Relationships among Characteristics of Organization, Human Capital, Industrial Environment, and Organizational Performance
碩士 === 國立中山大學 === 人力資源管理研究所 === 89 === In knowledge economy century the core competitive advantages of companies do not come from physical capital any more, in contrast, they come from human beings who create virtual capital such as knowledge and skills. That is the reason that almost all companies...
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| Format: | Others |
| Language: | zh-TW |
| Published: |
2001
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| Online Access: | http://ndltd.ncl.edu.tw/handle/26147148999984403228 |
| Summary: | 碩士 === 國立中山大學 === 人力資源管理研究所 === 89 === In knowledge economy century the core competitive advantages of companies do not come from physical capital any more, in contrast, they come from human beings who create virtual capital such as knowledge and skills. That is the reason that almost all companies start to concern about their own human capital. Also that is the reason I did this research. This study is empirical in nature and questionnaires where design to gather data. From this study I try to find out the main concepts of human capital for companies, the relationships between characteristics of organization and human capital, the relationships between characteristics of organization and organizational performance, and the relationships between industrial environment and organizational performance.
After statistic analyzes the results are stated as bellow:
I. The factors of human capital.
1. The executives’ direction ability of knowledge and vision.
2. Employees’ entrepreneur and creation competencies.
3. Human investment and return.
4. Employee’s leaning potential.
II. Differences of human capital due to characteristics of organization.
1. The years of a company which is build up has significant differences on employee’s entrepreneur and creation competencies.
2. The lifecycle of a company has significant differences on employee’s entrepreneur and creation competencies.
3. The lifecycle of a company has significant differences on human investments and returns.
III. The moderating effects of characteristics of organization.
1. The interaction effect between the executives’ direction ability of knowledge and vision and the lifecycle of a company on behavior performance is significant.
IV. The moderating effects of industrial environment.
1. The interaction effect between the executives’ direction ability of knowledge and vision and the volatility on financial performance is significant.
2. The interaction effect between the executives’ direction ability of knowledge and vision and the volatility on operational performance is significant.
3. The interaction effect between the executives’ direction ability of knowledge and vision and the complexity on behavior performance is significant.
4. The interaction effect between the employees’ entrepreneur and creation competencies and the complexity on operational performance is significant.
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