臺灣博碩士論文加值系統

本研究旨在發現高階管理團隊的多元背景及產生策略性決策的互動如何影響組織表現和成長率。本研究特別發現高階管理團隊的年齡、教育程度、工作經驗以及年資會影響企業的策略性決策。另外，更發現了分紅薪資制度對於高階管理團隊所制定決策有相當重要的影響。
本模型綜合了高階管理團隊的組織層級分析與組織層級策略決策及表現的影響，以臺灣超過三百間的電子產業為實證研究對象。樣本資料用以了解策略架構，包含產品多樣性、垂直整合及國際化策略的交互作用對公司財務表現及公司成長率的影響，而分紅獎勵制度則會部分影響最終的效果。
在測試假說的過程，我發現到異質性高的高階管理團隊會影響產品多樣性的程度，而且同時會為公司帶來最高的財務績效與成長表現。因此，當公司在合理的薪資架構下提供豐厚的獎勵時，會使交互作用有最明顯的效果。
最後，此理論與結果提供了未來相關研究的動力，建議高階管經理人能夠更加關注團隊的背景特徵及策略架構對於企業成長的影響，這兩者是可能影響組織表現的重要因素，而薪資制度亦對於高階管理團隊的決策有所影響。

This study examines how demographic-based top management team’s heterogeneity and its interaction with the corporate choices in the configurational strategy can influence the organizational performance and growth rate. Specifically, I theorize that the effects of work experience or tenure, and functional backgrounds on performance will depend upon the top management team’s strategic choice on the configurational strategy. This study further assesses the degree to which the equity-based compensation structure has effects on the relationship of the formulation of top management team and its strategic choice.
The model incorporates the group-level analysis for the top management team and the effects in the corporate-level strategic choices and performance. Theoretical arguments are tested in a longitudinal sample of more than 300 electronic manufactures in Taiwan electronics industry. The sample data is employed to reveal the heterogeneity interaction with the configuration of diversification, vertical integration and internationalization strategy to influence the firm’s financial performance and the firm’s growth rate. Compensation scheme partially is affected by those effects.
In a test of such theory, I find that heterogeneous top management team exerts both positive and negative effects on the strategic change of the firm. Heterogeneity have different effect to the configurational strategy adopted by the firm. By implementing the combination of configurational strategy accurately, the firm may possibly achieve its sustainable growth. Accordingly, stakeholders must be considered and designed with suitable equity-based compensation structure, since these high-power incentives may stimulate the behavior of managers regarding the choice of configurational strategy of the firm.
Finally, the theory and results presented here provide impetus for future studies and suggest to researchers to consider directing further attention to the conditions under which top management team’s compositions and configurational strategy are most likely to influence organizational outcomes, as well as how the design of the compensation system is influenced by the behavior and the logic of top management team’s members.

Title Page.................................................i
Authorization Letter......................................ii
Validation Letter........................................iii
Chinese Abstract..........................................vi
English Abstract.........................................vii
Acknowledgement...........................................ix
Table of Contents.........................................xi
Table of Tables.........................................xiii
Table of Figures.........................................xiv
Chapter 1
Introduction...............................................1
1.1. Research Background...................................2
1.2. Research Motivation...................................4
1.3. Research Purpose and Objective........................9
1.4. Research Procedure...................................11
Chapter 2
Literature Review.........................................12
2.1. The Necessity for the Dynamic Capabilities Approach..12
2.2. Manager as the Driver of Dynamic Capabilities........19
2.2.1. Managerial human capital...........................22
2.2.2. Managerial social capital..........................24
2.3. Managerial Diversity as the Key of Top Management Team’s Heterogeneity......................................27
2.3.1. Top management team’s heterogeneity concept........29
2.4. Firm’s Configurational Strategy......................33
2.4.1. Diversification strategy...........................36
2.4.2. Vertical integration strategy......................39
2.4.3. Internationalization strategy......................43
2.5. Configuration and Firm Performance...................47
2.6. Equity-based Compensation as Top Management Team’s Incentive.................................................49
Chapter 3 Research Methodology............................54
3.1. Research Framework...................................54
3.2. Sample Selection.....................................55
3.2.1. Electronics manufacturing industry in Taiwan.......55
3.2.2. Sample and data sources............................60
3.2.3. Variables and measurements.........................61
Chapter 4 Data Analysis and Result........................75
4.1. Data Analysis........................................75
4.2. Data Result..........................................77
4.2.1. Descriptive statistics result......................77
4.2.2. Regression results.................................80
4.2.3. Three-way interaction effects result...............83
4.2.4. Two-way interaction effects result.................88
4.2.4. Moderating effects analysis........................94
4.3. Summary of Hypotheses Testing Results................99
Chapter 5 Discussion, Conclusions and Implications.......101
5.1. Discussion and Conclusions..........................102
5.2. Theoretical and Managerial Implications.............111
5.3. Limitations and Future Research Directions..........114
References...............................................117

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