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姓名 周龍鴻(Lung-Hung Chou) 電子郵件信箱 E-mail 資料不公開
畢業系所 企業管理學系研究所(Department of Business Management)
畢業學位 博士(Ph.D.) 畢業時期 109學年第2學期
論文名稱(中) 執行長謙遜領導、經營團隊意見尋求、價值共創與組織績效在競爭強度調節下之關聯性探討
論文名稱(英) Exploring the Associations among CEO Humility Leadership, TMT Advice-seeking, Value Co-creation and Firm Performance under the Moderation of Competitive Intensity
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    摘要(中) 本研究整合高層、價值共創與動態競爭理論,探討價值共創如何中介CEO-TMT (top management team) 介面與組織績效的關係,並且檢視競爭強度的調節效果。本研究採用三階段問卷調查法,計蒐集140家企業、每家3位TMT (含CEO) 成員的樣本,並使用結構方程模式進行假說檢測。
    研究發現,CEO謙遜領導正向影響TMT內部意見尋求,TMT內部意見尋求正向影響價值共創,價值共創則正向影響組織績效;同時,TMT內部意見尋求中介CEO謙遜領導與價值共創的關係,價值共創中介TMT內部意見尋求與組織績效的關係,TMT內部意見尋求與價值共創則循序中介CEO謙遜領導與組織績效的關係。另一方面,競爭強度負向調節TMT外部意見尋求對價值共創的影響。
    本研究對高層理論有重要貢獻。首先,探討企業最高領導者CEO的謙遜領導如何影響TMT的意見尋求,不僅直接檢視了高階主管的社會-認知程序,而且有助於更完整地理解CEO-TMT介面的互動態勢。其次,檢視價值共創在CEO-TMT介面及組織績效之間扮演的中介角色,回應了高層理論文獻要求研究者需強調更多策略選擇之轉換機制的呼籲。再者,探討CEO謙遜領導對TMT意見尋求行為的影響,可以更完整審視CEO-TMT介面對組織績效的影響。最後,探討TMT意見尋求可降低高層理論有關經理人有限理性與選擇性認知的基本假定,檢視價值共創的中介效果則擴大了高層理論有關策略選擇機制的內涵。
    此外,本研究也以價值共創理論及動態競爭觀點擴大了高層理論的適用範疇:一是透過分析競爭強度在整個研究模型中的調節角色,進一步結合了高層與動態競爭這兩個在1980年代以後源自策略管理領域本身的重要理論。二是藉由檢視TMT如何在競爭強度的調節下影響組織的價值共創策略,呈現人與競爭環境的交互作用乃是企業與利害關係人合作的影響因子,藉此將價值共創理論的研究焦點從以往的後果轉向前因的探討。
    摘要(英) This research integrates the theories of upper echelons, value co-creation and competitive dynamics, explores how value co-creation mediates the relationship between CEO-TMT (top management team) interface and organizational performance, and examines the moderating effect of competitive intensity. We conducted a questionnaire-based, three-stage survey to collect views of a three-member TMT (including CEO) from each of 140 enterprises, proposed hypotheses and tested them via structural equation modeling.
    The study finds that CEO humility has a positive impact on TMT’s internal advice seeking, TMT’s internal advice seeking with a positive impact on value co-creation, and value co-creation with a positive impact on organizational performance; Meanwhile, the relationship between CEO humility and value co-creation is mediated by TMT’s internal advice seeking, and the relationship between organizational performance and TMT’s internal advice seeking mediated by value co-creation, and the relationship between CEO humility and organizational performance mediated by TMT’s internal advice seeking. On the other hand, competitive intensity negatively moderates TMT’s external advice seeking.
    This research makes significant contributions to illuminating the upper echelons theory. First, by examining how CEO humility impacts TMT’s advice seeking, we showed how TMTs’ social cognition works and presented a more nuanced picture of CEO-TMT interaction. Second, the mediating role of value co-creation between CEO-TMT interface and organizational performance is examined, corresponding to the request for focusing more on the mechanism of the shift in the choice of strategies by the researchers on upper echelons theory. Third, the impact of CEO humility leadership on TMT advice seeking is investigated, providing a more integrated review on the impact of the CEO-TMT interface on organization performance. Last, the basic assumption related to TMT advice-seeking capable of decreasing the limited rationality and selective perception of the managers in the upper echelon theory is discussed, and the examination of the mediating effect of value co-creation can extend the connotation of related strategy selection mechanism in the upper echelon theory.
    Additionally, the applicable scope of the upper echelons theory is extended by this study with value co-creation theory and competitive dynamics. First, based on the analysis of mediating role of competitive intensity in the entire study model, these two important theories since the 1980s, the upper echelons and the competitive dynamics, which are derived from strategy management itself, are integrated further. Second, based on the review of TMT impact on the organization’s value co-creation strategy under the mediating by the competitive intensity, it is indicated that the interaction between the people and competition environment is still an impact factor on the cooperation between the enterprise and its stakeholders, therefore it is necessary to shift the focus of value co-creation theory from presenting consequences of the past to examining the antecedents.
    關鍵字(中)
  • 高層理論
  • 價值共創
  • 競爭強度
  • CEO-TMT介面
  • CEO謙遜
  • TMT意見尋求
  • 動態競爭
  • 關鍵字(英)
  • Upper Echelon Theory
  • Value Co-creation
  • Competitive Intensity
  • CEO-TMT Interface
  • CEO Humility
  • Top Management Team Advice Seeking
  • Competitive Dynamics
  • 論文目次 論文審定書 i
    誌謝文 ii
    摘要 iv
    Abstract v
    第一章 緒論 1
    第一節 研究動機 1
    第二節 研究目的 7
    第二章 文獻探討及假說推論 10
    第一節 相關理論 12
    第二節 研究變數 25
    第三節 研究假說推論 35
    第三章 研究方法 55
    第一節 研究架構 55
    第二節 研究樣本 56
    第三節 研究假說彙整 64
    第四節 衡量工具 66
    第五節 統計分析方法 73
    第四章 研究發現 79
    第一節 評估資料加總正當性及評分者間信度 79
    第二節 信效度分析 80
    第三節 相關分析 86
    第四節 結構模型分析 88
    第五節 穩健性檢定 93
    第五章 討論與結論 99
    第一節 結果討論 99
    第二節 理論意涵 102
    第三節 實務意涵 106
    第四節 研究限制與未來研究方向 108
    參考文獻 110
    附錄1 實證文獻彙整表 126
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    口試委員
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