| Summary: | 碩士 === 國立臺北大學 === 企業管理學系 === 103 === The emphasis on aesthetics economic times, most people think make the transformation within transformation through aesthetic enterprise, you can guarantee the same time the economic benefits, but also actively through corporate governance, play its corporate social responsibility, to meet the needs of various stakeholders, this study try to explore whether such a discourse forward towards development. This is an empirical research targeting of listed and OTC companies, general business Stakeholders (including employees, shareholders, customers, suppliers, communities, governments, the investing public, accountants, lawyers, etc.). Through purposive sampling, all the questionnaires are distributed and replied in hardcopy. except those who are in remote areas and reply in dedicated email version. In total, 483 valid samples are collected which strive to construct a study on Corporate governance aesthetics capital that is more possible to make generalization. And focus on the management of change through the aesthetics created by the leadership of the organizational culture of the organizational climate, Resolve its relations with stakeholders recognition and organization cultures, By scoping the organizational culture as the context, this research manages to analyze the relationship between Corporate governance aesthetics capital, stakeholders recognition and organizational culture. Furthermore, organizational culture is taken as a moderator for this research to conduct Average Variance Extracted (AVE), Correlation, and Hierarchical Regression. The hypotheses are examined to show. (A) Corporate governance aesthetics capital and stakeholders recognition have positive corelation with statistical significance, (B) organization cultures has significant and positive corelation with stakeholders recognition, and (C) organization cultures has partially tuned the relationship between Corporate governance aesthetics capital and stakeholders recognition with statistical significance. The drill-down results also indicate “Integrity management and transparent communication”, “Product innovation and brand value”, “Warm interaction and aesthetic atmosphere”. of Corporate governance aesthetics capital has positive corelation with stakeholders recognition; Three factors are on the acceptance of the interested parties “The Wisdom of Aesthetics and aesthetic capability of support”, “aesthetics leadership and Transparency trust” presents all significantly with stakeholders recognition positively; “supportive organizational culture" factors and stakeholders acceptance organizational culture presents all significantly with stakeholders recognition positively. Finally, the interference effect, the results show when the “product innovation and brand value” and “integrity management and transparent communication” and “supportive organizational culture”, the event of the interaction, organizational culture jamming effect will appear; and when higher “product innovation and brand value” level of commitment, “supportive organizational culture” to implement low by Positive relationship stakeholders acceptance but significantly weakened.
|
|---|
