THE IMPACTS OF CREATIVITY MECHANISM AND PERCEIVED RISK ON BANKING PERFORMANCE IN TAIWAN

• Main Authors: Han-Wen Chiu, 邱漢文
• Other Authors: Feng-Shiong Shiau
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/71348112625529400411

碩士 === 淡江大學 === 全球華商經營管理數位學習碩士在職專班 === 97 === Creative performance and organizational performance are the most important topic in business operation. With sound creative performance and organizational performance, one can increase the competitiveness and profitability of an organization in order to maintain the sustainability and development of a business. Yet the manifestation of certain creativity also bespeaks enormous risk, a prime example is how the high-leverage derivatives had triggered the financial meltdown in 2008. With that, when pursuing innovation, “risk” is a necessary element to be taken into consideration, and how the two are correlated warrants a further in-depth exploration. In summation, the study encompasses six objectives: I.To examine whether the risk perception of financial organizations can excel its innovation and organizational performance? II.To examine whether the creativity mechanism of financial organizations serves to excel its innovation and organizational performance? III.To examine how varied creativity mechanism paired with varied risk perception among financial organizations impact their innovation and organizational performance? IV.To examine the correlation between creativity mechanism and risk perception among financial organizations. V.To offer a reference point to financial organizational personnel for enhancing their own creative capability. VI.To present the study findings as a useful reference to the industry, government and academic sectors. The study aims to examine the correlations among the variants of risk perception, creativity mechanism, creative performance, and organizational performance by focusing on First Bank, Hua Nan Bank and Mega International Commercial Bank as the study subjects, with a total of 293 valid questionnaires recalled, which are put through the SPSS14.0 statistical software for analysis to derive the study findings as follows. I.The higher the risk perception, the higher the creative performance and organizational performance are. II.The creativity mechanism and organizational performance. III.Risk perception does not bear ominous impact to the creativity mechanism. IV.The greater the creative performance, the higher the organizational performance would become. The study presents five referencing recommendations, based on the foresaid findings, to the government, bank operators and various branch supervisory personnel: I.To strengthen the risk perception capability. II.To actively culminate branch supervisor’s creative capability. III.To emphasize how creative impacts the organizational performance. IV.To instill an organizational environment conducive for harboring creativity. V.To enhance the personnel’s proficiency and cut down redundant personnel.