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系統識別號 U0026-1508201416393200
論文名稱(中文) 跨部門競爭與合作對製造能力與企業表現的影響:以臺灣為例
論文名稱(英文) The Influence of Cross –Functional Coopetition on Manufacturing Capabilities and Firm Performance: An Empirical Study in Taiwan
校院名稱 成功大學
系所名稱(中) 國際經營管理研究所碩士在職專班
系所名稱(英) Institute of International Management (IIMBA--Master)(on the job class)
學年度 102
學期 2
出版年 103
研究生(中文) 蘇喜男
研究生(英文) Hsi-Nan Su
學號 RA7991055
學位類別 碩士
語文別 英文
論文頁數 69頁
口試委員 召集委員-林豪傑
指導教授-鄭至甫
口試委員-王鈿
口試委員-陳浩政
中文關鍵字 製造能力  企業表現  競合理論  跨功能別合作  跨功能別合作與競爭  合作與競爭並存  競爭強度  內部競爭 
英文關鍵字 Manufacturing capability  Firm performance  Game theory  Cross functional collaboration  Cross-functional coopetition  Coopetition  Competitive intensity  Internal competition 
學科別分類
中文摘要 本研究以有關組織內不同部門間存在既合作又競爭的理論為基礎, 以台灣為例進行實證研究探討跨部門合作能力、跨部門合作強度、跨部門競爭、製造能力與企業表現之間的關係。本研究根據177份有效問卷來驗證假設,結論如下。 (1) 製造能力對企業的表現有正面影響。(2) 跨部門合作能力對製造能力有正面影響。 (3) 跨部門合作能力能經由製造能力對企業表現有間接的正面影響。 (4) 跨部門合作強度對企業表現有直接的正面影響,此外跨部門合作強度經由製造能力對企業表現有間接的正面影響。(5) 跨部門競爭分別對製造能力及企業的表現都無正面影響。本研究在管理意涵上顯示高階管理者應訓練主管具備跨部門合作的能力以及鼓勵適當的跨部門合作強度來建立適當的製造能力進而產生好的企業表現。至於未來研究方向則鼓勵將問卷對象增擴至外國企業來檢驗如此是否會導出不同的研究結果。
英文摘要 This research uses theories of cross-functional coopetition as a basis on which to exploit the relationships among cross-functional cooperative ability, cross-functional cooperative intensity, cross-functional competition, manufacturing capability and firm performance with an empirical study in Taiwan. Hypotheses were tested by using data collected from 177 valid samples, and the main results are indicated as below. First, manufacturing capability has a positive effect on firm performance. Second, cross-functional cooperative ability has a positive effect on manufacturing capability. Third, cross-function cooperative ability has an indirect and positive effect on firm performance via manufacturing capability. Fourth, cross-functional intensity has a direct and positive effect on firm performance, and cross-functional intensity has an indirect and positive effect on firm performance via manufacturing capability. Fifth, cross-functional competition has not an impact on manufacturing capability and firm performance, respectively. The managerial implications indicate top managers should train managers in organizations with cross-functional cooperative ability and encourage proper cross-function cooperative intensity to establish manufacturing capability that will lead to good firm performance. As for future direction, the questionnaire respondents can be expanded to cover foreign manufactures to examine if this will lead to different research results.
論文目次 TABLE OF CONTENTS
ABSTRACT I
中文摘要 II
ACKNOWLEDGEMENTS III
TABLE OF CONTENTS IV
LIST OF TABLES VII
LIST OF FIGURES VIII
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motivation. 1
1.2 Research Objectives. 2
1.3 Research Procedure. 4
CHAPTER TWO LITERATURE REVIEW 6
2.1 Theoretical Background. 6
2.1.1 Game Theory. 6
2.1.2 Cross-function Coopetition. 8
2.2 Definition of Construct. 9
2.2.1 Manufacturing Capabilities. 9
2.2.2 Firm Performance. 11
2.2.3 Cross-function Coopetition. 11
2.2.4 Cross-function Cooperative Ability. 11
2.2.5 Cross-function Cooperative Intensity. 11
2.2.6 Cross-function Cooperative Competition. 12
2.3 Development of Research Hypothesis. 12
2.3.1 Interrelationship between Manufacturing Capabilities and Firm Performance. 12
2.3.2 The Relationships among Cross-functional Cooperative Ability, Manufacturing Capabilities and Firm Performance. 13
2.3.3 The Relationships among Cross-functional Cooperative Intensity, Manufacturing Capabilities and Firm Performance. 14
2.3.4 The Relationships among Cross-functional Competition, Manufacturing Capabilities and Firm Performance. 15
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 16
3.1 Conceptual Framework. 16
3.2 Hypotheses to be Tested. 18
3.3 Construct Measurement and Questionnaire Design. 19
3.3.1 The Manufacturing Capability of Quality. 19
3.3.2 Manufacturing Capabilities Related to Flexibility. 20
3.3.3 Manufacturing Capabilities Related to Cost. 20
3.3.4 Manufacturing Capabilities Related to Delivery. 21
3.3.5 Firm Performance. 21
3.3.6 Cross-functional Cooperative Ability. 21
3.3.7 Cross-functional Cooperative Intensity. 22
3.3.8 Cross-functional Competition. 23
3.4 Sampling Method and Data Collection. 24
3.5 Data Analysis. 24
3.5.1 Descriptive Statistics Analysis. 25
3.5.2 Confirmatory Factor Analysis. 25
3.5.3 Reliability Test. 25
3.5.4 Validity Test. 26
3.5.5 Pearson Correlation Analysis. 26
3.5.6 SEM Analysis. 26
CHAPTER FOUR RESEARCH RESULTS 27
4.1 Characteristics of the Respondents. 27
4.2 Descriptive Analysis. 29
4.3 Confirmatory Factory Analysis (CFA). 32
4.4 Mean, Standard Deviation, and Pearson Correlation. 36
4.5 SEM Analysis. 37
4.5.1 Result of Factor Analysis. 37
4.5.2 Results of Path Relation Analysis. 38
4.5.3 Overall Model Fit Analysis. 40
4.6 Mediating Effect Test Analysis. 44
CHAPTER FIVE CONCLUSIONS AND SUGGESTIONS 49
5.1 Research Discussions and Conclusions. 49
5.2 Managerial Implications and Suggestions. 51
5.3 Limitations and Future Research Directions. 52
REFERENCES 54
APPENDICES 58
Appendix 1: English Questionnaire 58
Appendix 2: Chinese Questionnaire 65


LIST OF TABLES
Table 3-1 Variables and Definitions 17
Table 3-2 Summary of Hypotheses 19
Table 4-1 Characteristics of Respondents 27
Table 4-2 Results of the Descriptive Analysis 29
Table 4-3 Confirmatory Factor Analysis Result 34
Table 4-4 Reliability and Validity Results 35
Table 4-5 Pearson Correlation Coefficient Result 37
Table 4-6 SEM Results 42
Table 4-7 Mediating Effect Results 46
Table 5-1 Summary of Overall Hypothesis Result 51


LIST OF FIGURES
Figure 1-1. Research procedure 5
Figure 3-1. Conceptual framework 17
Figure 4-1. The path relationship results 41

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