不動產營運績效之關鍵成功因素分析

Analyzing the Key Success Factors of Real Estate Operating Performance

于肇瑛(Chao-ying Yu)

指導教授 ： 楊立人

淡江大學/商管學院/企業管理學系碩士在職專班/碩士(2014年)

https://doi.org/10.6846/TKU.2014.00583

摘要

不動產是國家的基本產業，也是企業最重要的長年累積的資產，不動產的有效率利用，可增加財源收入，達成企業的財務績效，是攸關企業興衰的重要關鍵因素，企業對於不動產政策必須審慎處理，並為企業需面對的重大議題。

本研究的目的在透過文獻探討及透過專家的意見調查，建立不動產營運績效之關鍵成功因素，藉由歸納出四個評定不動產營運績效之關鍵成功因素：「高階管理者能力」、「不動產開發及運用」、「人力資源運用」、及「不動產維護管理」等四個構面進行探討與建立評估準則。應用製作問卷和專家訪談之方法除去不必要之因子，以層級分析法計算各因子之權重，最後再進行案例實證。

本研究結果顯示第一階段依層級分析法歸納不動產營運績效之關鍵成功因素評量指標相對權重四大指標權重排序為： (1) 高階管理者能力、(2) 不動產開發及運用、(3) 人力資源運用、(4) 不動產維護管理。第二階段實施案例實證，以A、B兩公司做為案例，驗證本研究所建立之不動產營運績效關鍵成功因素，對A、B兩家公司在不動產營運績效方面的適切性，結果顯示越能掌握權重高的關鍵成功因素之公司，其不動產營運績效愈佳。

關鍵字

不動產 ； 營運績效 ； 層級分析法 ； KSF

並列摘要

Real estate is one of a country’s basic industries, and it is also the one of the most important assets that corporations accumulate throughout the years of operation. Efficient use of real estate properties can significantly impact corporate financial performance and is critical to a corporate prosperity. Corporations have to be prudent in their real estate management policy and it is an important matter that all corporations face.
The purpose of this research is to construct the critical success factors for real estate management through studying of historically published papers as well as through a series of survey of experts in this area. The key success factors were concluded into four dimensions: “top management capability”, “real estate development and utilization”, ”human resource leverage” and “real estate maintenance and management”, for which different evaluation criteria was later formed. Questionnaire and interview were applied to eliminate uncorrelated factors and Analytic Hierarchy Process (AHP) was used to determine the weight of different factors. Finally, real case studies were used in the verification process.
The conclusion of this research shows that, based on phase I AHP analysis, the four key success factors for real estate operational performance are ranked to be (1) top management capability, (2) real estate development and utilization, (3) human resource leverage, and (4) real estate maintenance and management. In phase II, real case studies show that the better a company excels in the high-weighting factors, the better real estate operational performance the company could deliver.

並列關鍵字

real estate ； operational performance ； Analytic Hierarchy Process (AHP) ； KSF

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