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題名：外部知識移轉過程─「合作關係」與「吸收潛力」角色之研究
作者：簡俊成 引用關係
作者(外文)：Chun-Cheng Chien
校院名稱：國立中正大學
系所名稱：企業管理研究所
指導教授：洪清德
邱柏松
學位類別：博士
出版日期：2002
主題關鍵詞：知識基礎觀點；合作關係；吸收潛力；外部知識移轉；KBV；Cooperative relationship；Absorptive capacity；External knowledge transfer
原始連結：連回原系統網址new window
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藉由知識基礎、動態能耐及社會邏輯觀點為理論基礎，本研究以實証方法探討企業間合作關係、知識吸收潛力與外部知識移轉之間的關係。從142位製造業高階經理人的回收資料中分析發現，合作關係對吸收潛力具顯著正向影響，然而合作關係對外部知識則無明顯影響；吸收潛力對外部知識移轉、取得及應用具顯著的正向影響。此外，亦發現合作關係對行銷知識取得、吸收潛力對研發知識取得特別有利。研究結論特別指出企業本身的吸收潛力在企業間合作關係與外部知識移轉關係中，扮演著關鍵的中介角色。根據相關之文獻探討與實證發現，本文除了提出未來的研究方向之外，並且提出管理實務之建議，內容如下：
1.藉由跨組織合作學習，企業可以取得或共同創造新的知識及能力，促成企業長期價值與達成短期目標；而學習動機則是最根本的元素，因此學習意圖的管理是一項重要的起始活動。
2.有意願還要有能力，所以企業應致力於知識吸收潛力的培養，努力的重點在於：(1)鼓勵員工多學習專業及其他的多元知識，並充分彼此交流所學；(2)積極與外部企業合作，培養專業的合作學習人才；(3)奉行市場導向策略，建立內部行銷情報系統，鼓勵內部溝通。
3.企業應積極與合作夥伴建立誠信互利的關係，經常性地透過正式及非正式的溝通方式，協調共同利益與解決衝突。當然，合作並非不用成本的，所以在企業承諾結盟之前，經理人有必要詳察對方的意願、誠意、資源、能力與過去的表現，或許透過較小的專案進行先期合作，應該是較穩健的作法。
4.經理人若參與的是行銷聯盟，此時雙方的合作關係是取得行銷知識的重要關鍵，而如果參與的是研發聯盟的話，則培植本身的吸收潛力才是合作學習成功的要件。
5.開拓多樣化知識來源亦是管理當局應當特別注意的重要課題，經理人應意識到兩家企業間若有緊密連結的關係，有時會易於忽略其他的合作學習機會，久而久之陷入學習受限的瓶頸中。
6.外部學習的目的在於發展能力，而非取代內部創造知識，所以企業應該注意內部知識創造與外部知識取得間的平衡。
Drawing on literature in knowledge-based view, dynamic capability view, and sociological perspective, we provide an empirical analysis to investigate the relationship among cooperative relationship, potential absorptive capacity and external knowledge transfer. Using data collected from a sample of 142 top-managers, we found that cooperative relationship is significantly positively related to potential absorptive capacity, but has no significant impact on external knowledge transfer, and as potential absorptive capacity increased, external knowledge transfer, acquisition, and application also increased. The study also found that cooperative relationship has significant positive impact on marketing knowledge acquisition, and potential absorptive capacity significantly positively influence R&D knowledge acquisition. The results indicate that potential absorptive capacity is critical mediating variable between cooperative relationship and external knowledge transfer.
Based on literature review and our empirical results, the findings provide some new directions for future research and offer management practice about interfirm learning as follow:
1.By means of interfirm learning, firms could acquire or create new knowledge and ability, achieve both long-term value and short-term goals. Yet, to manage learning intent is an important initiating action for that the motivation to learn is the basic factor.
2.Except for intention, firms should eager to learn how to foster knowledge absorption capability. The focus is on (1) to encourage employee learning more special and diverse knowledge and to share their knowledge learned. (2) to eagerly cooperate with external partners and foster professional for cooperative learning. (3) to adopt market-oriented strategy, build internal marketing intelligence system, encourage internal communication.
3.A firm should actively build trustful and mutually beneficial relationships, usually coordinate common benefit through formal or informal communication approach. However, cooperation is not costless. It is a robust approach that managers must carefully check partners’intention, resource, capability as well as past performance, then conduct pilot cooperation with a small scale.
4.If firm participate in marketing alliance, the cooperative relationship is critical to acquire marketing knowledge. But, fostering the potential absorptive capacity becomes necessary for successful cooperative learning when in R&D collaboration.
5.To expand diverse sources of knowledge is also an important issue. Managers should notice that strong ties possibly making a firm overlook the opportunity to cooperate with other firms.
6.The goal of external learning is to develop capability, not to replace internal knowledge creation. So, a firm should do the best to balance between internal knowledge creation and external knowledge acquisition.
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