管理学中的实证的研究方法.ppt

Entrepreneurial competence in China Results from semi-construct interview Factors Importance level Factors Importance level Guanxi competence high learning competence middle management competence high opportunity competence high strategic competence high innovation competence middle * Entrepreneurial competence in China Step 2: case study and pilot test Second-hand data: 70 high-tech firms and 45 traditional firms nationally. Pilot test: 48 valid samples. * Results from case study and pilot test Entrepreneurial competence in China Factors Member of items KMO Cumulative Variance(%) Cronbach α initial adjusted initial adjusted initial adjusted initial adjusted Guanxi 8 8 .874 .836 63.76 64.42 .8790 .8775 Strategic 7 5 .877 .865 64.65 64.31 .8934 .8634 Management 12 8 .860 .840 63.81 67.05 .9355 .8953 * Questionnaire investigation 1、business location · Pearl River Delta: 58.5% ·Yangtze River Delta: 15.9% · other districts: 25.6% 4、Main business · manufacturing： 68.2% · trade other service： 31.8% 2、 Number of employees · below 100: 39.8% · 101－300: 23.8% · above 301: 36.4% 5、Stage of business development · introduction: 6.5% · growth: 50.5% · maturity: 40.1% · decline: 2.9% 3、Ownership structure： State owned：34.4% Private limited： 65.6% 6、Industry · high-tech : 41.0% · traditional: 59.0% Background of samples Total available samples : 277【11% of questionnaires sent out】 Note : · 7-point 21-items to measure entrepreneurial competencies; · 7-point 5-items to measure organizational competence; · 5-point 8-items to measure performance * Rotated component matrix for all items of entrepreneurial competencies Holding employees together Communicating with employees Motivating employees Delegating effectively Supervising subordinates Organizing all kinds of resource Building organizational structure and job process Building top management team Adjusting firm’s market position Adjusting strategic goal and framework to achieve Resetting resource to