傳銷業創業導向、競爭策略、組織文化與產業環境對組織績效的影響之研究－以台灣多層次傳銷業為例

NHUIR > College of Management > Department of Business Administration, Master/Ph.D Program in Management Sciences > Disserations and Theses(Master and Doctoral Program in Management Sciences) > Item 987654321/21744

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Title:	傳銷業創業導向、競爭策略、組織文化與產業環境對組織績效的影響之研究－以台灣多層次傳銷業為例
Other Titles:	RESEARCH ON THE INFLUENCE OF ENTREPRENEURIAL ORIENTATION, COMPETITIVE STRATEGY,ORGANIZATIONAL CULTURE AND INDUSTRIAL ENVIRONMENT TO ORGANIZATIONAL PERFORMANCE: BASED ON TAIWAN MULTI-LEVEL MARKETING
Authors:	賴進芎 Lai, Ching-Chiung
Contributors:	管理科學研究所陳孟修 Meng-Shiou Chen
Keywords:	傳銷;競爭策略;創業導向;產業環境;組織績效;組織文化 Multi-Level Marketing;Organizational Culture;Competitive Strategy;Entrepreneurial Orientation;Organizational Performance;Industrial Environment
Date:	2004
Issue Date:	2015-07-02 15:09:05 (UTC+8)
Abstract:	全世界有超過125個國家引進傳銷，九十一年多層次傳銷事業成長幅度高達11.94%，超過整體經濟成長率的3倍，傳銷通路實有其讓人深入探究的價值存在。　　　本研究旨在探討傳銷業創業導向、競爭策略、組織文化與產業環境對組織績效的影響，以了解不同特徵屬性的受訪者在上述各變項上是否有顯著差異存在及各變項間的相關性與影響性。　　　樣本資料以SPSS統計軟體為統計分析工具，使用之研究方法有：敘述性統計、信度分析、因素分析、T 檢定、單因子變異數分析與事後多重比較、皮爾森相關分析、迴歸分析與集群分析等。　　　經實證後本研究得到以下結論：　　1.不同個人特徵變項（學歷）及不同公司特徵變項（成長階段）對創業導向的認知有顯著差異。2.不同公司特徵變項（歷史、參加人數、成長階段）對競爭策略的認知有顯著差異。3.不同公司特徵變項（國籍、歷史、參加人數、成長階段）對組織文化的認知有顯著差異。4.不同公司特徵變項（成長階段）對產業環境的認知有顯著差異。5.不同公司特徵變項（參加人數、成長階段）對組織績效的表現有顯著差異。6.創業導向、競爭策略、組織文化、產業環境與組織績效各變項間存在顯著正相關關係。7.承擔風險性、成本領導策略、團隊精神、產業開發性與環境影響性對財務績效有顯著正向影響 8.成本領導策略、差異化策略、企業特性、團隊精神與產業開發性對營運績效有顯著正向影響。9.成本領導策略、團隊精神、社會責任、產業開發性與環境影響性對行為績效有顯著正向影響；市場適應性對行為績效有顯著負向影響。10.競爭策略、組織文化與產業環境對組織績效有顯著正向影響。11.在競爭策略對財務績效與組織績效的影響上，競爭策略與產業環境之交互效果，達顯著水準；在組織文化對財務績效與組織績效的影響上，組織文化與產業環境之交互效果，達顯著水準。12.不同創業導向集群對競爭策略、產業環境與組織績效的認知有顯著差異；不同競爭策略集群對創業導向、組織文化、產業環境與組織績效的認知有顯著差異；不同組織文化集群對創業導向、競爭策略、產業環境與組織績效的認知有顯著差異；不同產業環境集群對創業導向、競爭策略與組織績效的認知有顯著差異。　　　以上結論可為傳銷業者或有意投入傳銷產業者作一參考，以及提供未來相關研究者之方向根據。　　There are over 125 countries adopt multi-level marketing . The rate of it’s growth triple of the country’s in 2002 is 11.94%. It is worth while studying multi-level marketing .　　　The focuses of the research are to survey entrereneurial orientation 、competitive strategy、organizational culture and industrial environment to organizational performance’s Influence,and explore the difference 、correlation and influence on the target variables above.　　　This study has adopted SPSS FOR WINDOWS as the tool forstatistical analysis. The research method are frequency distribution, reliability analysis, factor analysis, T-test analysis, single factor variant analysis（One Way ANOVA）and subsequent inspection, Pearson correlated analysis,regression analysis and cluster analysis.　　　The major conclusions of this study are as follows：1. The personal demographic information of examinee（i.e.,scholarship）is significantly difference to entrereneurial orientation and the demographic information of company（i.e.,growth）is significantlydifference to entrereneurial orientation . 2. The demographic information of company（i.e., history, members and growth）is significantly difference to competitive strategy. 3. The demographic information of company（i.e.,nationality，history, members and growth）is significantly difference to organizational culture. 4. The demographic information of company（i.e., growth）is significantly difference to industrial environment. 5. The demographic information of company（i.e., members and growth）is significantly difference to organizational performance. 6. Entrereneurial orientation,competitive strategy, organizational culture , industrial environment and organizational performance are significantly positive correlated to each other. 7. Risk taking, cost oriented, team spirit ,frequency of variation and complexity are significantly positive effects on financial performance. 8. Cost oriented, difference, nature, team spirit and frequency of variation are significantly positive effects on operating performance. 9. Cost oriented, team spirit, social responsibility, frequency of variation and complexity are significantly positive effects on conduct performance. Scale of variation is significantly negative effect on conduct performance. 10. Competitive strategy , organizational culture and industrial environment are significantly positive effects on organizational performance.11. Industrial environment interact the effect on entrereneurial orientation, competitive strategy and organizational culture to organizational performance. 12. Different entrereneurial orientation cluster’s samples are significantly difference to competitive strategy, industrial environment and organizational performance，different competitive strategy cluster’s samples are significantly difference to entrereneurial orientation, organizational culture, industrial environment and organizational performance，different organizational culture cluster’s samples are significantly difference to entrereneurial orientation, competitive strategy, industrial environment and organizational performance，different industrial environment cluster’s samples are significantly difference to entrereneurial orientation, competitive strategy and organizational performance.　　　The above findings will be shared with multi-level marketing,relevant scholar, and can be the basis for future relevant studies.
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