政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/98533
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 11 |  Items with full text/Total items : 89713/119533 (75%)
Visitors : 23937571      Online Users : 149
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/98533

    Title: 高階經營團隊背景與國際擴張的關係
    The Background of Top Management Team and International Expansion
    Authors: 王嘉薇
    Wang, Chia Wei
    Contributors: 蘇威傑
    Su, Weichieh
    Wang, Chia Wei
    Keywords: 高層理論
    Upper Echelons Theory
    Top Management Team
    International Expansion
    Date: 2016
    Issue Date: 2016-07-01 14:54:15 (UTC+8)
    Abstract: 本研究主要探討高階經營團隊成員的背景與企業國際擴張策略之間的關係。以高階經營團隊成員的學經歷背景為討論重點,探討高階經營團隊成員國外經驗的有無、教育程度的高低,以及本科專業異質性的程度是否會對企業海外投資金額的多寡與對大陸地區投資的集中程度造成影響。由高層理論可以得知,高階經理人個人的認知基礎與價值觀會成為他們進行策略選擇的依據,因此,要探討企業選擇某一策略的原因時,就必須從其高階經營團隊成員著手。本研究選擇臺灣的電子產業為樣本,以臺灣經濟新報資料庫(TEJ)中產業代碼分別為M2324半導體、M2326光電業、M2328電子零組件與M2329電子通路業等之公司為研究對象,研究時期為2001年、2006年以及2012年。實證結果發現,若高階經營團隊成員的國外經驗愈多,對海外地區(不包含大陸地區)的投資金額愈高;若高階經營團隊成員的教育程度愈高,對大陸地區投資的集中程度愈低;然而,關於高階經營團隊成員主修專業異質性的部分,則並未得出任何顯著之結果。本研究之發現不僅再一次證實過往研究的結果,確定高階經營團隊成員對企業的重要性,更給企業在聘用高階經理人時提供參考,若企業未來有往國際擴展的目標,則應盡量聘用擁有國外經驗的高階經理人,借助其經驗與優勢,讓企業在國際市場上能更有效率且成功地發展。
    This study investigates the relationship between the background of top management team and international expansion. It discusses whether foreign experience, the level of education and major heterogeneity will influence the amount of overseas investment and the concentration degree of investment in China or not. According to the upper echelons theory, personal cognitive basis and value of top managers have an impact on their decision-making process. Thus, in order to understand the reasons why an enterprise chooses one strategy, it is necessary to explore its top management team. Relying on data from Taiwan's electronics industry (TEJ codes M2324, M2326, M2328, M2329), we find that certain characteristics of top management team are related to international expansion. Empirical results show that, if the top management team members have more foreign experience, the amount of overseas investment will be higher; additionally, if the top management team members with higher education levels, the concentration degree of investment in China will be lower. However, concerning the effect of major heterogeneity, it does not find any significant results. In a word, the findings of this study not only confirm the importance of top management team but also provide a reference for a company when employing top managers.
    Reference: 1. Blau, P.M. (1977). Inequality and heterogeneity: A primitive theory of social structure, New York: Free Press.
    2. Brislin, R.W. (1983). Cross-Cultural Research in Psychology, Annual Review of Psychology, 34, 363-400.
    3. Bantel, K.A. & Jackson, S.E. (1989). Top Management and Innovations in Banking: Does the Composition of the Top Team Make a Difference?, Strategic Management Journal, 10, 107-124.
    4. Barker III, V.L. & Muller, G.C. (2002). CEO Characteristics and Firm R&D Spending, Management Science, 48(6), 782-801.
    5. Cavusgil, S.T. & Naor, J. (1987). Firm and Management Characteristics as Discriminators of Export Marketing Activity, Journal of Business Research, 15(3), 221–235.
    6. Chaganti, R. & Sambharya, R. (1987). Strategic Orientation and Characteristics of Upper Management, Strategic Management Journal, 8, 393-401.
    7. Datta, D.K. & Rajagopalan, N. (1998). Industry Structure and CEO Characteristics: An Empirical Study of Succession events, Strategic Management Journal, 19, 833–852.
    8. Dwyer, M.M. (2004). More Is Better: The Impact of Study Abroad Program Duration, Interdisciplinary Journal of Study Abroad, 5, 151-164.
    9. Finkelstein, S. (1992). Power in Top Management Teams: Dimensions, Measurement, and Validation, Academy of Management Journal, 35(3), 505-538.
    10. Ghemawat, P. (2001). Distance Still Matters: The Hard Reality of Global Expansion, Harvard Business Review, 79(8), 137-140, 142-147, 162.
    11. Gottesman, A.A. & Morey, M.R. (2006). Does A Better Education Make for Better Managers? An Empirical Examination of CEO Educational Quality and Firm Performance. Available at SSRN: http://ssrn.com/abstract=564443.
    12. Gottesman, A.A. & Morey, M.R. (2006). Manager Education and Mutual Fund Performance, Journal of Empirical Finance, 13(2), 145-182.
    13. Hambrick, D.C. & Snow, C.C. (1977). A Contextual Model of Strategic Decision Making in Organizations, Academy of Management Proceedings, 109-112.
    14. Harrigan, K.R. (1980). Strategies for Declining Industries, Journal of Business Strategy, 1(2), 20-34.
    15. Hambrick, D.C., MacMillan, I.C. & Day, D.L. (1982). Strategic Attributes and Performance in The BCG Matrix- A PIMS-Based Analysis of Industrial Product Businesses, Academy of Management Journal, 25(3), 510-531.
    16. Hambrick, D.C. & Mason, P.A. (1984). Upper Echelons: The Organization as a Reflection of Its Top Managers, Academy of Management Review, 9(2), 193-206.
    17. Hitt, M.A. & Tyler, B.B. (1991). Strategic Decision Models: Integrating Different Perspectives, Strategic Management Journal, 12(5), 327-351.
    18. Hambrick, D.C., Cho, T.S. & Chen, M.J. (1996). The Influence of Top Management Team Heterogeneity on Firm’s Competitive Moves, Administrative Science Quarterly, 41(4), 659-684.
    19. Herrmann, P. & Datta, D.K. (2005). Relationships between Top Management Team Characteristics and International Diversification: an Empirical Investigation, British Journal of Management, 16, 69-78.
    20. Hambrick, D.C. (2007). Upper Echelons Theory: An Update, Academy of Management Review, 32(2), 334-343.
    21. Kimberly, J.R. & Evansiko, M.J. (1981). Organizational Innovation: The Influence of Individual, Organizational, and Contextual Factors on Hospital Adoption of Technical and Administrative Innovations, Academy of Management Journal, 24(4), 689-713.
    22. Kim, Y.Y. (1991). Intercultural communication competence: A systems-theoretic view. In S. Ting-Toomey & F. Korzenny (Eds.) Cross-cultural interpersonal communication (pp. 259-275). Newbury Park: Sage Publications.
    23. March, J.G. & Simon, H.A. (1958). Organizations, New York: Wiley.
    24. Michel, J.G. & Hambrick, D.C. (1992). Diversification Posture and Top Management Team Characteristics, Academy of Management Journal, 35(1), 9-37.
    25. Morris, S.S., Zhong, B. & Makhija, M. (2012). Going The Distance: The Pros and Cons of Expanding Employees’ Global Knowledge Reach, Journal of International Business Studies, 46(5), 552-573.
    26. Orahood, T., Kruze, L. & Pearson, D.E. (2004). The Impact of Study Abroad on Business Students’ Career Goals, Interdisciplinary Journal of Study Abroad, 10, 117-130.
    27. Porter, M.E. (1980). Competitive strategy: techniques for analyzing industries and competitors: with a new introduction, New York: Free Press.
    28. Scott, W.G. & Mitchell, T.R. (1972). Organization theory: A structural and behavioral analysis, Homewood: Irwin.
    29. Schotter, A. & Beamish, P.W. (2011). The Hassle Factor: An Explanation for Managerial Location Shunning, Journal of International Business Studies, 44, 521-544.
    30. Thomas, A.S., Litschert, R.J. & Ramaswamy, K. (1991). The Performance Impact of Strategy-Manager Coalignment: An Empirical Examination, Strategic Management Journal, 12(7), 509-522.
    31. Tyler, B.B. & Steensma, H.K. (1998). The Effects of Executives’ Experiences and Perceptions on Their Assessment of Potential Technical Alliances, Strategic Management Journal, 19(10), 939-965.
    32. Ting-Toomey, S. (1999). Communicating across cultures, New York: The Guilford Press.
    33. Tihanyi, L., Ellstrand, A.E., Daily, C.M. & Dalton, D.R. (2000). Composition of the Top Management Team and Firm International Diversification, Journal of Management, 26(6), 1157-1177.
    34. Wiersema, M.F. & Bantel, K.A. (1992). Top Management Team Demography and Corporate Strategic Change, Academy of Management Journal, 35(1), 91-121.
    35. Wally, S. & Baum, J.R. (1994). Personal and Structural Determinants of the Pace of Strategic Decision Making, Academy of Management Journal, 37(4), 932-956.
    36. Williams, T. (2005). Impact of Study Abroad on Students’ Intercultural Communication Skills: Adaptability and Sensitivity, Journal of Studies in International Education, 9(4), 356-371.
    37. Welbourne, T.M., Cycyota, C.S. & Ferrante, C.J. (2007). Wall Street Reaction to Women in IPOs: An Examination of Gender Diversity in Top Management Teams, Group Organization Management, 32(5), 524-547.
    Description: 碩士
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0103351023
    Data Type: thesis
    Appears in Collections:[Department of International Business ] Theses

    Files in This Item:

    File SizeFormat
    102301.pdf1148KbAdobe PDF0View/Open

    All items in 政大典藏 are protected by copyright, with all rights reserved.

    社群 sharing

    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback