Firm’s Capability、Relationship Network and Operation Performance –A case of Financial Holding Company

• Main Authors: Chien-hao Lai, 賴建豪
• Other Authors: Lan-ying Huang
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/03671467350881742493

碩士 === 嶺東技術學院 === 國際企業研究所 === 93 === This study involves 14 financial holding companies(FHC) in Taiwan as the subjects for investigations on the correlation between firm’s capacity (capital scale, channel scale, degree of diversification, difference of major operations, top management level and government - business relationship) and relationship networks (vertical relationships between parent company and subsidiaries, horizontal relationships between subsidiaries, business relations between subsidiaries and major customers), and their operational performances in 2003 and 2004 (financial performance: ROA, ROE, EPS; non-financial performance: PBR). Results obtained in this research are: 1.Scale of capital, degree of diversification, difference of major operations, and top management level and government - business relationship of FHC are not influential to financial performance. 2.Channel scale has positive influence on the operational performance of FHC. 3.Consistent with the interviews with senior management of FHC, it is found that “Relation is not omnipotent, but without relation, you are impotent.” top management level and government - business relationship can only be regarded as an extra plus. 4.Business relationships between subsidiaries of FHC and their major customers have significantly positive influence on operational performance. 5.Results of regression analysis reveals that the vertical relationships between parent company and subsidiaries and the horizontal relationships between subsidiaries have no influence on operational performance