政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/60354
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文筆數/總筆數 : 113318/144297 (79%)
造訪人次 : 51043408      線上人數 : 892
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜尋範圍 查詢小技巧：
  • 您可在西文檢索詞彙前後加上"雙引號"，以獲取較精準的檢索結果
  • 若欲以作者姓名搜尋，建議至進階搜尋限定作者欄位，可獲得較完整資料
    •  進階搜尋
    政大機構典藏 > 商學院 > 會計學系 > 學位論文 >  Item 140.119/60354


    請使用永久網址來引用或連結此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/60354


    題名: 台灣電子業董監事及高階管理者連結與公司績效之關聯性研究
    The association between directorates and top management interlocking and corporate performance
    作者: 王文伶
    Wang, Wen Ling
    貢獻者: 陳錦烽
    王文伶
    Wang, Wen Ling
    關鍵詞: 董監連結
    社會資本
    社會網絡分析
    公司績效
    interlocking directorates
    social capital
    social network analysis
    corporate performance
    日期: 2010
    上傳時間: 2013-09-05 14:27:52 (UTC+8)
    摘要: 台灣董監事及高階管理者連結成為公司治理的重要議題。本研究欲探討某人同時兼任兩間以上公司之董事、監察人及高階管理者職位，所形成之董監連結，對公司經營績效之影響。本研究以董監連結變數作為衡量社會資本之質與量，並首度辨認董監連結之方向，透過社會網絡分析軟體將2010年台灣電子業上市公司之網絡連結狀況予以視覺化。

    　　本研究實證結果顯示，與其他公司連結的數量愈多、兼任比例愈高，可能無法有效監督公司之經營管理，高度連結的狀況將使公司績效變差；公司擔任主要中間媒介的程度愈高，公司績效愈好。惟本研究在探討公司與其他公司的距離、連結至不同產業的種類數與公司經營績效之間的關係時，該部分實證結果並未呈現顯著相關。因此，不同的董監事連結構面對公司經營績效產生不同的影響，公司應適當的監督與控制董監事連結行為，並可以其作為透過策略聯盟提升公司經營績效的途徑之一。
    The interlocking among board members from different corporations has become one of the corporate governance research issues. Interlocking directorates means that firms appoint directors or managements who hold directorships in two or more companies. This study aims to examine the relationships between interlocking directorates and firm performance. This study uses the variable of interlocking directorates to measure the quality and quantity of social capital, and is the first study in Taiwan to identify the direction of interlocking directorates. This study uses the sample of Taiwan listed companies from 2010 to visualize the social network via SNA software.

    The empirical results are summarized as follow. If a firm has higher number of interlocking directorates, or a director has too many directorships, he/she is incapable of effectively monitoring the management of the firm. As a result, the high interlocking situation will hurt a firm’s performance. If a firm serves as the medium in the social network, it will enhance company’s performance. However, if a company has shorter distance to other companies or board of directors from various industries, it does not significantly affect the company’s performance. The above results suggest that different aspects of interlocking directorates have different effect on a company’s performance. Therefore, companies have to adequately monitor and control the behavior of interlocking directorates. In addition, interlocking directorates can be a way to enhance a company’s performance via strategic alliance.
    參考文獻: 一、中文部分
    公開資訊觀測站http://newmopsov.twse.com.tw/
    台灣經濟新報社資料庫（TEJ）
    周本鄂，1993，台灣地區上市公司董監事、關係人持股比例和公司Tobin"s Q關係之實證研究，私立中原大學企業管理學研究所未出版碩士論文。
    官宜樺，2004，台灣集團企業董監事會連結與經營績效之相關性研究，國立成功大學財務金融研究所未出版碩士論文。
    林書平，2007，忙碌董事會與忙碌董事對經營績效之影響，私立中國文化大學會計研究所未出版碩士論文。
    林琬婷，2009，企業人際關係網絡與供應鏈網絡之重疊性及網絡居中性與績效之關聯性-以台灣電子業為例，國立台灣大學管理學院會計系研究所未出版碩士論文。
    林翠蓉、楊宜津、侯正鳳，2009，董監事會品質與公司績效關係之研究-從資源依賴理論出發，2009行為財務學暨新興市場理論與實證研討會。
    陳芊匯，2008，會計師產業之社會網絡分析，國立台灣大學管理學院會計系研究所未出版碩士論文。
    張凱迪，2004，社會資本、創業導向、組織資源與創業績效之關係─以台灣新創企業為例，國立成功大學企業管理研究所未出版碩士論文。
    梁富梅，2007，董監事結構、董監事連結與經營績效關係之研究，國立臺北大學企業管理學系未出版博士論文。
    黃伊均，2007，網絡觀點下董事會內外連結與經營績效之影響-以台灣集團企業為例，國防管理學院後勤管理研究所未出版碩士論文。
    楊子江，1987，策略性組織關聯與事業風險及財務報酬之研究-大型企業董監事連結類型的比較分析，國立政治大學企管研究所未出版博士論文。
    趙怡婷，2008，董監連結與公司績效之關聯，國立台灣大學管理學院會計系研究所未出版碩士論文。
    劉韻僖，2002，上市公司間董監事會連結之研究，管理學報，第5期：901-926。
    劉顯仲，2009，成群結隊的董事們：董事多重連結研究，國立交通大學經營管理研究所未出版博士論文。

    二、英文部分
    Adler, P. S., and S. W. Kwon. 2002. Social capital: Prospects for a new concept. The Academy of Management Review 27: 17-40.
    Ahuja, G. 2000. Collaboration network, structural holes, and innovation: A longitudinal study. Administrative Science Quarterly 45: 425-455.
    Aldrich, H. E. 1979. Organizations and Environments, Englewood Cliffs, NJ: Prentice-Hall.
    Allen, M. P. 1974. The structure of interorganizational elite cooptation: Interlocking corporate directorates. American Sociological Review 39: 393-406.
    Baker, W. E. 1990. Market networks and corporate behavior. American Journal of Sociology 96: 589-625.
    Bazerman, M. H., and F. D. Schoorman. 1983. A Limited Rationality Model of Interlocking Directorates. The Academy of Management Review 8: 206-217.
    Bonacich, P. 1987. Power and centrality: a family of measures. American Journal of Sociology 92: 1170-1182.
    Bouwman, C. H. S. 2008. Corporate governance contagion through overlapping directors. Working Paper.
    Boyd, B. 1990. Corporate linkages and organizational environment: A test of the resource dependence model. Strategic Management Journal 11: 419-430.
    Bunting, D. 1976. Corporate interlocking, part III - interlocks and return on investment. Directors and Boards 1: 4-11.
    Burt, R. S. 1980. Cooptive corporate actor networks: A reconsideration of interlocking directorates involving American manufacturing. Administrative Science Quarterly 25(4): 557-582.
    Burt, R. S. 1983. Corporate Profits and Cooptation, New York, Academic.
    Dalton, D. R., C. M. Daily, J. L. Johnson, and A. E. Ellstrand. 1999. Number of directors and financial performance: a meta-analysis. Academy of Management Journal 42(6): 674-686.
    Davis, G. F. 1991. Agents without principles? The spread of the poison pill through the intercorporate network. Administrative Science Quarterly 36: 583-613.
    Dooley, P. C. 1969. The Interlocking Directorate. The American Economic Review 59(3): 314 -323.
    Fama, E. F., and M. C. Jensen. 1983. Separation of ownership and control. Journal of Law and Economics 26(2): 301-326.
    Ferris, S. P., M. Jagannathan, and A. C. Pritchard. 2003. Too busy to mind the business? Monitoring by directors with multiple board appointments. Journal of Finance 58: 1087-1111.
    Fich, E. M., and A. Shivdasani. 2006. Are busy boards effective monitors? Journal of Finance 61: 689-724.
    Freeman, L. C. 1979. Centrality in social networks: conceptual clarification. Social Networks 1: 215-239.
    Griffith, J. M., L. Fogelberg, and H. S. Weeks. 2002. CEO ownership, corporate control, and bank performance. Journal of Economics and Finance 26: 170-183.
    Gulati, R., and J. D. Westphal. 1999. Cooperative or Controlling? The Effects of CEO-Board Relations and the Content of Interlocks on the Formation of Joint Ventures. Administrative Science Quarterly 44: 473-506.
    Hanneman, R. A., and M. Riddle. 2005. Introduction to Social Network Methods, Online Textbook, Available at: http://faculty.ucr.edu/~hanneman/nettext/
    Hillman, A. J., A. A. Cannella, and R. L. Paetzold. 2000. The resource dependence role of corporate directors: Strategic adaptation of board composition in response to environmental change. Journal of Management Studies 37: 235-255.
    Hsu, C., and W. A. Wallace. 2007. An industrial network flow information integration model for supply chain management and intelligent transportation. Enterprise Information Systems 1: 327-351.
    Jensen, M., and W. Meckling. 1976. Theory of the firm: Managerial behavior, agency costs, and ownership structure. Journal of Financial Economics 3(4): 305-360.
    Koka, B. R., and J. E. Prescott. 2002. Strategic alliances as social capital: a multidimensional view. Strategic Management Journal 23: 795-816.
    Mace, M. L. 1971. Directors: Myth and Reality, Harvard Business School, Boston.
    Mills, C. W. 1956. The Power Elite, Oxford University Press, New York.
    Mintz, B., and M. Schwartz. 1985. The power structure of American business. Chicago: University of Chicago Press. 127-143.
    Mizruchi, M. S. 1982. The American Corporate Network: 1904-1974, Beverly Hills: Sage.
    Mizruchi, M. S. 1996. What do interlocks do? An analysis, critique, and assessment of research on interlocking directorates. Annual Review of Sociology 22: 271-298.
    Ong, C. H., D. Wan, and K. S. Ong. 2003. An Exploratory Study on Interlocking Directorates in Listed Firms in Singapore. Corporate Governance 11(4): 322–334.
    Paul, S. A., and S. W. Kwon. 2002. Social capital: Prospects for a new concept. The Academy of Management Review 27: 17-40.
    Peng, M. W. Outside directors and firm performance during institutional transitions. Strategic Management Journal 25: 453-471.
    Pennings, J. M. 1980. Interlocking Directorates. San Francisco: Jossey-Bass.
    Pfeffer, T. J. 1972. Size and composition of corporate boards of directors: the organization and its environment. Administrative Science Quarterly 17(2): 218-228.
    Phan, P. H., S. H. Lee, and S. C. Lau. 2003. The performance impact of interlocking directorates: the case of Singapore. Journal of Managerial Issues 15(3): 338-352.
    Richardson, R. J. 1987. Directorship interlocks and corporate profitability. Administrative Science Quarterly 32: 367-386.
    Rosenthal , E. A. 1996. Social networks and team performance. Unpublished doctoral dissertation, University of Chicago.
    Salman, N., and A. L. Saives. 2005. Indirect networks: An intangible resource for biotechnology innovation. R&D Management 35(2): 203-215.
    Schoorman, F. D., M. H. Bazerman, and R. S. Atkin. 1981. Interlocking Directorates: A Strategy for Reducing Environmental Uncertainty. The Academy of Management Review 6: 243-251.
    Stearns, L. B., and M. S. Mizruchi. 1988. A Longitudinal Study of the Formation of Interlocking Directorates. Administrative Science Quarterly 33(2): 194-210.
    Stearns, L. B., and M. S. Mizruchi. 1993. Board composition and corporate financing: The impact of financial institution representation on borrowing. Academy of Management Journal 36: 603-618.
    Stulz, R. 1988. Managerial control of voting rights: financing policies and the market for corporate control. Journal of Financial Economics 20: 25-54.
    Tsai, W. 2001. Knowledge transfer in intra-organizational network: Effects of network position and absorptive capability on business unit innovation and performance. Academy of Management Journal 44(5): 996-1004.
    Useem, M. 1984. The Inner Circle, New York: Oxford University Press.
    Zahra, S. A., and J. A. Pearce. 1989. Boards of directors and corporate financial performance: a review and integrative model. Journal of Management 15: 291-334.
    Zajac, E. J. 1988. Interlocking directorates as interorganizational strategy. Academy of Management Journal 31: 428-438.
    描述: 碩士
    國立政治大學
    會計研究所
    98353032
    99
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0098353032
    資料類型: thesis
    顯示於類別:[會計學系] 學位論文

    文件中的檔案:

    檔案 大小格式瀏覽次數
    303201.pdf650KbAdobe PDF2415檢視/開啟


    在政大典藏中所有的資料項目都受到原著作權保護.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回饋