| Summary: | 碩士 === 國立中正大學 === 企業管理學系碩士在職專班 === 107 === Among Taiwans overall enterprises, SMEs accounted for 97.7%. Taiwans economic take-off is supported by these SMEs in these decades. However, after a few decades, the environment is changing. Is there any way for the operation of these SMEs to be as successful as the previous operation? Still need to make some changes, whether it is innovation or change, everything starts with a high-level team within the company.
This study believes that the inertia behavior of high-level teams affects the operation of the company, and specifically discusses the aspects of decision-making quality, organization operation and talent training, and joins the comparison of enterprise innovation to study the high-level supervisors in some inertia and decision-making. Quality, organizational operations and talent training enable companies to understand the resilience of change in the operation of the company, and let the company review the current operating conditions before the change to see if there is such inertia and adjust it as a future change. Reduce an indicator of resistance.
This research questionnaire uses the Likert five-point scale for question design. The members of the Taiwan Industrial Association are used as questionnaires. After the invalid and valid questionnaires are integrated, there are 160 valid questionnaires, and the SPSS analysis software is used for hierarchical statistics. Analyze the correlation between variables. The empirical results show that: (1) knowledge inertia has a "positive" significant relationship with decision quality. (2) The inertia of knowledge has a "positive" significant relationship with organizational operations. (3) The inertia of knowledge has a "positive" significant relationship with talent training. (4) The empirical inertia has a significant relationship with the “negative direction” of decision quality. (5) The empirical inertia has a significant relationship with the “negative direction” of organizational operations. (6) The inertia of experience has a significant relationship with “negative direction” for talent training. (7) Psychological inertia has a significant relationship with the “negative direction” of organizational operations. (8) Psychological inertia has a significant relationship with “negative direction” for talent training. (9) Enterprise innovation has a "positive" significant relationship with the quality of decision-making. (10) Enterprise innovation has a "positive" significant relationship with organizational operations. (11) There is a “positive” significant relationship between enterprise innovation and talent training.
|
|---|
