This study investigates the relationship between reinsurance and firm performance by sourcing panel data from the 1999 to 2009 period of the property-liability insurance industry in Taiwan. The results of this investigation offer some insight that firm performance and reinsurance are interdependent. We find that insurers with higher return on assets (ROA) tend to purchase less reinsurance and insurers with higher reinsurance dependence tend to have a lower level of firm performance. Therefore, managers have to strike a balance between decreasing insolvency risk and reducing potential profitability. Other empirical results show that ROA, underwriting risks, liquidity ratio, business line concentration, return on investment (ROI) and financial holding dummy have a significant correlation with reinsurance. In addition, firm size, financial leverage, reinsurance, underwriting risks, liquidity ratio and ROI have a significant influence on firm performance. Our results have practical implications for the property-liability insurance industry and competent authorities in Taiwan.
For employee creativity to occur, organizations must build a context conducive to creativity, in addition to identifying employees with creative potential. Complementing and extending earlier research, we develop and test a cross-level model about how work unit goal orientation might relate to employee creativity. We also theorize and examine the mediating role of employee information elaboration linking work unit goal orientation and employee creativity. We conduct a questionnaire survey based on multi-source data from 340 employees comprising 53 teams in eight Taiwanese organizations. The results indicate that the work unit goal orientation is positively, whereas the work unit performance-avoidance orientation is negatively, related to employee creativity through employee information elaboration. Furthermore, work unit goal orientation also plays a cross-level moderating role: the positive relationship between individual-level learning orientation and information elaboration is stronger when work unit learning orientation is higher, but weaker when work unit avoidance orientation is higher.
The methodology of the organizational learning and total quality management (TQM) in the industry is becoming crucial, but there are few empirical studies to investigate the relationship between organizational learning and TQM on business performance in non-life insurance industry. The purpose of this paper is to understand the integrated relationship between organizational learning and TQM as two sources of sustainable competitive advantage. The paper proposes several hypotheses related to the relationship among organizational learning, TQM and business performance. A survey method is used to collect empirical data from non-life insurance companies in Taiwan. In this study, 414 effective questionnaires are analyzed and structural equation modeling (SEM) is used to verify the research framework and hypotheses. The empirical findings indicate that: (1) Organizational learning has significant and positive effects on TQM, (2) Both organizational learning and TQM have significant and positive effects on business performance, (3) TQM fosters business performance and play a mediating role between organizational learning and business performance. Therefore, the study demonstrates that the model can integrate organizational learning and TQM practices and enhance business excellence in financial service organizations, and also extend the prior research and contribute to the existing body of literature.
As a well-structured methodology, Six Sigma enhances product quality by analysing data using statistical approaches to identify root causes of problems and implement effective control plans. This study presents a Six Sigma project at a printing circuit board (PCB) company illustrating how a Six Sigma project and statistical methods have been applied. The defect of exposed copper on annular rings during the developing process was examined. By using qualitative and quantitative tools in the define, measure, analyse, improve and control (DMAIC) methodology, the critical outputs, key point inputs and root causes were identified, analysed and verified. Additionally, a number of temporary and long-term control plans were developed to sustain and enhance the performance of the developing process. Finally, the benefits, experience, and extensions of the Six Sigma project were discussed.
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