An Empirical Study on Business Environment, Competitive Strategy and Operating Performance-- --A Case Study in Info-Electronic Industry in Hsin-Chu Scientific Park

• Main Authors: TSENG KUO-AN, 曾國安
• Other Authors: LIU DAY-YANG
• Format: Others
• Language: zh-TW
• Published: 1998
• Online Access: http://ndltd.ncl.edu.tw/handle/26912209481336748280

碩士 === 國立臺灣科技大學 === 管理技術研究所 === 86 === The purpose of this paper is to study the relationship among business environment, competitive strategy and operating performance with a case study chosen in info-electronic industry in Hsin-Chu scientific park. The methodology applied for his study includes factor analysis, regression analysis, canonical analysis, and cluster analysis. Analysis of variance is applied to carry out the hypothesis testing for the purpose of statistical significance level among clusters of various business environment, competitive strategy and the combination of these two categories. The major conclusions are the followings:1. Operating performance is the function of both business environment and competitive strategy.2. The correlation between business environment and competitive strategy is significant.3. without taking competitive strategy into consideration, there are no statistical significances among various business environment in operating performance.4. By choosing a higher standard of cost-leadership strategy, a performance indicator of growth force obtains a higher score.5. In a business environment of low variation and subsidies on high-tech industry, a low level of R&D strategy receives the highest scores of growth force and the lowest score of activity force; whereas an aggregate strategy receives the lowest score of growth force and the highest score of stability.6. In a business environment of high risk and the availability of funding, a higher level of R&D and cost-leadership strategy obtains the highest performance score and growth force; whereas a strategy of brand differentiation receives a lowest performance score and growth force.