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研究生: 李浩鵬
Assidiqhi, Taza Ilham
論文名稱: 邁向競爭力與生產力模型:台灣半導體企業的實證研究
Toward a Model of Competitiveness and Productivity: An Empirical Study of Taiwanese Semiconductor Firms
指導教授: 張巍勳
Chang, Wei-Shiun
學位類別: 碩士
Master
系所名稱: 管理學院 - 國際經營管理研究所
Institute of International Management
論文出版年: 2024
畢業學年度: 112
語文別: 英文
論文頁數: 102
中文關鍵詞: DEA企業競爭力行銷能力營運能力管理能力企業財務表現
外文關鍵詞: DEA, Firms' Competitiveness, Marketing Capabilities, Operations Capabilities, Management Capabilities, Business Financial Performance
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  • 企業能力與績效之間的關係一直是學者和從業人員討論的重要議題。過去的研究提出了各種不同的關係類型,包括線性關係、倒U型關係以及正向曲線關係,但研究結果卻不一致。本研究採用了資料包絡分析法(Data Envelopment Analysis, DEA),對台灣134家半導體公司的相對運營效率進行了全面評估。通過從行銷、營運和管理的角度分析投入與產出變數,本研究旨在探討不同能力如何影響企業績效指標,例如資產報酬率(Return on Assets, ROA)、托賓Q值(Tobin’s Q)以及股票回報率。

    研究結果顯示,行銷能力與企業績效之間存在顯著的線性關係和倒U型曲線關係。此外,營運能力和管理能力對績效也呈現顯著的曲線效應。具體而言,營運能力與資產報酬率之間存在顯著的負向曲線關係,而與托賓Q值之間則呈現正向曲線關係,這暗示了在某些點上能力增加會導致收益遞減,但在另一個點上則會帶來指數增長。同樣地,管理能力對資產報酬率、托賓Q值和股票回報率亦有顯著的正向曲線效應,顯示出隨著能力增加而帶來的指數增長。研究還發現,資產報酬率在行銷能力和管理能力對托賓Q值及股票回報率的影響中,具有中介效應。

    此外,研究還探討了研發強度(R&D intensity)的調節作用。行銷能力與研發強度的交互作用顯著影響了資產報酬率、托賓Q值及股票回報率,表明這兩者之間有著強烈的互補關係,聯合效果能夠顯著提升財務績效。相反地,研發強度與營運能力和管理能力的交互作用並未顯示出顯著影響,這暗示研發強度主要是通過行銷功能來增強企業績效。這些結果強調了在提升半導體公司財務績效方面,戰略性資源配置、能力發展以及持續創新的重要性。本研究透過提供一個全面的理論框架和實證證據,為半導體行業中能力與企業績效之間的關係提供了重要貢獻。研究結果為學術界和實務界在制定行銷、營運和管理策略以提升企業績效方面提供了寶貴的指導。

    The relationship between a firm's capabilities and its performance has been a subject of considerable debate among scholars and practitioners. Previous studies have suggested various types of relationships, including linear, inverted U-shape, and positive curvilinear, but with inconsistent findings. This study utilizes Data Envelopment Analysis (DEA) to comprehensively evaluate the relative operating efficiency of 134 semiconductor firms in Taiwan. By examining input and output variables across marketing, operations, and management perspectives, this research aims to identify how different capabilities contribute to business performance metrics such as Return on Assets (ROA), Tobin's Q, and stock returns.
    The findings reveal significant linear relationships and an inverted U-shape curvilinear relationship between marketing capabilities and business performance. Additionally, significant curvilinear effects of operations and management capabilities on performance were identified. The operations capabilities show a significant negative curvilinear relationship with ROA and a positive curvilinear relationship with Tobin's Q, suggesting diminishing returns at certain points and exponential returns with the increase of capabilities, respectively. Similarly, management capabilities exhibit significant positive curvilinear effects on ROA, Tobin's Q, and stock returns, indicating exponential returns as capabilities increase. ROA is suggested to mediate the effects of marketing and management capabilities on Tobin's Q and stock returns.
    Furthermore, the study explores the moderating role of R&D intensity. The interaction between marketing capabilities and R&D intensity significantly influences ROA, Tobin's Q, and stock returns, indicating a strong complementary relationship where the joint effect leads to enhanced financial performance. Conversely, the interactions of R&D intensity with operations and management capabilities do not show significant impacts, suggesting that R&D intensity predominantly enhances firm performance through the marketing function. These results emphasize the importance of strategic resource allocation, capability development, and continuous innovation in enhancing the financial performance of semiconductor firms. This research contributes to the existing literature by providing a comprehensive theoretical framework and empirical evidence on the relationship between capabilities and business performance in the semiconductor industry. The insights gained offer valuable guidance for both academia and practitioners on building benchmark models to improve business performance through strategic planning of marketing, operations, and management aspects.

    ABSTRACT I ACKNOWLEDGEMENTS III TABLE OF CONTENTS IV LIST OF TABLES VII LIST OF FIGURES VIII CHAPTER ONE INTRODUCTION 1 1.1 Research Background. 1 1.1.1 Semiconductor Industry. 1 1.1.2 Competitiveness Analysis. 5 1.2 Study Objectives. 6 CHAPTER TWO LITERATURE REVIEW 8 2.1 Resources, Capabilities, and Performance. 8 2.2 Hypotheses Development. 11 2.2.1 Marketing Capability-Business Performance Link. 11 2.2.2 Operations Capability-Business Performance Link. 14 2.2.3 Management Capability-Business Performance Link. 18 2.2.4 Curvilinear Effect on Capability-Business Performance Link. 19 2.2.5 ROA as The Mediator of Capability-Business Performance Link. 22 2.2.6 R&D Intensity as the Moderator of Capability-Business Performance Link. 25 CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 27 3.1 Research Framework. 27 3.2 Research Design. 31 3.3 Construct Measurement. 33 3.3.1 Marketing Capability. 34 3.3.2 Operation Capability. 35 3.3.3 Management Capability. 36 3.3.4 Business Performance. 36 3.4 Data Collection. 38 CHAPTER FOUR RESEARCH RESULTS 39 4.1 DEA Result for Capability Analysis. 39 4.1.1 Marketing Capability Result. 40 4.1.2 Operations Capability Result. 41 4.1.3 Management Capability Result. 43 4.2 Classification of Firms Based on Business Efficiency. 47 4.3 Hypotheses Testing. 50 4.3.1 Marketing Capability on Business Performance. 52 4.3.2 Operations Capability on Business Performance. 52 4.3.3 Management Capability on Business Performance. 53 4.3.4 Curvilinear Relationship Between Capability on Business Performance. 55 4.3.5 ROA as Mediating Effect Between Firm Capabilities and Tobin’s Q and Stock Return. 57 4.3.6 Moderating Effects of R&D Investment on the Link Between Firm Capabilities and Business Performance. 59 CHAPTER FIVE CONCLUSION AND SUGGESTIONS 61 5.1 Research Discussion and Conclusion. 61 5.1.1 Marketing Capabilities on Firm’s Performance. 63 5.1.2 Operations Capabilities on Firm’s Performance. 64 5.1.3 Management Capabilities on Firm’s Performance. 66 5.2 Academic Implications. 67 5.3 Managerial Implications. 69 5.4 Limitation and Future Research Directions. 71 REFERENCES 73 APPENDICES 78 Appendix 1: Marketing capability firm’s peer 78 Appendix 2: Operations capability firm’s peer 80 Appendix 3: Management capability firm’s peer 83 Appendix 4: Firms’ capabilities slacks 87

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