公司多角化與公司績效：以組織內部升遷政策與職涯管理實務為調節變項;Corporate Diversification and Firm Performance: The Moderating Roles of Organizational Promotion Policy and Career Management Practices

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题名:	公司多角化與公司績效：以組織內部升遷政策與職涯管理實務為調節變項;Corporate Diversification and Firm Performance: The Moderating Roles of Organizational Promotion Policy and Career Management Practices
作者:	林郁婷;Lin,Yu-Ting
贡献者:	人力資源管理研究所
关键词:	公司多角化;公司績效;調節作用;職涯管理;組織內部升遷政策;corporate diversification;firm performance;coordination effect;career management;organizational promotion policy
日期:	2015-07-07
上传时间:	2015-09-23 10:03:56 (UTC+8)
出版者:	國立中央大學
摘要:	在現今的商業環境中，多角化策略已然成為公司普遍選擇的策略模式；然而，從許多研究中發現，多角化策略對於公司績效的影響是複雜且多變的，學界對其關聯性的看法也尚未達到共識。有些學者稱多角化對於公司績效是有正向的效果，有些研究卻表示其效果為負向，甚至有其他研究宣稱兩者間毫無關連性。此研究嘗試找出多角化對於台灣公司績效的影響，以及人力資源管理實務對其影響的調節作用；使用檔案資料與問卷調查檢視三個相關假設，雖然研究結果不支持假設，卻解釋了當前台灣公司面臨的現況。研究結果顯示多角化策略對於台灣公司的影響為負向效果，此結果解釋了台灣公司傾向選擇非相關多角化策略，而不是相對上能夠帶來更高效益的相關多角化策略。同時，人資實務上的調節作用，職涯管理會降低多角化對公司績效的影響效果；而組織內部升遷政策沒有明顯的調節作用。此研究解釋了可能導致上列結果的原因，並提出相關管理實務建議與未來相關研究的建議。;Nowadays, diversification has become a common choice of corporate strategy; however its effect on firm performance is complex and there is no one consensus on the effect in previous articles. Some say the diversification effect on firm performance is positive; others say it is negative; and still others say it has no relationship with firm performance. In this study, we intend to find out how the diversification affect firm performance in Taiwanese companies and how the HRM practices coordinate the effect. By using both archival and survey data, we examine three hypotheses of the issues above, though results do not support our notions, they still explain the present status of Taiwanese companies encounter. The results indicate that diversification effect is negative in Taiwanese companies and this sustains the perspective that Taiwanese companies tend to choose unrelated diversification rather than related one. Also, the coordination effect of career management practice would decrease the effect of diversification on firm performance and the coordination effect of organizational promotion policy has no clear influence. We explained the possible reasons that induce the results above and proposed some managerial suggestions. The paper concludes with a set of recommendations for future research.
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