| Summary: | 碩士 === 東吳大學 === 國際經營與貿易學系 === 100 === Abstract
After the second finance reform in Taiwan, the operation of the private-owned commercial banks in Taiwan faces new challenges. On the one hand, financial institutes merged into large financial holding corporations; On the other hand, foreign banks and Chinese banks intend to participate in banking of Taiwan. In this regard, it illustrates a trend that the larger bank permanently maintains its larger status. Facing such a dual competition, it is worth to discuss this question in detail: How do private-owned commercial banks survive from a dual competition? This article intends to examine this question by looking at whether private-owned commercial banks accomplish their operational performance or not.
This study is primarily focused on whether private-owned commercial banks could maintain their current status, rather than integrating into a big financial holding corporation, by improving their inner operation quality, simplifying their work process and enhancing their own competition within a clear market division. The research targets are five private banks The period of research is from 2002 to 2011. Data envelope analysis and stochastic frontier analysis were adopted in this research to analyse the technical efficiency change, the pure technical efficiency change，the scale efficiency change and super efficiency change in these five private-owned commercial banks. The input variables included the interest expense, the human resource fees, other operating expense and the net value, whereas the output variable was the total income included the administration fees and the interest income.
The result of this research shows that facing a competition with large banks, these five selected banks underwent a continued reform to become a small but beautiful bank even though they have not met the best construction. The private-owned commercial banks could gradually improve their operational performance and toward to the best sector construction by clarifying their market orientation.
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