| Summary: | 碩士 === 東海大學 === 管理碩士學程在職進修專班 === 91 === Abstract
Due to the rapid change of competitive environment, the traditional methods applied in enterprise management have faced serious challenge, enterprises all over the world are endeavoring to sustain and keep the competitive advantage.
‘Agility’ is an enterprise-wide strategy developed in the post 1990’s for responding to a competitive and changing environment. The core value of business agility is to build and enhance the organizational robustness. It allows an organization rapidly proactively responsive to the changing demands and its business environment. It deals with those as strategy, operations, infrastructure, information and knowledge, and people. Meanwhile, the ultimate goal of ‘agility’ is to enhance the competitiveness in the changing environment.
In this study, 125 companies were chosen from ‘Taiwan top 1000 enterprises in 2002’. Specific quantitative methods, including factor analysis, F-test, ANOVA, and Duncan analysis, are employed to test the sets of hypotheses.
The major findings of this study are summarized as follows: (1) the types of industries make significant differences on agility indexes. (2) the scales of enterprises make significant differences on agility indexes. (3) the life cycles of enterprises also make significant differences on agility indexes.
As a result, the author suggests: “ ‘Change’ is now a permanent part of global business landscape. An enterprise that will survive and prosper have to be agile enough to thrive on change and respond quickly to face ever more unpredictable circumstances.”
Keywords: agility, performance excellence, virtual corporation, core competencies,
total quality management (TQM), national quality award (NQA).
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