經營特質、創新型態與領導風格對經營績效的影響－新竹科學園區企業之實證分析

Abstract

本研究以新竹科學園區企業為樣本，利用企業成長階段理論，探討經營 特質、創新型態、領導風格對經營績效之關聯性及其影響。藉由清楚的企 業成長階段劃分，可避免過去相關組織研究之矛盾，並可凸顯出不同階段 之特色，其結果對實務界人士有莫大的貢獻。 根據研究結果企業的經 營特質可分為三類：顧客導向、技術導向、競爭導向。就績效表現上，顧 客導向在市場績效上表現較佳，技術導向在技術績效表現較佳，競爭導向 整體績效表現較差。在創業期、量產期與整合期時以技術導向績效較佳， 成長期以顧客導向績效較佳。企業對創新型態的選擇上可分為三類：產品 漸近式、系統式與組織製程式。就績效表現上，系統式的表現較佳。 本研究引用策略配合概念，將經營特質、創新型態結合成九種不同的配合 模式。在績效表現方面，顧客導向搭配系統式創新較佳，其次為技術導向 搭配系統式創新。在創業期與量產期以技術導向-系統式創新效果較佳， 而成長期則以顧客導向-系統式創新績效較佳，整合期時以技術導向-組織 製程式創新績效較佳。 本研究使用雙因子變異數分析，用以了解經營 特質、創新型態配合與領導風格對經營績效的影響，研究結果發現兩者配 合模型對經營績效影響效果顯著，代表其是影響績效的重要因素，領導風 格對經營績效的影響效果較不顯著，代表其並非影響績效的主要因素，而 領導風格與兩者配合模型交互作用較不顯著，代表其並非經營特質、創新 型態配合影響經營績效的中介變數。 園區企業在成長過程中，主要的 成長動力源自於新產品的成功開發，而主要的成長危機源自於市場需求不 易掌握。創業期時主要的成長動力源自於技術的優勢，危機來自於管理制 度未建立；量產期時成長動力來自於大量降低生產成本，危機來自於競爭 壓力過大；成長期時成長動力來自於技術的優勢與合作的管理團隊，危機 來自於需求不易掌握；整合期時成長動力源自於新產品開發成功，而危機 來自於市場需求不易掌握。 This thesis reports on impacts of organizational trait, innovative characteristic, and leadership style on corporate performance of fast-growing enterprises in Hsinchu*s science- based Industrial Park .We constructed a model for analyzing the relationships among business performance, organizational trait, innovation characteristic, and leadership style. Using survey data, the applicability of the model was demonstrated .The results show that the organizational trait of each company is very different. In term of organizational trait, there were three groups in the companies studied, namely customer driven, technology driven, and competitive driven companies. With regards to economic performance, customer driven companies performed more effectively in marketing, technology driven companies did better in technology, and competitive driven companies lagged more behind in all these areas. It was found that there were three innovative characteristics, and they are incremental product, system, and organizational process. The system innovation performed better in all the areas.Using the concept of strategic fit, this study grouped organizational traits and innovative characteristics into nine categories. The group having a combination of customer driven and system innovation showed the best economic outcome.The organizational traits that match the innovative characteristic showed a better performance than that arising from the sole factor of the leadership style. The interaction between both variables was not apparent indicating that the leadership style was not the critical variable for the over-all performance.