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題名:我國觀光旅館業經營策略、組織變革與競爭優勢之關係
作者:徐淑麗
作者(外文):Shu-Li Hsu
校院名稱:國立彰化師範大學
系所名稱:工業教育與技術學系
指導教授:鄭友超
學位類別:博士
出版日期:2010
主題關鍵詞:觀光旅館經營策略組織變革競爭優勢Taiwan hospitality and tourism industryoperation strategyorganizationcompetitive advantage
原始連結:連回原系統網址new window
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  • 被引用次數被引用次數:期刊(2) 博士論文(0) 專書(0) 專書論文(0)
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  • 點閱點閱:64
本研究主旨在於建構我國觀光旅館業經營策略、組織變革與競爭優勢之評量
指標,並藉以了解觀光旅館一、二級從業主管知覺上述三變項間之中介關係,以便提供未來我國觀光旅館業者在建構經營策略、組織變革與競爭優勢時以茲參考。為達研究目的,研究首先針對各變項所屬之分構念─經營策略:卓越的領導統御、建全的教育訓練、創新的組織文化、善用行銷管理策略、發揮組織核心校能、重視服務品質等相關理論;組織變革:經由解凍、變革、復凍等變革過程;競爭優勢:五力分析、價值鏈分析相關理論進行文獻分析,其次以半結構式訪談法與旅館個案分析,針對全國97 家觀光旅館中6 家較具競爭優勢之旅館高階主管,實施半結構式訪談,以發展本研究所需之測量工具,最後再以問卷調查法探討變項間之中介關係,以立意抽樣的方式選取願意配合之觀光旅館,再依配額抽樣原則郵寄給各旅館之一、二 級主管進行研究調查,總計發放900 份問卷,回收之有效問卷為595 份,有效回收率為66.11﹪。研究資料使用SPSS 14.0 版與Lisrel 8.7 版進行描述性統計、項目分析、因素分析、信度分析、相依樣本t 檢定、單因子變異數分析與線性結構方程模式等統計方法以考驗研究假設。本研究根據研究結果獲致以下八點結論:其一為本研究所建構之經營策略、組織變革與競爭優勢之理論因素架構適用於國內觀光旅館。其二為本研究根據相關文獻理論所發展之「國內觀光旅館經營策略調查問卷」具有良好的信度與效度。其三為本研究根據相關文獻理論所發展之「國內觀光旅館組織變革調查問卷」具有良好的信度與效度。其四為本研究根據相關文獻理論所發展之「國內觀光旅館競爭優勢調查問卷」具有良好的信度與效度。其五為國內觀光旅館若能確實執行本研究所建構之六大經營策略,組織在五力分析與價值鏈分析上將會有不錯的競爭優勢表現。
其六為國內觀光旅館若能確實執行本研究所建構之六大經營策略,組織在進行變革時所經歷的解凍、改變與復凍三個階段會較為順利,使組織變革得以成功。其七為國內觀光旅館若能在順利進行變革時所經歷的解凍、改變與復凍三個階段,使旅館本身能有成功的組織變革結果,則組織在五力分析與價值鏈分析上能有不錯的競爭優勢表現。其八為國內觀光旅館在五力分析與價值鏈分析上的競爭優勢表現除了取決於六大經營策略之直接效果外,還會透過組織變革三個階段之部份中介效果的影響。
The purpose of the research is to establish the evaluation index of operation strategy, organization change and competitive advantage of Taiwan hospitality and
tourism industry. We applied the evaluation index to find out intermediary relationships among these three variables for those managers who work in tourism industry in Taiwan hospitality and to provide people who operate tourism industry as a reference when they establish their operation strategy, organization change and competitive advantage. Our research starts from literature analysis in related theories, such as the operation strategies in excellent leadership, overwhelming training,innovative organization culture, effective marketing management, effective
organization core effectiveness and emphasizing service quality; organization change in unfreezing, moving and refreezing; and competitive advantages in five forces
model and value chain model. Then, we used semi-structured interview and hotel case analysis to interview managers of 6 high-ranking hotels which have more competitive advantage among 97 tourism industries in Taiwan hospitality. This research employed questionnaire for data collection and the questionnaire was filled out by those 6 high-ranking hotel managers. Totally 900 questionnaires were released. 595 of them are effective, and the effective replying ratio is 66.11%. SPSS 14.0 and Lisrel 8.7 were used to for obtaining descriptive statistics, item analysis and reliability
estimation, factor analysis, dependent samples t-test, one-way ANOVA and LISREL to certify the hypotheses. The results of analysis clearly indicate that: (1) the theory
and factor structure of the operation strategy, organization change and competitive advantage used in the research are suitable for tourism industry in Taiwan hospitality; (2) the “management strategies of tourism industry in Taiwan hospitality questionnaire survey” based on related theories in the research has good validity and
reliability; (3) the “organization change of tourism industry in Taiwan hospitality questionnaire survey” based on related theories in the research has good validity and
reliability; (4) the “competitive advantage of tourism industry in Taiwan hospitality questionnaire survey” based on related theories in the research has good validity and
reliability; (5) if tourism industry in Taiwan hospitality can follow the six management theories established in the research, the organization will perform well in
competitive advantages in five forces model and value chain model; (6) if tourism industry in Taiwan hospitality can follow the six management theories established in
the research, the renovation, which includes three phrases-unfreezing, moving and refreezing, in the organization will be run smoothly and organization change could be
successful; (7) if tourism industry in Taiwan hospitality can pass the three phrasesunfreezing,moving and refreezing in the organizational changes successfully and resulted in hotels themselves can succeed in organizational changes, the organization will perform well in competitive advantages in five forces model and value chain
model; (8) the competitive advantages of tourism industry in Taiwan hospitality in five forces model and value chain model depend on not only the direct effects of the
six management theories but also part of the intermediary effects in the three phrases of the organizational changes.
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