics and guanxi networks for middle managers, particularly in Taiwan’s context.
The empirical data are the corporate entrepreneurs and middle managers in the enterprises randomly chosen from the list of Taiwan’s top 1000 manufacturing enterprises, top 500 service enterprises and top 100 finance enterprises in 2007, compiled by Common Wealth Magazine, and with a total of 714 participated in such a work. To examine the relationships between studied dimensions, we conducted confirmatory factor analysis (CFA), structure equation modeling (SEM), and an integration model to indentify the influence of corporate characteristics, corporate entrepreneurship environment and guanxi networks on corporate performance. Results reveal that individual and corporate characteristics have significantly positive effects on middle manger’s guanxi networks, middle manager’s guanxi networks significantly positive effect performance, and there is an interaction between individual and corporate characteristics. Furthermore, guanxi networks have mediated effects upon the impact of individual and corporate characteristics impact on performance.
致謝 II
摘要 IV
Abstract V
Table of Contents VII
List of Tables IX
List of Figures XI
Chapter1. Introduction 1
1.1 Background of the research 1
1.2 Research objectives 2
Chapter2. Definition 3
2.1 The definition of corporate entrepreneurship (CE) 3
2.2 The model of corporate entrepreneurship 3
Chapter3. Literature Review 4
3.1 Concept of entrepreneurship 4
3.2 Concept of corporate entrepreneurship 4
3.3 Middle managers 7
3.3.1 Corporate entrepreneurship and middle managers 7
3.3.2Middle managers’ entrepreneurial behavior 9
3.3.3 The importance of middle managers in corporate entrepreneurship 10
3.4 Corporate characteristic and corporate entrepreneurship 11
3.5 Guanxi network and Corporate Entrepreneurship 14
3.6 Individual characteristics and corporate entrepreneurship 16
Chapter4. Methodology 18
4.1 Research framework 18
4.2 Research hypotheses 18
4.3 Measures 20
4.3.1 Variables of individual characteristics 21
4.3.2 Variables of guanxi networks 22
4.3.3 Variables of corporate characteristics 23
4.3.4 Variables of corporate performance 24
4.3.4 Variables of corporate entrepreneurship 25
4.4 Research method 25
Chapter5. Result 27
5.1 Sample Description 27
5.2 Factor Analysis and Reliability Analysis 29
5.2.1 Individual Characteristics 29
5.2.2 Guanxi Networks 31
5.2.3 Corporate characteristics 32
5.2.4 Corporate and Individual Performance 34
5.2.4 Corporate and Individual Performance 35
5.3 Structure equation modeling 39
5.4 Confirmatory Factor Analysis 39
5.4.1 Confirmatory factor analysis for individual characteristics 41
5.4.2 Confirmatory factor analysis for guanxi networks 44
5.4.3 Confirmatory factor analysis for corporate characteristics 47
5.4.4 Confirmatory factor analysis for corporate performance 50
5.5 Convergent, discriminant validity and reliability 53
5.6 structural model 58
5.6.1 The model of corporate performance 58
5.6.2 The model of individual performance 61
Chapter6. Discussion 64
6.1 The influence of individual characteristics on guanxi networks 66
6.2 The influence of corporate characteristics on guanxi networks 69
6.3 The influence of guanxi networks on performance 72
6.4 Guanxi networks as a mediating variable 75
6.4.1 Guanxi networks have mediated effects upon the impact of individual characteristics on performance 77
6.4.2 Guanxi networks have mediated effects upon the impact of corporate characteristics on performance 81
6.5 The interaction between individual and corporate characteristics 85
Chapter7. Conclusion 86
7.1 Limitations and future research 87
References 89


List of Tables
Table 3.2: The questionnaire of the corporate characteristics 14
Table 4.1: Scales of Measurements 21
Table 5.1: Frequency Table of Informant Demography Data 27
Table 5.2: KMO and Bartlett’s Test for Individual Characteristics 30
Table 5.3: Results of Factor Analysis by Individual Characteristics 30
Table 5.4: KMO and Bartlett’s Test for Guanxi Networks 31
Table 5.5: Results of Factor Analysis by Guanxi Networks 31
Table 5.6: KMO and Bartlett’s Test for Corporate characteristics 32
Table 5.7: Results of Factor Analysis by corporate characteristics 33
Table 5.8: KMO and Bartlett’s Test for corporate Performance 34
Table 5.9: Results of Factor Analysis by corporate Performance 35
Table 5.10: Summary results of principal component analysis 35
Table 5.11: Criterion table of goodness of fit indexes 40
Table 5.12 : Goodness-of-fit measures for alternative models of Individual Characteristics(IC) 43
Table 5.13 : Goodness-of-fit measures for alternative models of Guanxi Networks(GN) 46
Table 5.14 : Goodness-of-fit measures for alternative models Corporate Characteristics(CC) 49
Table 5.15 : Goodness-of-fit measures for alternative models Corporate Performance(CP) 52
Table 5.16: Summary results of discriminant validity 55
Table 5.17: Summary results of discriminant validity (continued) 56
Table 5.18: Summary of validity and reliabilities 57
Table 5.20 : Result of goodness-of-fit to corporate performance model 61
Table 5.21: Results of hypotheses test in corporate performance model 61
Table 5.22: Result of goodness-of-fit to corporate performance model 63
Table 5.23 : Results of hypotheses test in individual performance model 63
Table 6.1 : Regression analysis of individual characteristics and guanxi networks 68
Table 6.2 : Regression analysis of corporate characteristics and guanxi networks 71
Table 6.3 : Regression analysis of guanxi networks and performance 74
Table 6.4 : Analysis of competing structural models 76
Table 6.5 : Mediated effects analysis of guanxi networks to individual characteristics to corporate performance 78
Table 6.6: Mediated effects analysis of guanxi networks to individual characteristics to individual performance 79
Table 6.7 : Mediated effects analysis of guanxi networks to corporate characteristics to corporate performance 82
Table 6.8 : Mediated effects analysis of guanxi networks to corporate characteristics to individual performance 83


List of Figures
Figure 2.1 : Model of Corporate entrepreneurship and wealth creation 3
Source : Antoncic and Hisrich, 2003 3
Figure 4.1: A Research framework 18
Figure 4.2 Hypotheses in corporate performance model 19
Figure 4.3 Hypotheses in individual performance model 20
Figure 5.3 First-order CFA model with oblique rotation 42
Figure 5.1 First-order CFA model 42
Figure 5.2 First-order CFA model with orthogonal rotation 42
Figure 5.4 Second-order CFA model 42
Figure 5.8 Second-order CFA model 45
Figure 5.7 First-order CFA model with oblique rotation 45
Figure 5.6 First-order CFA model with orthogonal rotation 45
Figure 5.5 First-order CFA model 45
Figure 5.10 First-order CFA model with orthogonal rotation 48
Figure 5.9 First-order CFA model 48
Figure 5.11 First-order CFA model with oblique rotation 48
Figure 5.12 Second-order CFA model 48
Figure 5.13. First-order CFA model 51
Figure 5.14 First-order CFA model with orthogonal rotation 51
Figure 5.16 Second-order CFA model 51
Figure 5.15 First-order CFA model with oblique rotation 51
Figure 5.18 Constrained Model 55
Figure 5.17 Unconstrained Model 55
Figure 5.19 Linear structural relations of corporate performance model with no moderation 58
Figure 5.20 Linear structural relations of corporate performance model with no moderation and path coefficient 59
Figure 5.21 Linear structural relations of corporate performance model with moderation and path coefficient 60
Figure 5.22 Linear structural relations of individual performance model 62
Figure 5.23 Linear structural relations of individual performance model with path coefficient 62
Figure 6.1 Structure equation model of corporate performance 65
Figure 6.2 Structure equation model of individual performance 65
Figure 6.3: The path drawing for rival model of corporate and individual performance 75
Figure 6.5: The model of individual characteristics to individual performance through middle manager’s guanxi networks 79
Figure 6.6: The model of corporate characteristics to individual performance through middle manager’s guanxi networks 82
Figure 6.7: The model of corporate characteristics to individual performance through middle manager’s guanxi networks 83
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