Please use this identifier to cite or link to this item:
A Study on the Relationship among Organizational Business Strategy, Execution and Business Performance
business strategy,execution,business performance,balanced scorecard,
|Publication Year :||2009|
本研究問卷包括四種量表，分別為「經營策略量表」、「執行力量表」、「經營績效量表」，以及「個人變項量表」，使用 SAS電腦統計軟體進行統計分析，所使用的資料分析方法包含敘述性統計分析、單因子變異數分析、雪費分析、Pearson 相關分析，及多元迴歸分析。本研究主要結論如下：
一、整體而言，本研究個案公司中高階主管對公司所採行之經營策略認同程度頗高(各構面平均數介於 3.35至 4.13間)；除執行能力之整合能力，與經營績效之學習成長構面外，中高階主管對公司執行能力(各構面平均數介於 2.74 至 4.41 間)及經營績效(各構面平均數介於2.62 至4.25間)表現，認同程度亦均頗高。
Enterprises are in an ever-changing competitive environment and corresponding operations are more challenging than ever. Business operators must face the internal and external environments that are to be assessed in the analysis; then outlined with a set of feasible strategies and the outcome of the implemented strategies are reflected in the business performance. Therefore, transferring business strategies into concrete actions as well as measurements on the business performance are significant to the operation of today’s enterprises.
As these are the important subjects to be explored and understood in relation to organizational managements, this study is based on the empirical case study which is to explore the business strategy, execution and mutual relevance between business performance; related view through this study can provide cases to the organizational management to understand the current business strategy, execution and related business performance and impacts on the inter-level and relevance within the organization and management as a reference.
Questionnaires of this study include four parts, namely the 'Operation Strategy Questionnaire' ,'Execution Measuring Questionnaire' , ' Business Performance Questionnaire ', and ' Demographic Information Questionnaire” while using the Statistical Analysis System for statistical analysis. The methods used for data analysis include Descriptive Statistical Analysis, One-way ANOVA, Scheffe’s Multiple Comparison Technique, Pearson’s Product Moment Coefficient of Correlation, and Multiple Regression Analysis. This study has found the following main results as follows:
Firstly, on the whole, the case study indicate that enterprise executives adopt a high degree of identity on the company's business strategy (the measure of the average dimensions of between 3.35 to 4.13); in addition to the integration ability dimension of execution, learning and growth dimension of business performance, the executives demonstrate a high level of recognition on the company’s execution (the measure of the average dimensions of between 2.74 to 4.41) and business performance (the measure of the average dimensions of between 2.62 to 4.25).
Secondly, the execution and business performance illustrate the most significant correlation (r = +0.72), followed by the business strategy and execution (r = +0.59), and lasted by the business strategy and business performance (r = +0.52); technical service and innovation dimension of business strategy, and integration ability of execution have the highest correlation (r =+ 0.823); market development dimension of business strategy, and organizational structure and culture dimension of execution have the lowest correlation (r = +0.325); operational capability dimension of execution, and internal business processes dimension of business performance also exemplify the highest correlation (r = +0.942); the operational capability dimension of execution, and, learning and growth dimension of business performance show the lowest correlation (r = +0.451); market development dimension of business strategy, and financial dimension of the business performance point up the highest correlation (r = +0.829); trade marketing advantage dimension of business strategy, and, the learning and growth dimension of business performance indicate the lowest correlation (r = +0.258).
Finally, the various dimensions of business strategy can explain why the strategy development dimension of execution has the highest on the variability (45.3%), followed by integration ability (41.2%), operating ability (35.5%), resource management ability (33.8%), organizational structure and culture (31.7%). The various dimensions of Execution can further explain why the internal business processes dimension has the highest variability in business performance (49.4%), followed by financial (45.7%), customer (41.2%), learning and growth (37.3%). The various dimensions of business strategy can also explain the reasons on the financial dimension of business performance with the highest variability (45.8%), followed by internal business processes (42.2%), customer (35.6%), learning and growth (31.3%) in accordance.
|Appears in Collections:||會計與管理決策組|
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.