An Empirical Study of Management Consultant model in Taiwan within View of Resource and Innovation Ability

• Main Authors: Chiou-Ching Chen, 陳秋景
• Other Authors: Hsiang-Chun Chen
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/79405026248695638873

碩士 === 國立雲林科技大學 === 企業管理系碩士班 === 90 === ABSTRACT Past Corporation Management Consultant was focused on operation management，marketing, human resource, research and development, and particularly draw attention on finance that influenced the corporation life. This thesis aims to discuss a suitable model for “corporation management consultant” in Taiwan by way of mentioning “view of resource and innovation ability” in order to identify the growth of corporation. The sample of this study contains 78 companies. Many quantitative methods including factor analysis, reliability analysis, regression analysis are used to test the hypotheses of this research. The major findings of this study are summarized as below: （1）The personal competency of employees and intangible asset of corporation and organization competency have positive impacts on administrative innovation. （2）Both personal competency and intangible asset of corporation have positive impacts on technical innovation. （3）Partial corporation resource（including intangible asset, personal ability, organization ability）and innovation ability（including administrative innovation, technical innovation）have positive impacts on the growth of corporation for short-term period（within one year）, or middle-term period（1 to 3 years）, or long-term period（3 to 5 years）. （a） Both intangible asset and administrative innovation of corporation have positive impacts on the growth of corporation for short-term period（within one year）. （b） Administrative innovation has positive impacts on the growth of corporation for middle-term period （1 to 3 years）. （c） Both organization competency and personal competency have positive impacts on the growth of corporation for Long-term period （3 to 5 years）.