The Linkage of Top Management Team Heterogeneity and Firm Performance in Taiwan Electronic Industry Brand Firms:The Moderating Effect of Market Orientation.

• Main Authors: Pin-Hung Kuo, 郭品宏
• Other Authors: Wein-Hong Chen
• Format: Others
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/d3qbgg

碩士 === 國立東華大學 === 企業管理學系 === 101 === Since 1990s many firms in Taiwan have been developing plans towards branding. Some of them have successfully transferred from Original Equipment Manufacturing (OEM) suppliers to brand firms. We are curious about how firms can transfer successfully during this process. Relating to this topic, past research are mostly qualitative and focus on transition conditions and critical success factors during transition. While some research point out the importance of top management, there are limited quantitative researches examining the effect of top management team on brand firm performance. This research tries to test top management team heterogeneity on brand firm performance and examining the moderating effect of market orientation. The sample includes 188 firms in the electronic industry, including Communication and Network Manufacturing, Computers and Peripheral Equipment Manufacturing, and Other Electronic Parts and Components Manufacturing. The result shows that top management team’s functional diversity significantly affect firm performance in a positive way. When the firm is more market oriented, the effect is stronger. The result implies that market orientation and top management team functional diversity are interactively important factors for electronic firms transferring from OEM to branding.