CAJ | 학술논문

本文采用市场制度演化的视角研究战略与结构匹配对我国台湾地区企业集团绩效的影响作用。本文发现,战略与结构匹配带来的效率优势能否转化为较高的企业集团绩效取决于市场制度。在我国台湾地区市场尚未完全开放、市场制度相对欠发达时,战略与结构的匹配仅有微弱的积极作用,而构建社会关系以及争取政治保护能够给企业带来更直接的利益。随着市场的发展和竞争机制的完善,战略与结构匹配对企业集团绩效的促进作用得到显著加强。
본문채용시장제도연화적시각연구전략여결구필배대아국태만지구기업집단적효적영향작용。본문발현,전략여결구필배대래적효솔우세능부전화위교고적기업집단적효취결우시장제도。재아국태만지구시장상미완전개방、시장제도상대흠발체시,전략여결구적필배부유미약적적겁작용,이구건사회관계이급쟁취정치보호능구급기업대래경직접적이익。수착시장적발전화경쟁궤제적완선,전략여결구필배대기업집단적효적촉진작용득도현저가강。
From the perspective of institutional evolution, this article examines how the alignment between strategy and structure affects the performance of business groups in emerging markets,where market institutions are not well developed but are improving gradually over years. The empirical evidence for this study comes from a longitudinal data of the 100 largest business groups（in terms of sales） in Taiwan between 1973 and 1998. The 26-year observational period allows us to see the longitudinal trends of the strategy-structure alignment of business groups in Taiwan. It is shows that whether the efficiency advantage derived from strategy-structure alignment leads to superior performance is conditional on the contemporary condition of market institution. Chandler＇s argument regarding the optimal organizational fit does not hold when the market institutions are underdeveloped. When the market institution in Taiwan is underdeveloped, benefit from alignment can be marginal as compared to other positional advantages. Special social connections and protected market position seems to be more lucrative to build than alignment. The advantages of alignment did not manifest until the market institutions grant more importance to merit-based competition. As market institution improves, the benefit of alignment emerges. This study contributes to both the theoretical conditions of the strategy-structure-performance（SSP） paradigm following Chandler＇s foundational work, and the specific social mechanisms in the emerging market by which the SSP paradigm proceed differently. We also provide practical implications for policy makers and managers in emerging markets to help them better analyze their respective challenges and find appropriate solutions. They should be aware of that strategy-structure alignments that are effective in developed countries may not be effective in their countries when market institutions are underdeveloped. Firms in developing countries should take strategy-structure alignments that fit their institutional environments the best. The findings derived from the experience of business groups in Taiwan also provide direct implications for the development of business groups in mainland China.