高階經營團隊差異性與董事會的關係對創新能力與績效影響之研究

An Empirical Study of the relationship between Top Management Team diversity and Board of Director—and discuss the impact on Innovativeness and Performance

吳如玉(Ju-Yu Wu)

指導教授 ： 莊立民

共同指導教授 ： 蔡明田

長榮大學/管理學院/經營管理研究所(博)/碩士(2007年)

https://doi.org/10.6833/CJCU.2007.00008

摘要

我國的經濟成長是以中小企業為主體，這也是促成台灣經貿發展的主要原因之一；不論是對內創造就業機會，促進社會安定、對外拓展國際貿易，增加國民所得；亦或是做為大型企業之衛星支援體系；更是促進產業發展，平衡城鄉差距、健全產業結構的功臣。而為了因應快速變遷的環境，企業的經理人便承擔了這個重大的任務。企業資源的運用支配及營運績效之優劣，最主要即是透過高階經營團隊（Top management team，TMT）之運作來展現。因此本研究以台灣中小企業之高階經營團隊為研究調查對象；來探討高階經營團隊成員之組成背景與董事會的關係，對於企業創新能力及績效影響之關係。

本研究透過文獻回顧，參考過去TMT及組織績效及創新議題之相關研究，確認研究變數與研究架構後，配合本研究目的，分析相關變數間的關係提出研究假說，並以問卷調查方式發出問卷350份(回收有效問卷178份，回收率50.86%)；透過敘述性統計、因素分析、信效度分析、迴歸分析、層級迴歸分析及中介效果分析等統計方法，進行資料分析與驗證。經實證研究後，得到的主要結論如下：
一、 TMT的差異對創新能力及組織績效具有顯著的影響。
二、 TMT與董事會的關係對於創新能力及組織績效有顯著的影響。
三、 TMT功能間的協調對於TMT的差異與TMT與董事會的關係之交互作用，影響創新能力具有顯著的節制效果。
四、 創新能力在TMT與董事會關係－TMT的差異－創新能力－組織績效的關係模式中具有顯著的中介效果。

本研究的主要貢獻在於，嘗試驗證在研究中加入了TMT之「功能間的協調」變數，並獲得證實。因此本研究建議，企業在追求組織績效時，除了致力提昇創新的能力外，應試著將TMT成員的背景做最佳的配置，這將會帶給企業有效且最佳的績效。因此可提供給後續欲研究此一相關議題者之思考方向，並對實務界人士在進行策略規劃時給予參考之依據。

關鍵字

高階經營團隊 ； 董事會 ； 公司治理 ； 創新能力 ； 功能間的協調 ； 組織績效

並列摘要

The principle part of economic growth in our nation is SMEs and it’s also one of the main reasons of development in economy and trade in Taiwan. Either to create the opportunity of getting jobs domestically for improving stability in society, to expand national trade internationally, and to increase national income, or to be a satellite support system of big-sized enterprises, SEMs are the main cause for improving industry development, balancing distance between town and country, and completing the structure of industry. For responding the quick changing environment, the managers of enterprises take this great mission. The use and allocation of enterprise resource and the performance of operation are displayed mainly through the working of top management team (TMT). Therefore, the subject in this study is TMT of SMEs for discussing the relationship between the board of directors and the background of forming members in TMT, and its impact on innovativeness and performance of enterprises.

Through the review of literature in this study, with the reference of the related studies on TMT, organizational performance and innovativeness, after making sure the study variable and framework, in coordination to the purpose of this study, the relationship between the related variables was analyzed to bring up the hypothesis. In addition, the 350 questionnaires were sent out (with 178 effective questionnaires returned, the returning rate is 50.86%); through frequency statistic, factor analysis, reliability and validity analysis, regression analysis, hierarchical regression analysis, mediate effect analysis, and so on to conduct data analysis and confirmation. After the empirical study, the main conclusion is as followed:

1. the difference of TMT Significant impact the innovativeness and organizational performance.
2. the relationship between TMT and the board directors Significant influenced impact on the innovativeness and organizational performance.
3. in terms if the interfunctional coordination of TMT, the interaction between the TMT diversity and the relationship between TMT and the board directors which impact the innovativeness has significant mediate effect.
4. the relationship between “the innovativeness and TMT & the board directors TMT diversity innovativeness organizational performance have significant mediate effect.

The main contribution in this study is to try to verify the variable added in the “interfunctional coordination” of TMT in this study and to prove. Therefore, it is suggested that when enterprises are pursuing organizational performance, with the addition to be devoted to improve the innovativeness, they should make the best allocation of backgrounds from TMT members. So as to provide the consequent study in related issue a direction and base of reference for practicians to carry out strategic planning.

並列關鍵字

Top Management Team (TMT) ； Board of Directors ； Corporate governance, Innovativeness ； Interfunctional coordination ； Organizational Performance

參考文獻

2. Amabele, T. M.(1997), “Entrepreneurial creativity through motivational synergy.” Journal of Creative Behavior, 31(1),pp.18-26.

4. Bantel, K. A. & Jackson S. E. (1989), Top Management and Innovations in Banking:Does the Composition of the Top Management Make a Difference? Strategic Management Journal, 10(Special Issue), 107-124.

5. Becker, S. W. and Whisler, T. L. (1967), “The innovative organization: A selective view of current theory and research.” Journal of Business, 4,pp.462-469.

6. Betz, F.(1987), Managing technology-competing through new ventures－Innovation, and corporate research. Prentice Hall.

7. Bolton, Michele Kremen.(1993), “Organizational innovation and substandard performance:When is necessity the mother of innovation?” Organization Science, 4, pp.57-75.