(3.236.100.86) 您好!臺灣時間:2021/05/06 15:27
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果

詳目顯示:::

我願授權國圖
: 
twitterline
研究生:莫莉亞
研究生(外文):Maria-Smaranda Moldovan
論文名稱:ESWOT:AnEconometricsApproachToSWOTAnalysisOnTheEvaluationOfIBM'sStrategy
論文名稱(外文):ESWOT: An Econometrics Approach To SWOT Analysis On The Evaluation Of IBM's Strategy
指導教授:施正屏施正屏引用關係
指導教授(外文):Cheng-Ping Shih
學位類別:碩士
校院名稱:國立臺灣師範大學
系所名稱:國際人力教育與發展研究所
學門:教育學門
學類:其他教育學類
論文種類:學術論文
畢業學年度:97
語文別:英文
論文頁數:85
中文關鍵詞:SWOT分析經濟計量學ESWOT主管委員會股東公會
外文關鍵詞:SWOT analysiseconometricsESWOTboard of directorsshareholdersunions
相關次數:
  • 被引用被引用:0
  • 點閱點閱:1035
  • 評分評分:系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔
  • 下載下載:293
  • 收藏至我的研究室書目清單書目收藏:3
ABSTRACT
The various challenges a company meets when facing globalization emphasize more than ever the role of strategic management. Many companies conduct SWOT analysis as part of the strategic planning process, yet criticism in employing SWOT pinpoints the fact that the analysis lacks the possibility of comprehensively appraising the strategic decision-making situation.
On another hand, a company’s strategic decision making impacts and is impacted at the same time by the different groups that contour its direct environment. The three most important ones are the shareholders, the organization’s employees, represented by the unions, and the board of directors.
This paper sets out to take an integrative approach to SWOT analysis through the use of an econometrics model in order to quantitatively determine the importance of each of the factors to be evaluated. Therefore, this paper introduces ESWOT as a theoretical framework through the integration of econometrics and SWOT analysis, in order to measure the impact of global strategies, strategic business units, human resource policies and policy change strategies on IBM’s evolution from three perspectives: the board, the shareholders and the employees.
The focus of the research is hence twofold: it provides a novel, quantitative approach to a veteran strategic analysis tool, as well as it tackles IBM’s strategy through this new perspective.
By using the ESWOT analysis we successfully explain the relationships between the border, the stockholders and the unions’ interests. IBM must focus its future objectives on its core business that enables it to create a niche in the market, and recruiting the right staff, especially the right CEO to lead the team in achieving the substantial goals of the company and guiding it through the future challenges brought upon by the global financial crisis.
TABLE OF CONTENTS

Abstract I
Table of Contents II
List of Tables IV
List of Figures VI

CHAPTER I. INTRODUCTION 1
Chapter Overview 1
Background of the Study 1
Purposes of the Study 4
Questions of the Study 5
Testing Hypothesis 6
Significance of the Study 12
Delimitations and Limitations 13
Definition of Terms 14

CHAPTER II. LITERATURE REVIEW 19
Chapter Overview 19
The SWOT Analysis 19
ESWOT 26
IBM Profile 30

CHAPTER III. METHODOLOGY 35
Chapter Overview 35
Research Framework 35
Research Model 40
Research Procedure 42
Research Methods 43

CHAPTER IV. FINDINGS AND DISCUSSION 45
Chapter Overview 45
Descriptive Statistics 45
Empirical Results 52

CHAPTER V. CONCLUSIONS AND RECOMMENDATIONS 71
Chapter Overview 71
Conclusions 71
Recommendations 81
REFERENCES 83

LIST OF TABLES

Table 4.1. Evolution of EPS and Revenue from the Regional Variables 47
Table 4.2 Evolution of Revenue from the SBU 49
Table 4.3 Evolution of HR policies 51
Table 4.4 Multiple regression analysis of Earnings and Regional variables, Strategic Business Units, Human Resource Policy and Institutional Change 52
Table 4.5 Significant variables for Earnings 53
Table 4.6 Multiple regression analysis of Revenue and Regional variables, Strategic Business Units, Human Resource Policy and Institutional Change 56
Table 4.7 Significant variables for Revenue 57
Table 4.8 Multiple regression analysis of Earn Per Share and Regional variables, Strategic Business Units, Human Resource Policy and Institutional Change 60
Table 4.9 Significant variables for Earn Per Share 61
Table 4.10 Multiple regression analysis of Individuals benefiting from a Retirement Plan, Regional varibles, Strategic Business Units and Institutional Change 64
Table 4.11 Significant variables for Earn Per Share Individuals benefiting from a Retirement Plan 65
Table 4.12 Multiple regression analysis of Number of Employees, Regional variable, Strategic Business Units and Institutional Change 67
Table 4.13 Significant variables for Number of Employees 69
Table 5.1 The ESWOT Analysis 72
Table 5.2 The ESWOT for the board 73
Table 5.1 The ESWOT the stockholders 76
Table 5.1 The ESWOT the unions 7

LIST OF FIGURES

Figure 1.1 SWOT outline 15
Figure 2.1 Strategic planning process 22
Figure 3.1 Research framework 36
Figure 3.1 Research process 42
Figure 4.1 Time sequence evolution for EPS 45
Figure 4.2 Time sequence evolution for Revenues from Europe/ Africa/ Middle East, Asia and America regions 46
Figure 4.3 Time evolution for Global Service, Hardware and Software strategic business units 48
Figure 4.4 Time sequence evolution for number of employees and retirement plan beneficiaries 50
REFERENCES
Anonymous (2009). Unions address the challenges of globalization. Dispute Resolution Journal. 63(4), 90-91.
Bartol, K. M., & Martin, D. C. (1991). Management. New York, NY: McGraw Hill.
Bernroider, E. (2002). Factors in SWOT analysis applied to micro, small-to-medium, and large software enterprises: an Austrian study. European Management Journal, 20(5), 562-573.
Board of directors’ information. Retrieved December 27, 2008, from ftp://ftp.software.ibm.com/annualreport/2007/2008_ibm_proxy.pdf
Borland, J, Ouliaris, S. (1994). The determinants of Australian trade union membership. Journal of Applied Econometrics. 9(4), 453-469.
Copeland, T. (2002). Want to create value? Strategic Finance. 83(9), 48-55.
Dahl, H. L. Jr. (1998). Human resource cost and benefit analysis: New power for human resource approaches. Human Resource Planning. 11(2), 69-70.
Dyson G. R. (2004). Strategic development and SWOT analysis at the University of Warwick. European Journal of Operational Research, 152, 631–640.
Econometrics definition. Retrieved April 4, 2009, from http://www.investopedia.com/terms/e/econometrics.asp
Eden, C. & Ackermann, F. Making strategy. Retrieved November 03, 2008, from http://books.google.com/books?hl=en&lr=&id=XD-zCs43eHUC&oi=fnd&pg=PP11&dq=strategic+management+swot&ots=YnLR1z1Xwv&sig=cUIQBh7P8ByH09h_dFaMtJWpZiY#PPP1,M1
Forter, P. L. (1997). Master of the game - CEO Lou Gerstner's strategy to make IBM into a dominant network-computing software player. Software Magazine.
Gandolfi, F. (2008). HR strategies that can take the sting out of downsizing-related layoffs. Ivey Business Journal Online. Retrieved November 03, 2008, from http://www.iveybusinessjournal.com/article.asp?intArticle_ID=768
Gerstner, L. & Herrmann, E. (2002). Who says elephants can't dance? Inside IBM's historic turnaround. New York, NY: HarperCollins Publishers.
Goodrich, P.S., Rossiter, N. (2009). Remote ownership shareholders in the 21st century: Theoretical implications for corporate governance, profitability and long term wealth creation. Journal of American Academy of Business. 14(2), 40-47.
Hill, T. & Westbrook, R. (1997). SWOT analysis: It's time for a product recall. Long Range Planning, 30(1), 46-52.
Houben, G. Lenie, K. & Vanhoof, K. (1999). A knowledge-based SWOT-analysis system as an instrument for strategic planning in small and medium sized enterprises. Decision Support Systems, 26(2), 125-135.
IBM History Retrieved November 17, 2008, from http://www03.ibm.com/ibm/history/history/history_intro.html
IBM Timeline Retrieved November 17, 2008, from http://www.allianceibm.org/
Jackson, S. E. (2003). Recent research on team and organizational diversity: SWOT analysis and implications. Journal of Management, 29(6), 801-830.
Johnson, G., Scholes, K., & Sexty, R. W. (1989). Exploring strategic management. Scarborough, Ontario: Prentice Hall.
Kaplan, S. R., & Norton, D. P. (2002). Using the balanced scorecard as a strategic management system. Harvard Business Review, 1-13.
Kerzner, H. (2006). Project management. A systems approach to planning, scheduling, and controlling. Hoboken, NJ: John Wiley & Sons, Inc.
Kurttila, M. Pesonen, M., Kangas J. & Kajanus, M. (2000). Utilizing the analytic hierarchy process (AHP) in SWOT analysis — A hybrid method and its application to a forest-certification case. Forest Policy and Economics, 1(1), 41-52.
Kurttila, M., Kangas, J., & Kajanus, M. (2003). The use of value focused thinking and the A’WOT hybrid method in tourism management. Tourism Management, 25(4), 499-506.
Louis Gerstner profile. Retrieved November 17, 2008, from http://www.washingtonspeakers.com/speakers/speaker.cfm?SpeakerId=2738
Mello, J. A. (2002). Strategic human resource management. Cincinnati, OH: South-Western College Publishing.
Mello, J. A. (2006). Strategic human resource management (2nd ed.). Cincinnati, OH: South-Western College Publishing.
Mellor, S. (2009). Self-evaluation and union interest: The empirical relevance of a mediated model. Journal of Occupational and Organizational Psychology. 82(2).
Mendelson, H., & Pillai, R.R. (1998). Clockspeed and information response: Evidence from the IT industry. Information Systems Research 9, 415–433.
Mendelson, H., & Pillai, R.R. (1999). Industry clockspeed: Measurement and operational implications. Series Operations Management, 1, 1–20.
Moore, D. McCabe, G., Duckworth, W. & Alwan, L. (2009). The practice of business statistics. Using data for decisions. New York: W. H. Freeman and Company.
OECD (1996). The knowledge-based economy. Retrieved November 17, 2008, from http://www.oecd.org/dataoecd/51/8/1913021.pdf
OECD (1999). Benchmarking knowledge-based economies. Retrieved November 17, 2008, from http://www.oecd.org/document/4/0,3343,en_2649_34409_2087236_1_1_1_1,00.html
Orr, D. (2004). Recipe for an Honest Salary. Forbes, 173(10).
Osterman, P. (2000). Work reorganization in an era of restructuring: Trends in diffusion and effects on employee welfare. Industrial and Labor Relations Review, 53(2), 179-196.
Puffer, S. M. & Weintrop, J. B. (1991). Corporate performance and CEO turnover: The role of performance expectations. Administrative Science Quarterly. 36(1).
Rashidah A, R. & Fairuzana H. M. A. (2006). Board, audit committee, culture and earnings management: Malaysian evidence. Managerial Auditing Journal. 21(7), 783-803.
Robbins, S., & Coulter, M. (2005), Management. New Jersey: Pearson Education.
Shamsul, N. A. (2004). Board composition, CEO duality and performance among Malaysian listed companies. Corporate Governance. 4(4), 47-62.
Shih, C. P., & Plescan, M. (2007, October). Global strategies, strategic business units and the impact of a charismatic leader on IBM’s performance. Paper presented at the International Conference on Workforce Education and Development, Taipei, Taiwan.
Stockholder information. Retrieved December 27, 2008, from http://en.wikipedia.org/wiki/Shareholder
Toulmin, L. M. (1988). The treasure hunt budget search behavior by public employee. Public Administration Review. 48(2), 620-631.
Weirich, H. (1982). The tows matrix-a tool for situational analysis. Long Range Planning, 60(4).
Yuksel, I., & Dagdeviren, M. (2007). Using the analytic network process (ANP) in a SWOT analysis - A case study for a textile firm. Information Sciences: An International Journal, 177(16), 3364-3382.
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
系統版面圖檔 系統版面圖檔