過去50年來，台灣中小型外銷製造商在台灣經濟奇蹟的創造過程中，扮演著不可或缺的驅動角色，然而，近幾年來，全球經貿環境變遷快速，企業經營特質丕變，價格與速度競爭激烈，產品生命週期短暫，顧客需求即時且多元，中小企業正面臨嚴酷挑戰。如何彌補先天上資金短少、創新能力不足、行銷通路有限等阻礙，維持產業競爭力及提升外銷績效，確是刻不容緩的課題。
本研究針對影響外銷績效之前因變數中屬於企業內部可控制部分之構面，設計問項量表，郵寄721家電機及電子工業之外銷廠商進行問卷調查，並使用變異數、迴歸、典型規則相關等統計方法分析回收資料，主要目的在探討主管的領導型態、企業的組織結構與外銷市場導向對於外銷績效的影響，提供業界如何就可控制、內外部環境的因素作調適，以提高其外銷績效。
研究結果發現：
1. 成立年數不同及員工人數不同的企業在領導型態、組織結構、外銷市場導向與外銷績效等構面因素上有顯著差異性存在。
2. 採不同領導型態的群組（支持/參與型、手段型及中庸領導群）在組織結構、外銷市場導向與外銷績效等構面因素上有顯著差異性存在。
3. 領導型態、組織結構及外銷市場導向等構面因素，兩兩之間有互動關係存在，其中領導型態與組織結構間之互動性最強，而領導型態與外銷市場導向間之互動性較不顯著。
4. 領導型態、組織結構及外銷市場導向對於外銷績效均具有影響關係存在，其中外銷市場導向對於外銷績效有最顯著之正向影響關係，而正式化及集權化之組織結構對於外銷績效呈現負向之影響關係，領導型態對於外銷績效之影響關係較不顯著，除非透過中介變項的加入，譬如組織結構及/或外銷市場導向。

In the past 50 years, Taiwanese small and middle exporters (SME) played a key role in the process of creating a "Taiwan Economic Miracle”. However, recently Taiwan SME has been facing the tought challenges of the fast change of globally economic environment and management characteristics, intense competition of price and delivery of products, short period of life cycle of products and instant and diversified demands from worldwide customers. It’s a great urgency to Taiwan SME making up innate shortage of capital, inadequate innovation capability and limited marketing channels to maintain its competition power and increase its export performance.
This research is aimed at some of internal and controllable antecedents of export performance inside the enterprise. Through designing the appropriate questionnaire, mailing to 721 companies of Taiwan SME, performing analysis of returned data by ANOVA, regression, canonical correlation and LISREL, the main purpose of this research is to explore and examine the influence of leadership style (LS), organizational structure (OS) and export market orientation (MO) upon export performance (EP), so as to provide Taiwan SME some recommendations of inceasing its export performance by adjusting and adopting specific determinant factors inside the company.
Findings of this research:
1. There exist significant differences among LS, OS, MO and EP factors for different establishment history and employees number of the company.
2. There exist significant differences among LS, OS and MO factors when the management adopts different leadership styles.
3. There exist significant interaction relations between two of LS, OS and MO factors. There is a strongest interaction between LS and OS factors, but weakest relation between LS and MO factors.
4. All of LS, OS and MO factors have influences on EP. MO gets a most significant and positive effect upon EP, but the influence of LS itself upon EP is not significant unless addition of intervening variables, such as OS and/or MO.

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