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研究生:林雅婷
論文名稱:組織最高領導者與高階管理團隊之跨階層分析
論文名稱(外文):The Multi-level Analysis of Chief Executive Officer and Top Management Team
指導教授:羅芳怡羅芳怡引用關係
口試委員:邱世寬吳祉芸羅芳怡
口試日期:2013-06-11
學位類別:碩士
校院名稱:逢甲大學
系所名稱:國際貿易學系
學門:商業及管理學門
學類:貿易學類
論文種類:學術論文
論文出版年:2013
畢業學年度:101
語文別:中文
論文頁數:70
中文關鍵詞:組織最高領導者(CEO)高階管理團隊(TMT)跨階層模型分析(HLM)調節效果高階層理論
外文關鍵詞:Chief Executive Officer (CEO)Top Management Team (TMT)Hierachical Linear Modeling (HLM)Moderation EffectsUpper Echelons Perspective
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跨國企業 (Mutinational Enterprises, MNEs) 是否可以永續發展的重要因素─人力資源,這是由於人力資源中的高階管理者參與MNEs的整體布局與營運策略,而在MNEs的營運與決策中的核心人物,包含組織最高領導者 (Chief Executive Officer, CEO) 與高階管理團隊 (Top Management Team, TMT),他們對於MNEs的發展影響甚深,在資源基礎觀點 (Resource Based View, RBV) 亦強調資源必須要適才適時的發揮,使其功能作用最大,從中可以獲取利益,因此本研究透過探討管理者本身的資源,如國際經驗、績效、組織承諾…等因素,了解這些核心人物在MNEs的影響力為何,希望可以為人力資源做些貢獻。
本研究透過高階層理論 (Upper Echelons Perspective) 觀點探討各層級的管理者是否會影響TMT的績效,團隊間成員的交流是否會相互影響,畢竟高層理論強調的是團體而非個人的影響力,因此更進一步的探討不同層級的管理者是否會相互影響,有鑑於上述說明,本研究方法選擇跨階層模型(Hierachical Linear Modeling, HLM) 來分析,探討TMT資源稟賦、MNEs的核心人力資源與TMT績效三者之間的關聯,其中TMT資源稟賦 (包含成員的組織承諾、成員的知識累積與成員的工作經驗) 與TMT績效為個體層次,而MNEs的核心人力資源則屬於總體層次,其變項有CEO國際經驗、TMT規模與TMT經驗分享,此外為了證實不同層次會存在著調節作用,因此進一步的探討TMT資源稟賦與TMT績效是否會受到企業核心人力資源的影響。
本研究選用了OSIRIS資料庫,選擇座落於美國資訊科技產業中的697家企業,經過整理後,於個體層次取得的每個變項有2788筆資料,而總體層次的變項每筆獲得697筆資料,在研究樣本方面,則是利用其上市母公司在2010年的相關資料。
本研究結果發現TMT資源稟賦對於TMT績效之直接效果中,TMT成員的知識累積、成員的實務經驗與規模對於TMT績效有影響。在調節效果 (Moderating Effects) 方面,結果發現CEO國際經驗對TMT成員的組織承諾與TMT績效之關係存在正向調節效果,TMT經驗分享存在部分正向調節效果,最後TMT規模則存在負向調節效果。
本研究藉由HLM分析證實不同層次的管理者即CEO與TMT之間存在著調節效果,這意謂著MNEs在決策時,CEO與TMT的關係是十分重要的,因此,企業在用人時要選用合適於MNEs的特性,特別是高階管理人的選用更是要注意,因為人力資源的綜效效果使得競爭優勢可以維持,MNEs想要永續發展將是可以實現的目標。
目錄
第一章 緒論 1
第一節 研究動機及目的 1
第二節 研究範圍 5
第三節 論文結構 6
第二章 文獻探討 7
第一節 高階層理論 7
第二節 資源基礎觀點 9
第三節 高階管理團隊資源稟賦 11
第四節 企業核心人力資源 14
第五節 高階管理團隊績效 16
第六節 領導與團隊特性之調節效果 17
第三章 研究設計與實施 20
第一節 研究流程 20
第二節 研究架構 21
第三節 研究方法 23
第四節 樣本選擇 24
第五節 變數衡量 27
第四章 實證結果與分析 33
第一節 零模型 34
第二節 隨機效果共變數分析 35
第三節 截距結果模型 37
第四節 調節效果模型 39
第五章 結論與建議 47
第一節 研究結果與討論 47
第二節 研究限制與未來研究方向 51
第三節 研究貢獻 52
參考文獻 53
一、 中文部份 53
二、 英文部份 55
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