趙義隆臺灣大學:國際企業學研究所林玟廷Lin, Wen-TingWen-TingLin2010-05-112018-06-292010-05-112018-06-292008U0001-0906200809570100http://ntur.lib.ntu.edu.tw//handle/246246/182568本論文強調CEO接班事件如何影響公司國際化策略，主要探討四個CEO接班過程對CEO接班後公司國際化程度（國際化深度、國際化寬度）改變的影響，四個接班過程包含外部接班、新任CEO與現任董事長的異質性、接班後高階管理團隊結構變動與接班後所有權結構改變。此外，本研究亦探討外部產業環境（產業動態性、產業豐富性、產業複雜性）與內部組織環境（組織剩餘、接班前組織績效）帶來的調節效果。論文以2000年至2005年台灣上市公司中187個接班事件為有效樣本進行實證分析。研究結果發現『公司國際化深度（Scale）改變』程度較大當（1）新任CEO是外部接班；（2）新任CEO與現任董事長異質性高；（3）接班後高階管理團隊結構變動高。關於外部產業環境調節效果（1）產業豐富性對外部接班與接班後國際化程度改變的關係有正向調節效果；（2）產業複雜性對外部接班與接班後國際化程度改變的關係、接班後高階管理團隊結構變化與接班後國際化程度改變的關係有正向調節效果。相對而言，接班前公司績效呈現負向調節效果，亦即接班前的績效越低，強化（1）外部接班與接班後國際化程度改變正向關係；（2）新任CEO與現任董事長異質性高與接班後國際化程度改變正向關係；（3）高階管理團隊結構變化與接班後國際化程度改變的正向關係。反觀，CEO接班過程不會立即帶來顯著的『公司國際化寬度（Scope）改變』。體來看，這些研究結果在實務面的貢獻在於當公司試圖改變公司的國際化程度必須仔細考量CEO接班人的選任、訓練或接班過程；另外，產業豐富性與產業複雜性，以及接班前公司績效等環境層面也不容忽視。此研究在理論面的貢獻在於結合高層理論、情境理論與公司行為理論等探討對國際企業理論中程序學派的影響，希望如此有對國際企業理論有所貢獻。In this paper, we examined CEO succession events to explore the effects of the CEO succession process, including outside succession and new CEO/existing chairman dissimilarity, as well as examining post-succession top management team structure change and ownership structure change, where these factors were related to firm’s change in its degree of internationalization. In addition, we found that external industry environments and internal organizational environments had moderating effects.e tested hypotheses by using 2000-2005 data from 187 succession observations for the listed companies in Taiwan as a research sample. The results show that firm will opt for higher levels of change in its international scale degree when it has: (1) outside succession, (2) dissimilarity between CEO successor and existing chairman, and (3) post-succession top management team structure change. Moreover, the impact of outside succession and post-succession change in a firm’s degree of international scale is raised significantly when the firm faces a munificent or complex industry environment. Finally, we found that pre-succession performance presented a negative moderating effect in a firm’s internationalization degree change.ogether, these findings highlight the need to consider CEO successor selection, training, and environmental factors for evaluating the change in a firm’s degree of internationalization. The contributions of this paper are to upper echelon issues (CEO, TMT, and ownership structure) and the international business literature.中文摘要...................................................iBSTRACT..................................................iiABLE OF CONTENTS........................................iiiIST OF TABLES.............................................vIST OF FIGURES...........................................vi. INTRODUCTION............................................1.1 Research Background and Motivation.....................1.2 Research Questions.....................................6.3 Research Contributions.................................7.4 Research Process.......................................8I. LITERATURE REVIEW AND HYPOTHESES.......................9.1 Firm’s Internationalization...........................9.1.1 The Antecedents of Firm’s Internationalization......9.1.2 The Measurement of Degree of Internationalization...19.1.3 The Rewards and Risks of Firm’s internationalization......................................20.2 CEO Succession and Firm’s Change in Degree of Internationalization......................................23.2.1 CEO Succession in Taiwan............................23.2.2 Outside Succession and Firm’s Change in Degree of Internationalization......................................25.2.3 CEO Successor/Existing Chairman Dissimilarity and Firm’s Change in the Degree of Internationalization......27.3 Organizational Change and Firm’s Change in Degree of Internationalization......................................30.3.1 Organizational TMT Change and Firm’s Change in Degree of Internationalization............................30.3.2 Ownership Structure Change and Firm’s Change in Degree of Internationalization............................32.4 The Effect of External Environment....................36.4.1 Dynamism............................................36.4.2 Munificence.........................................38.4.3 Complexity..........................................40.5 The Effect of Internal Environment....................42.5.1 Organizational slack................................42.5.2 Pre-succession performance..........................44II. RESEARCH METHODOLOGY.................................49.1 Research Framework....................................49.2 Research Sample and Data Sources......................50.3 Analytical Approach...................................52.4 Measurements..........................................53.4.1 Dependent variable..................................53.4.2 Independent variables...............................54.4.3 Moderating variables................................56.4.4 Control variables...................................57V. RESEARCH RESULTS......................................62.1 Descriptive Statistics and Correlation Analysis.......62.2 Hypotheses Testing....................................65.2.1 Main effect of CEO succession on the change in a firm’s degree of internationalization....................65.2.2 Moderating effect of environment on the relationship between CEO succession and the change in a firm’s degree of internationalization...................................68. DISCUSSION AND CONCLUSION..............................83.1 Conclusions and Implications..........................83.2 Limitations...........................................91.3 Future Research.......................................92EFERENCES................................................93PPENDIX.................................................110application/pdf550755 bytesapplication/pdfen-USCEO接班接班後高階管理團隊結構改變接班後所有權結構改變國際化程度改變CEO SuccessionPost-TMT Structure ChangePost-Ownership Structure ChangeInternationalization Degree Changethesishttp://ntur.lib.ntu.edu.tw/bitstream/246246/182568/1/ntu-97-D93724010-1.pdf