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題名:台灣地區國際觀光旅館業資源能力與經營績效因果關係之研究
作者:張德儀 引用關係
作者(外文):Chang, Te-Yi
校院名稱:銘傳大學
系所名稱:管理科學研究所
指導教授:張保隆
黃旭男
學位類別:博士
出版日期:2003
主題關鍵詞:國際觀光旅館經營績效資源能力資料包絡分析法線性結構分析International Tourist HotelManagerial PerformanceResource and CapabilityData Envelopment AnalysisLinear Structural Relation
原始連結:連回原系統網址new window
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本研究旨在探討台灣地區國際觀光旅館經營之優劣與影響經營績效之因素。首先運用Charnes, Cooper and Rhodes (1978)提出之資料包絡分析法(Data Envelopment Analysis;DEA),評估1998年台灣地區國際觀光旅館當期之相對經營效率,並進一步以Färe, Grosskopf, Lindrgen and Ross (1992)之Malmquist生產力觀念,分析1994年至1998年間,45家觀光旅館業跨期效率變動狀況。依據績效評估結果,進一步探討與投入、產出資源運用有關之經營特徵變數與績效之關係;其次,依據資源基礎理論,以線性結構模式(LISREL)分析國際觀光旅館之資源能力與經營績效間之因果關係。最後,分別就管理型態、策略要素與經營績效等三個面向的對應關係,探討旅館業如何依其經營特性,形成有效的策略,以提高其競爭力。
研究結果顯示,國際觀光旅館之績效因管理型態與旅館客源之不同而有顯著差異,而卻不因市場類型、客房規模、地理區位不同而有顯著差異。同時,本研究驗證資源能力與經營績效之因果關係,顯示實體服務系統、人力資源管理、服務文化等前因變項,透過服務能力影響旅館之經營績效。最後,本文提出管理型態、策略要素與經營績效之對應關係,對於經營者如何掌握公司之競爭優勢與經營策略提供決策方向。
The purpose of this study is to evaluate the managerial performance of International Tourist Hotel in Taiwan, and to investigate the factors that affect managerial performance. First, this study uses the Data Envelopment Analysis (DEA), developed by Charnes, Cooper and Rhodes (1978), and the Malmquist productivity index expressed by Färe, Grosskopt, Lindrgen and Ross (1992), to measure the managerial performance of 45 hotels in 1988 and the efficiency change of 45 Hotels from 1994 to 1998. Secondly, Linear structural relation (LISREL) is used to investigate effects of resource and capability on managerial performance in the international tourist hotel industry of Taiwan. Finally, management style, strategy factor, managerial performance was employed to study how to formulate an effective strategy to increase competitiveness of the hotel industry.
The results revealed that there was a significant difference in performance change due to difference in sources of customers and management styles. However, there was no significance in managerial performance due to market condition, room sizes and location. In addition, this study examines the relationship between resource capabilities and managerial performance. It shows that the physical surroundings, human resource management (HRM) practices and service culture are the independent variables that effect on the managerial performance. It also showed that the employee service’s ability had a direct effect on managerial performance, and that physical surroundings, HRM practices and service culture had an indirect effect on managerial performance through intervening variable employee service’s ability. Moreover, this study proposes a three-dimension relationship from management style, strategy factor and managerial performance, providing useful information for future hotel management needs for the managers to formulate the management strategies.
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