A Study on the Relationship among Organizational Business Strategy, Execution and Business Performance

碩士 === 國立臺灣大學 === 會計與管理決策組 === 97 === Enterprises are in an ever-changing competitive environment and corresponding operations are more challenging than ever. Business operators must face the internal and external environments that are to be assessed in the analysis; then outlined with a set of feas...

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Main Authors: Li-Chin Chen, 陳禮琴
Other Authors: 林世銘
Format: Others
Language:zh-TW
Published: 2009
Online Access:http://ndltd.ncl.edu.tw/handle/18275406615660794716
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description 碩士 === 國立臺灣大學 === 會計與管理決策組 === 97 === Enterprises are in an ever-changing competitive environment and corresponding operations are more challenging than ever. Business operators must face the internal and external environments that are to be assessed in the analysis; then outlined with a set of feasible strategies and the outcome of the implemented strategies are reflected in the business performance. Therefore, transferring business strategies into concrete actions as well as measurements on the business performance are significant to the operation of today’s enterprises. As these are the important subjects to be explored and understood in relation to organizational managements, this study is based on the empirical case study which is to explore the business strategy, execution and mutual relevance between business performance; related view through this study can provide cases to the organizational management to understand the current business strategy, execution and related business performance and impacts on the inter-level and relevance within the organization and management as a reference. Questionnaires of this study include four parts, namely the "Operation Strategy Questionnaire" ,"Execution Measuring Questionnaire" , " Business Performance Questionnaire ", and " Demographic Information Questionnaire” while using the Statistical Analysis System for statistical analysis. The methods used for data analysis include Descriptive Statistical Analysis, One-way ANOVA, Scheffe’s Multiple Comparison Technique, Pearson’s Product Moment Coefficient of Correlation, and Multiple Regression Analysis. This study has found the following main results as follows: Firstly, on the whole, the case study indicate that enterprise executives adopt a high degree of identity on the company''s business strategy (the measure of the average dimensions of between 3.35 to 4.13); in addition to the integration ability dimension of execution, learning and growth dimension of business performance, the executives demonstrate a high level of recognition on the company’s execution (the measure of the average dimensions of between 2.74 to 4.41) and business performance (the measure of the average dimensions of between 2.62 to 4.25). Secondly, the execution and business performance illustrate the most significant correlation (r = +0.72), followed by the business strategy and execution (r = +0.59), and lasted by the business strategy and business performance (r = +0.52); technical service and innovation dimension of business strategy, and integration ability of execution have the highest correlation (r =+ 0.823); market development dimension of business strategy, and organizational structure and culture dimension of execution have the lowest correlation (r = +0.325); operational capability dimension of execution, and internal business processes dimension of business performance also exemplify the highest correlation (r = +0.942); the operational capability dimension of execution, and, learning and growth dimension of business performance show the lowest correlation (r = +0.451); market development dimension of business strategy, and financial dimension of the business performance point up the highest correlation (r = +0.829); trade marketing advantage dimension of business strategy, and, the learning and growth dimension of business performance indicate the lowest correlation (r = +0.258). Finally, the various dimensions of business strategy can explain why the strategy development dimension of execution has the highest on the variability (45.3%), followed by integration ability (41.2%), operating ability (35.5%), resource management ability (33.8%), organizational structure and culture (31.7%). The various dimensions of Execution can further explain why the internal business processes dimension has the highest variability in business performance (49.4%), followed by financial (45.7%), customer (41.2%), learning and growth (37.3%). The various dimensions of business strategy can also explain the reasons on the financial dimension of business performance with the highest variability (45.8%), followed by internal business processes (42.2%), customer (35.6%), learning and growth (31.3%) in accordance.
author2 林世銘
author_facet 林世銘
Li-Chin Chen
陳禮琴
author Li-Chin Chen
陳禮琴
spellingShingle Li-Chin Chen
陳禮琴
A Study on the Relationship among Organizational Business Strategy, Execution and Business Performance
author_sort Li-Chin Chen
title A Study on the Relationship among Organizational Business Strategy, Execution and Business Performance
title_short A Study on the Relationship among Organizational Business Strategy, Execution and Business Performance
title_full A Study on the Relationship among Organizational Business Strategy, Execution and Business Performance
title_fullStr A Study on the Relationship among Organizational Business Strategy, Execution and Business Performance
title_full_unstemmed A Study on the Relationship among Organizational Business Strategy, Execution and Business Performance
title_sort study on the relationship among organizational business strategy, execution and business performance
publishDate 2009
url http://ndltd.ncl.edu.tw/handle/18275406615660794716
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spelling ndltd-TW-097NTU057350092016-05-04T04:31:31Z http://ndltd.ncl.edu.tw/handle/18275406615660794716 A Study on the Relationship among Organizational Business Strategy, Execution and Business Performance 組織經營策略、執行力及經營績效之關係研究 Li-Chin Chen 陳禮琴 碩士 國立臺灣大學 會計與管理決策組 97 Enterprises are in an ever-changing competitive environment and corresponding operations are more challenging than ever. Business operators must face the internal and external environments that are to be assessed in the analysis; then outlined with a set of feasible strategies and the outcome of the implemented strategies are reflected in the business performance. Therefore, transferring business strategies into concrete actions as well as measurements on the business performance are significant to the operation of today’s enterprises. As these are the important subjects to be explored and understood in relation to organizational managements, this study is based on the empirical case study which is to explore the business strategy, execution and mutual relevance between business performance; related view through this study can provide cases to the organizational management to understand the current business strategy, execution and related business performance and impacts on the inter-level and relevance within the organization and management as a reference. Questionnaires of this study include four parts, namely the "Operation Strategy Questionnaire" ,"Execution Measuring Questionnaire" , " Business Performance Questionnaire ", and " Demographic Information Questionnaire” while using the Statistical Analysis System for statistical analysis. The methods used for data analysis include Descriptive Statistical Analysis, One-way ANOVA, Scheffe’s Multiple Comparison Technique, Pearson’s Product Moment Coefficient of Correlation, and Multiple Regression Analysis. This study has found the following main results as follows: Firstly, on the whole, the case study indicate that enterprise executives adopt a high degree of identity on the company''s business strategy (the measure of the average dimensions of between 3.35 to 4.13); in addition to the integration ability dimension of execution, learning and growth dimension of business performance, the executives demonstrate a high level of recognition on the company’s execution (the measure of the average dimensions of between 2.74 to 4.41) and business performance (the measure of the average dimensions of between 2.62 to 4.25). Secondly, the execution and business performance illustrate the most significant correlation (r = +0.72), followed by the business strategy and execution (r = +0.59), and lasted by the business strategy and business performance (r = +0.52); technical service and innovation dimension of business strategy, and integration ability of execution have the highest correlation (r =+ 0.823); market development dimension of business strategy, and organizational structure and culture dimension of execution have the lowest correlation (r = +0.325); operational capability dimension of execution, and internal business processes dimension of business performance also exemplify the highest correlation (r = +0.942); the operational capability dimension of execution, and, learning and growth dimension of business performance show the lowest correlation (r = +0.451); market development dimension of business strategy, and financial dimension of the business performance point up the highest correlation (r = +0.829); trade marketing advantage dimension of business strategy, and, the learning and growth dimension of business performance indicate the lowest correlation (r = +0.258). Finally, the various dimensions of business strategy can explain why the strategy development dimension of execution has the highest on the variability (45.3%), followed by integration ability (41.2%), operating ability (35.5%), resource management ability (33.8%), organizational structure and culture (31.7%). The various dimensions of Execution can further explain why the internal business processes dimension has the highest variability in business performance (49.4%), followed by financial (45.7%), customer (41.2%), learning and growth (37.3%). The various dimensions of business strategy can also explain the reasons on the financial dimension of business performance with the highest variability (45.8%), followed by internal business processes (42.2%), customer (35.6%), learning and growth (31.3%) in accordance. 林世銘 2009 學位論文 ; thesis 121 zh-TW