Board Social Capital and Corporate Performance in Taiwanese Business Groups

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...

Full description

Bibliographic Details
Main Authors: Cheng-Ze Huang, 黃承澤
Other Authors: Chien-Nan Chen
Format: Others
Language:zh-TW
Published: 2018
Online Access:http://ndltd.ncl.edu.tw/handle/456da2
id ndltd-TW-106NDHU5121039
record_format oai_dc
spelling ndltd-TW-106NDHU51210392019-05-16T01:07:40Z http://ndltd.ncl.edu.tw/handle/456da2 Board Social Capital and Corporate Performance in Taiwanese Business Groups 台灣集團企業內的董事會社會資本與公司績效 Cheng-Ze Huang 黃承澤 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. . Chien-Nan Chen 陳建男 2018 學位論文 ; thesis 52 zh-TW
collection NDLTD
language zh-TW
format Others
sources NDLTD
description 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. .
author2 Chien-Nan Chen
author_facet Chien-Nan Chen
Cheng-Ze Huang
黃承澤
author Cheng-Ze Huang
黃承澤
spellingShingle Cheng-Ze Huang
黃承澤
Board Social Capital and Corporate Performance in Taiwanese Business Groups
author_sort Cheng-Ze Huang
title Board Social Capital and Corporate Performance in Taiwanese Business Groups
title_short Board Social Capital and Corporate Performance in Taiwanese Business Groups
title_full Board Social Capital and Corporate Performance in Taiwanese Business Groups
title_fullStr Board Social Capital and Corporate Performance in Taiwanese Business Groups
title_full_unstemmed Board Social Capital and Corporate Performance in Taiwanese Business Groups
title_sort board social capital and corporate performance in taiwanese business groups
publishDate 2018
url http://ndltd.ncl.edu.tw/handle/456da2
work_keys_str_mv AT chengzehuang boardsocialcapitalandcorporateperformanceintaiwanesebusinessgroups
AT huángchéngzé boardsocialcapitalandcorporateperformanceintaiwanesebusinessgroups
AT chengzehuang táiwānjítuánqǐyènèidedǒngshìhuìshèhuìzīběnyǔgōngsījīxiào
AT huángchéngzé táiwānjítuánqǐyènèidedǒngshìhuìshèhuìzīběnyǔgōngsījīxiào
_version_ 1719173748256407552