||The Antecedents and Consequences of Dynamic Resource Management Model for Organizational Competitiveness
||The Antecedents and Consequences of Dynamic Resource Management Model for Organizational Competitiveness
||Institute of International Management (IIMBA--Master)(on the job class)
Competitive Advantage and Business Performance
As Taiwan’s industries are facing the dynamic change of the environment, the expandable industrial potential market also draws the increasing competitive challenges. Taiwan's future development will have to rely on further transformation to a high technology and service-oriented economy. And the industry has to create the industrial advantages and upgrade the added values in the global industrial value chain. And Taiwan’s economy has largely consisted of small and medium-sized enterprises with the people who are willing to take the risks involved to undertake a business venture. With such social entrepreneurship, Taiwan business entrepreneurs often are willing to accept a high level of personal, professional or financial risk to pursue competitve advantages.
This study intends to explore the status of dynamic resource management model of value creation in Taiwan industries which have not been tested in eastern developing countries. And this study also intends to empirically test the dynamic resource management model of value creation proposed by Sirmon et al. (2007) and to examines whether entrepreneurial orientation can determine the resource management process inside the firm.
This study evaluates seven major research questions and comes up with the conclusion as (1) environmental uncertainty, including dynamics of industry structure and environmental munificence has influenced on firm’s resource management, including structuring the resource portfolio, bundling resources to build capabilities and leveraging capabilities to exploit market opportunities. (2) entrepreneurial orientation, including innovativeness, risk taking and proactiveness, has influenced on firm’s resource management, including structuring the resource portfolio, bundling resources to build capabilities and leveraging capabilities to exploit market opportunities. (3) entrepreneurial orientation, including innovativeness, risk taking and proactiveness, has influenced on business performance, including non-financial performance and financial performance. (4) firm’s resource management, including structuring the resource portfolio, bundling resources to build capabilities and leveraging capabilities to exploit market opportunities, has influenced on competitive advantage, including competitive ability development and competitive performance. (5) firm’s competitive advantage, including competitive ability development and competitive performance, has influenced on business performance, including non-financial performance and financial performance. (6) environmental uncertainty plays a moderating role on the relationship between, however according to the test results, the results unveil that not all facets of environmental uncertainty play a moderator role on the relationship between firm’s entrepreneurial orientation and firm’s business performance. (7) firm’s entrepreneurial orientation plays a moderating role on the relationship between firm’s resource management and firm’s competitive advantage, however according to the test results, the results unveil that not all facets of entrepreneurial orientation play a moderator role on the relationship between firm’s resource management and competitive advantage.
TABLE OF CONTENTS VIII
LIST OF FIGURES XII
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motivations 1
1.2 The Purpose and Scope of the Study 6
1.3 Research Process 8
1.4 Structure of This Study 8
CHAPTER TWO LITERATURE REVIEW 10
2.1 Definition of Conceptual Model 10
2.1.1 Resource-based View and Resource Management Process 10
126.96.36.199 Structuring The Resource Portfolio 13
188.8.131.52 Bundling The Resources to Build Capabilities Structuring 15
184.108.40.206 Leveraging Capabilities to Exploit Market Opportunities 16
2.1.2 Environment 19
220.127.116.11 Definition of Environment 19
18.104.22.168 Environment Uncertainty 20
22.214.171.124 Dimension of Environment 21
2.1.3 Entrepreneurial Orientation 25
2.1.4 Competitive Advantage 26
2.1.5 Performance 27
2.2 Hypothesis Development 28
2.2.1 Resources Management and Environmental Uncertainty 28
2.2.2 Resources Management and Entrepreneurial Orientation 30
2.2.3 Resources Management and Competitve Advantage 32
2.2.4 Competitve Advantage and Performance 33
2.2.5 Entrepreneurial Orientation and Performance 35
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 39
3.1 The model 39
3.2 Construct Measurement 40
3.2.1 Resources Management 40
3.2.2 Environmental Uncertainty 42
3.2.3 Entrepreneurial Orientation 43
3.2.4 Competitive Advantage44 44
3.2.5 Business Perfonmance 45
3.3 Data Selection and Sampling 46
3.4 Questionnaire Design 47
3.5 Data Analysis Procedure 47
3.5.1 Descriptive Statistic Analysis 47
3.5.2 Purification and Reliability of the Measurement Variables 48
3.5.3 Relationships between Research Variables 49
CHAPTER FOUR DESCRIPTIVE ANALYSIS AND RELIABILITY TESTING 50
4.1 Descriptive Analysis 50
4.1.1 Response Rates 50
4.1.2 Characteristics of Sample Firms and Respondents 51
4.1.3 Measurement Results for Relevant Research Variables 53
4.2 Exploratory Factor Analysis 58
4.2.1 Structuring of Resource Management Analysis 59
4.2.2 Bundling of Resource Management Analysis 60
4.2.3 Leveraging of Resource Management Analysis 61
4.2.4 Environment Uncertainty Analysis 62
4.2.5 Entrepreneurial Orientation Analysis 63
4.2.6 Competitive Advantage Analysis 64
4.2.7 Business Performance Analysis 65
CHAPTER FIX DESCRIPTIVE ANALYSIS AND RELIABILITY TESTING 67
5.1 The Influence of Environmental Uncertainty on Resources Management 67
5.1.1 The Influence of Environmental Uncertainty on Structuring of Resource Management 68
5.1.2 The Influence of Environmental uncertainty on Bundling of Resource Management 70
5.1.3 The Influence of Environmental uncertainty on Leveraging of Resource Management 73
5.2 The Influence of Entrepreneurial Orientation on Resource Management 76
5.2.1 The Influence of Entrepreneurial Orientation on Structuring of Resource Management 76
5.2.2 The Influence of Entrepreneurial Orientation on Bundling of Resource Management 78
5.2.3 The Influence of Entrepreneurial Orientation on Leveraging of Resource Management 81
5.3 The Influence of Entrepreneurial Orientation on Business Performance 84
5.4 The Influence of Resource Management on Competitive Advantage 87
5.4.1 The Influence of Structuring of Resource management on Bundling of Resource Management 87
5.4.2 The Influence of Bundling of Resource management on Leveraging of Resource Management 90
5.4.3 The Influence Leveraging of Resource Management of on Competitive Advantage 93
5.5 The Influence of Competitive Advantage on Business Performance 95
5.6 The Moderating Role of Environmental Uncertainty on Entrepreneurial Orientation and Business Performance 98
5.6.1 The Moderating Role of Dynamics of Industry Structure of Environmental Uncertainty on Entrepreneurial Orientation and Business Performance 98
5.6.2 The Moderating Role of Environmental Munificence of Environmental Uncertainty on Entrepreneurial Orientation and Business Performance 100
5.7 The Moderating Role of Entrepreneurial Orientation on Resource Management and Competitive Advantage 104
5.7.1 The Moderating Role of Innovativeness of Entrepreneurial Orientation on Resource Management and Competitive Advantage 104
5.7.2 The Moderating Role of Risk Taking of Entrepreneurial Orientation on Resource Management and Competitive Advantage 105
5.7.3 The Moderating Role of Proactiveness of Entrepreneurial Orientation on Resource Management and Competitive Advantage 107
CHAPTER SIX CONCLUSION AND SUGGESTION 110
6.1 Research Conclusions and Managerial Implications 110
6.2 Managerial Implications 113
6.3 Research Limitations and Future Suggestions 115
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