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題名：知識空間、專屬資產投資、跨組織學習與代工績效關聯性之研究－以通訊代工廠商為例
作者：陳東賢
作者(外文)：Chen ,Tung Hsien
校院名稱：國立政治大學
系所名稱：科技管理研究所
指導教授：吳思華
學位類別：博士
出版日期：2011
主題關鍵詞：代工範疇；先驗知識；知識空間；專屬性資產投資；跨組織學習；outsourcing scope；prior knowledge；knowledge space；Asset Specific Investment；Inter-Organization Learning
原始連結：連回原系統網址new window
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本研究基於資源基礎理論，結合組織學習、網路理論及關係學派的觀點，探討影響代工廠商跨組織學習的情境因素與績效。
根據之前學者們研究得知，「知識因果模糊性」是影響組織學習的關鍵。知識因果模糊來自於知識的內隱、專屬及複雜本質。「知識分享」與「共同問題解決」是聯盟成員間傳遞因果模糊本質知識的學習方式。而代工廠商專屬性資產投資，除了增進品牌廠商的信任，提高品牌廠商知識分享意願外；也增進了代工廠商與品牌廠商間的互動，透過互動，促使知識外溢的產生。
知識流學者研究指出，可移轉知識含量是知識分享的前提，也決定知識分享的強度。代工的範圍規範了可移轉知識含量；代工範疇愈複雜，可分享知識相對擴大。但知識的路徑相依本質，限制代工廠商對代工領域知識的辨識。代工廠商先驗知識深淺關係著可移轉知識空間的辦識。代工情境中，可移轉知識，主觀上，受限於代工的範疇；客觀上，則與代工廠商的先驗知識息息相關。
傳統上檢視組織學習成效，主要來自於對經驗曲線速度的觀察。在策略聯盟夥伴間的競合關係中，學習競賽是造成策略聯盟活動重組、活動替代、或聯盟解散的重要原因。屬「雙邊契約供應聯盟關係」的代工，在經濟理性考慮下，維持與品牌廠商的聯盟關係，是代工廠商的必然選擇。但組織學習增強代工廠商的議價能力，促使代工活動的重組；因此觀察代工廠商跨組織學習的成果，除了經驗曲線，活動重組也是重要的觀察變項。
壹、中文書籍
1. 吳思華 著，2001，《策略九說：策略思考的本質》，台北：臉譜出版。new window
2. 司徒達賢 著，2005，《策略管理新論 觀念架構與分析方法》，台北：智勝文化。new window
3. 查爾斯 范恩（Charles Fine） 著，李筠 譯，2000，《脈動速度下的決策者》，台北；大塊文化。
4. 林東清 著，2003，《知識管理》，台北：智勝文化。

貳、中文期刊
1. 方世杰，2008，「知識管理研究之本質-組織知識統治」，組織與管理，一卷二期 1-35new window
2. 王慧美，2001，國際代工夥伴關係下之資產專屬性與能力建構－供應商觀點分析，國立台灣大學國際企業研究所未出版之博士論文。new window
3. 朱文儀、黃延聰，2002，「國際策略聯盟中廠商間知識移轉與廠商能力發展」，台灣管理學刊，二（一）: 105-124。new window
4. 佘日新、梁家隆、陳厚銘，2000，「廠商如何經由國外夥伴之技術合作提昇企業技術能力—以台灣資訊電子廠商為例」，管理學報，十七（二）：297-319。new window
5. 康敏平和司徒達賢，2007，「關係專屬投資是一種負債？台灣代工廠商的個案研究」，台大管理論叢，第18卷第一期 21-54。
6. 陳振祥、李吉仁，1997，「ODM的成因與策略運作—水平式產業下的策略聯盟型態」，中山管理評論，五（三）：553-572。new window
7. 趙郁文，1998，「跨國委託製造對台灣資訊電子廠商營運能力之提昇效果」，中山管理評論，六（四）：1113-1136。new window
8. 簡俊成、洪清德，2003，「外部知識移轉之研究－以台灣上市上櫃製造業公司為例」，管理學報，20卷5期：頁929-964。new window
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