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題名:資源共享、企業控制策略與人力資源管理控制的角色:台灣集團企業子公司的實證研究
作者:廖曜生
作者(外文):Yao-Sheng Liao
校院名稱:國立成功大學
系所名稱:企業管理學系碩博士班
指導教授:蔡明田
學位類別:博士
出版日期:2002
主題關鍵詞:人力資源管理控制多角化資源共享企業控制策略HRM control systemcorporate control strategyresource sharingdiversification
原始連結:連回原系統網址new window
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Abstract
The relationship between diversification strategy and performance outcomes is complex. The variance in overall performance should be traced to business-level. In Taiwan, the implementation of diversification strategy leads to the formation of conglomerates. The measure of performance should be traced to each subsidiary instead of overall performance. Human resource management is one of the principal mechanisms by which managers integrate the actions of individuals to keep them conformant with the interests of the firm. Thus, HRM control system has great effect on firm performance, its mismanagement can lead to confusion and inefficiency.
A competitive advantage can be created through the unique bundle of several resources. Thus, resources play an important role when a firm diversifies. The more related a firm is, the more a firm is dependent on the resource sharing to create value. Due to the fact that characteristics of each resource type vary, the effect of resource sharing on the implementation of diversification is different. Thus, the corporate control strategy should be tailored to the situations of individual business unit.
Hypotheses are proposed after reviewing related literature and interviewing seven companies from three conglomerates. Empirical results from 79 firms indicate that resource sharing is high for related subsidiaries. When sharing of physical, intangible, or executive resource is high, the parent company tends to emphasize the imposition of strategic control. A subsidiary characterized by high physical resource sharing accompanied with high imposition of financial control might deter the use of behavior, output and input control. Output control is emphasized when imposition of strategic control is high with high sharing of physical or executive resource, or imposition of financial control is high with low financial resource sharing. Under the conditions of high imposition of strategic control, an emphasis on behavior control will improve the subsidiary’s performance. To improve a subsidiary’s performance, high physical resource sharing may accompany with high imposition of strategic control instead of financial control. When financial resource sharing is low, strategic control should be used for the imposition of corporate control strategy.
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