| Summary: | 碩士 === 國立東華大學 === 企業管理學系 === 106 === Business groups are composed of more than two group members. Generally speaking, the decision-making core of Taiwan group companies is located on the board. Each director of the board has its own unique social capital. Business groups can use these social capital to create different synergies.
This study will focus on the social capital perspective, discussing the business group members of the board relational social capital and structural social capital, the relational social capital mainly represents the trust and cognitive between the directors, the structural social capital mainly represents of the group member boards location in social network. We will finally discuss the impact of the difference in status between the group members on the firm performance.
The research object is the Taiwanese business groups from 2006 to 2016, of which 40 are selected business groups. The results of this study show that the board relational social capital has a significant negative impact on the firm performance. The degree centrality and closeness centrality has a significant positive impact on firm performance. In terms of differences in group membership, the status variables established in this study have a significant positive impact on firm performance.
In summary, this study suggests that managers of group companies should have more comprehensive consideration and supervision mechanisms in the future to avoid the occurrence of agency problems. In addition, the board social network of the business groups. The position of the group should also be arranged according to the situation of the group members, in order to optimize the allocation of resources. Finally, the results of this study also show that the members of the higher status group will have better performance, which is one of the important findings of this study. .
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