| Summary: | 碩士 === 元智大學 === 管理研究所 === 93 === ABSTRACT
This research analyzes in the view of supplier that when cooperation partners intend to enhance cooperation relationship, mutual recognition level of certain critical factors should be taken into consideration prior to the confirmation of the development and performance of mutual relationship. This research thus executes case study by using the model of “recognition-behavior-performance” and analyzes the interference effects resulting from the E-business level and the precursor effects of suppliers’ attributes. A monitor suppliers is taken as the research subject of the case study among which 122 valid questionnaires are returned. Correlation analysis, univariate analysis, multiple regression analysis, multivariate analysis, and canonical analysis are used to execute case study and the research results confirm that:
1. A positive relation is showed between partnership level and supplier performance
”Relationship recognition” and “Relationship involvement and integration” both have a positive relation with “Supplier performance”. That means suppliers can improve such supplying performance as reliability, price competitiveness, instant reaction by enhancing the suppliers’ “relationship recognition” level and “relationship involvement and integration” level.
2. Relationship recognition exerts a positive impact on relationship involvement and integration
The measurement indicators of “relationship recognition”: Compatibility and satisfaction will help suppliers promote such relationship behavior as communication and mutual reaction, special assets, promises, linkages between the suppliers and their partners and will thus enhance the supplying performance.
3. The enhancement of suppliers’ E-business can improve their supplying performance
”Suppliers’ E-business level” exerts positive impact on suppliers’ reliability, price competitiveness performance. That means suppliers’ E-business level can strengthen quality competitiveness, technology innovation, production elasticity, problem processing speed and cost savings, etc.
4. Suppliers’ E-business level doesn’t exert obvious impact on interference effects on suppliers’ performance caused by suppliers’ partnership
”Suppliers’ E-business level” affects suppliers’ performance directly, but the enhancement of E-business level doesn’t exert obvious impact on suppliers’ performance caused by partnership.
5. The higher the suppliers’ capitalization, the higher the level of E-business; The higher the suppliers’ asset liquidity ratio, the higher the suppliers’ E-business level
The suppliers owning more capitalization or higher asset liquidity ratio can have more resources to be exploited for enhancing E-business level. In view of transaction cost, the enhancement of corporate investment on E-business will promote the lowering of total transaction costs. The result of this research confirms Resource-Based view and Transaction-Cost theory.
6. The partnership level of suppliers with high ratio of operating revenue is high
Suppliers increase their reliance on customers with high operating sales revenue. For sustaining transaction with such customers of high ratio of operating income, suppliers must strengthen more intensive partnership, integrate mutually supplementary resources, and enhance knowledge sharing among organizations. By doing those, both sides will promise higher partnership and be more aggressive to invest in maintaining the relationship between both sides.
7. The E-business level of machinery/materials suppliers is definitely lower than that of electronic/electro-mechanic and system/assembly sectors
The E-business level of machinery/materials suppliers is obviously lower than that of electronic/electro-mechanic and system/assembly suppliers. Obviously, machinery/materials suppliers might initiate E-business strategy later or invest less resource. It is advised that if the enhancement on E-business level can be invested earlier, corporate performance and competitiveness can be improved in time.
Keywords: partnership, relationship recognition, relationship involvement and integration, supplier performance
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