中國唐朝的「貞觀盛世」（AD627~649）獲得許多史學家論述歌頌，當時大老闆唐太宗即言：「以史為鏡，可以知興替」。我們透過部份指標性企業營運之分析，可瞭解其成功之條件或失敗的原因。經由學術研究，有系統彙整各企業不同策略規劃所產生的結果，可使未來企業在訂定營運策略時，有充足資訊得利用參考，擇其優而從善利用，去其劣而避蹈覆轍。
高階經理人之招募來源，對公司之經營績效有多方層面的影響。本研究採用其中『信任』為影響因素之中介變數，再以Cannella & Lubatkin（1993）任職二年時間為分界之主張，招募來源之任職滿二年者屬內部提昇；低於兩年者稱為外部繼任者（亦即為空降），並分別討論其對企業之「經營績效」、「任務績效」及「脈絡績效」三個層面的影響。最後依據「量表效度」及「信度」，以「迴歸線性」分析信任構面對經營績效構面之因果關係。
研究實證結果顯示，員工對於高階經理人的信任，在其到職年資為二年以上方面有正向影響。換言之，聘用到職年資二年以上之高階經理人（即內部提昇），員工對於高階經理人有較高的信任度，其將直接或間接對經營績效產生正面的影響，亦提供員工一個可努力達成的目標，組織內部較能凝結共識，企業競爭力提高後，經營績效必然突飛猛進。

" Zhen-Guan Golden Age "（AD627~649） of the Tang Dynasty of China had been discussed and celebrated by many historians. Emperor Tang Tai-Zong (The Big Boss) left the dictum " One can know the rise and fall from the mirror of history " to the following generations. So, by means of the operating analysis of some indicative businesses, we can understand the way they achieved success or doomed to failure. Through academic research, the results of different strategic planning made from each enterprise should be systematically filed. The archives would provide sufficient information for enterprises to refer to, and so enterprises could set their future operating strategies more elaborate. Choosing the excellence from the good to use, and eliminate the inferiority to avoid making the same mistakes .
The sources of the recruitment of senior managers have multi-level impact on company's operating performance. This research is based on trust of intermediary variable for recruiting executive level to influence the performance relationship. Served for full two years referred to internal promotion, and less than two years called external successor（ie, airborne）. Discussing the impacts to enterprises in "Business performance"、" Task Performance " and " Contextual performance " three dimensions. Finally, according to the "scale validity" and "reliability", we can analysis the causal relationship between the trust dimensions and business performance dimensions by using the tool of "Linear Regression".
The empirical results indicated that employees’ trust have positive impacts when their senior managers’ holding a post are more than two years. In other words, employees will have higher level of trust when their senior managers have been worked more than two years（ie, Internal Promotion）. It will directly or indirectly bring a positive impact on business performance, and employees can also earn a goal to pursue after. The higher consensus organization gathered, the stronger competitiveness enterprise improved, and so, the better operating performance will reach.

目     錄

第一章 緒論 	1
第一節　研究背景與動機	1
第二節　研究目的	6
第三節  研究流程	8
第二章　文獻探討	9
第一節　高階經理人的替換	9
第二節　組織的內部信任	16
第三節　經營績效影響	26
第三章  研究方法	33
第一節　研究架構	33
第二節　研究假說	34
第三節　變數定義與衡量	34
第四節  研究對象	42
第五節  資料分析方法	43
第四章  實證結果與分析	45
第一節 量表效度及信度分析	45
第二節 敍述性統計	51
第三節 相關分析	54
第四節 研究結果	61
第五章  結論與建議	71
第一節 研究結論	71
第二節 管理意涵	73
第三節 研究限制與建議	75
參考文獻 	 76
一、中文部份	76
二、英文部份	78
附錄一  問卷調查表	85

 
表目錄
表2-1 信任前因特質定義表	20
表2-2 信任前因特質定義表	22
表3-1 高階經理人異動方式量表	35
表3-2 衡量對主管信任之問卷	37
表3-3 經營績效量表	39
表4-1各構面的KMO與Bartlett檢定	46
表4-2信任與量表轉軸後的因素命名	48
表4-3經營績效與量表轉軸後的因素命名	49
表4-4構面之Cronbach’s α值	51
表4-5樣本結構分析彙總表	52
表4-6各變數之敘述性統計	53
表4-7相關分析(不區分高階經理人任職年資)	59
表4-8相關分析(高階經理人任職年資二年以下含二年)	60
表4-9相關分析(高階經理人任職年資二年以上)	60
表4-10相關分析比較圖表	60
表4-11信任對於經營績效整體構面因果分析	61
表4-12信任構面下才能及慈悲心與誠實正直對於經營績效整體構面分析	62
表4-13信任構面對於經營績效各構面因果分析	62
表4-14信任各構面對於經營績效各構面因果分析	63
表4-15信任對於經營績效整體構面因果分析	64
表4-16信任構面下才能及慈悲心與誠實正直對於經營績效整體構面因果分析	64
表4-17信任構面對於經營績效各構面因果分析	65
表4-18信任各構面對於經營績效各構面因果分析	66
表4-19信任對於經營績效整體構面因果分析	66
表4-20信任構面下才能及慈悲心與誠實正直對於經營績效整體構面因果分析	67
表4-21信任構面對於經營績效各構面因果分析	67
表4-22信任各構面對於經營績效各構面因果分析	68
表4-23各構面因果分析比較圖	70
 
圖目錄
圖1-1 研究流程圖	8
圖3-1 研究架構圖	33

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