| Summary: | 碩士 === 實踐大學 === 企業管理研究所 === 90 === Abstract
The trends for worldwide finance are liberalization and internationalization, they are also resistless tight. Since 90’s, the government implement financial liberalization and internationalization aggressively, the financial industry has developed rapidly, the mount of financial organizations have also increased fast. Moreover, our country has joint into the World Trade Organization (WTO), financial market has changed from monopoly to full competitive market, the management for banking industry has stepped into battling era, banks have to compete with not only local banks but also huge foreign financial conglomerations. In order to fight for the survive space and to maintain the market scale, banks revise their organization orientations and management strategies, while use core resources and their own niches well to get the advantages from this market. At this age, which strategy should a bank adopt for to elevate management performance is the focus for financial administrations and investors.
This research is used “regime alternation” as a political environment variable, and based on the concept of strategic groups and it is structured under the 3 dimensions strategies namely the scope of management, core resources and network relationship, which was initiated by professor Wu S-hwa（2000）. It has being developed into 17 strategic variables based on the structure and was then being simplified to 5 key strategic factors. We did grouping on 52 local banks in Taiwan (47 of them are general banks and 5 are middle-small business banks). Before the regime alternation, we divided them into 4 groups; after that event, we divided them into 5 groups. Diverse financial index was used as the management performance variables, and we did further research on the variance in management performance caused by various applications of management strategies in each strategic group and more deeply discusses the difference between management performances before or after regime alternation.
In this research, we used methods such as the Factor Analysis, Cluster Analysis, Multivariate Analysis, and Non-parameter ANOVA etc. Here are the conclusions:
1. Before or after regime alternation, there are different strategic groups in the local bank industry.
2. Before or after regime alternation, there is significant difference in the applications of each key strategic factors among different strategic groups.
3. Before or after regime alternation, there is significant difference in the applications of each management strategies among different strategic groups.
4. Before regime alternation, there is no significant difference in the macro management performance among different strategic groups.
5. After regime alternation, there is significant difference in the macro management performance among different strategic groups.
6. Before or after regime alternation, there is significant difference in the safety performance indexes among different strategic groups.
7. Before or after regime alternation, there is no significant difference in the liquidity performance indexes among different strategic groups.
8. Before or after regime alternation, there is significant difference in the beneficial performance indexes among different strategic groups.
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