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題名:運用社會資本觀點建構組織雙面兼具之效果─以市場導向為情境變數
作者:彭耀平
作者(外文):Yao-Ping Peng
校院名稱:中興大學
系所名稱:企業管理學系所
指導教授:林谷合
學位類別:博士
出版日期:2014
主題關鍵詞:組織雙面兼具組織學習市場導向社會資本組織張力Organizational AmbidexterityOrganizational LearningMarket OrientationSocial CapitalOrganizational Tension
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在不同的管理領域中強調了組織雙面兼具的重要性,過去的研究成果導引本研究瞭解組織雙面兼具所帶來的優勢(what)、存在的必要性(why)、如何形成(how)、形成要素(which)等等,更重要的是如何去管理新知識的探索與既有能力的應用之間所產生的衝突,並達到兩者結合的綜效。本研究認為,組織探索新能力、市場與維持既有能力、市場營運等同重要;若廠商著重在前者,致力於開發新產品或新市場以增強未來的成長動能,則可能忽視既有利基而失去方向,陷入重覆試驗的情境中;反之,若廠商著重在後者,廠商一昧的追求短期利益而忽略了永續成長,則可能產生組織惰性或陷入能耐陷阱,而無法因應環境的改變。本研究以有別於過去衡量組織雙面兼具的方式,來重新衡量廠商雙面兼具上程度的差異,滿足過去研究中所產生的Gaps,並在成功管理探索型與應用型能力中提供更多的洞見。
本研究根據組織學習及動態能力的觀點,建構其完整研究模型,指出組織雙面兼具係屬於一種動態能力,具有路徑相依的特質,其中組合雙面兼具的探索型與應用型能力的培養與建構,則有賴於組織握有資源與知識存量的多寡。然而,廠商在本身資源有限的情況下,除了組織內部自行衍生建構能力所需的知識與資源外,還需仰賴外部網絡的知識來源,從中取得並學習到相關的有價知識與資源,因此本研究以內部社會資本與外部社會資本作為組織在建構並培養探索型及應用型能力的學習機制。此外,本研究根據組織雙面兼具的互補觀點,其組織需要一種能夠撮合兩種具有衝突、矛盾能力進行互補的文化,於研究架構中加入市場導向之干擾變數,以增強組織雙面兼具對組織績效與組織張力的影響。最後,本研究除了探討組織雙面兼具所產生的正面效果(組織績效)外,亦加入對負面效果(組織張力)的影響,以深入解析能力、張力與績效間的連動性,期能建立完整之觀念性架構,並進行實證研究,對組織雙面兼具領域之研究有所貢獻。
本研究實際調查台灣電子電機製造業廠商,有效樣本共234份。實證結果顯示,廠商間社會資本與廠商內社會資本均對探索型能力有正向影響,對於應用型能力僅廠商內社會資本具正向顯著影響;探索型能力與組織績效間呈現倒U型關係,而應用型能力與組織績效雖為U型關係,但假設不成立;組織張力方面,探索型能力與應用型能力之影響均不成立;在雙面兼具部分,平衡型雙面兼具與結合型雙面兼具均對組織績效有正向影響,且對組織張力具負向影響;市場導向在雙面兼具與組織績效間關係之干擾效果僅部分成立,在雙面兼具與組織績效間關係則不成立。最後,本研究提出理論意涵與實務意涵,以及未來研究的建議。
The importance of organizational ambidexterity was stressed in different fields of management. The previous research results have guided this study to understand the advantages (what), the necessity of existence (why), the formation causes (how) and formation factors (which) of organizational ambidexterity and how to manage the conflict between the exploration of new knowledge and the exploitation of existing capabilities and reach the optimal mediacy. It is believed in this study that exploring new capabilities and markets is equally important with maintaining existing capabilities and market operation for an organization; if the firm focuses on the former one and commit itself to the development of new products or markets to enhance the future growth momentum, it may ignore existing benefits and lose direction and get into repeated testing; conversely, if the firm focuses on the latter one and blindly pursue short-term interests while ignoring the sustainable growth, it is likely to get into organizational inertia or competence trap and fail to respond to the changes in the environment. In this study, a distinct way was used to measure the differences in the degree of ambidexterity to bridge the gap with the previous researches and to provide more insights in the successful management of exploitation capability and exploration capability.
According to the perspective of organizational learning and dynamic capability, a complete research model was constructed in this study which pointed out that organizational ambidexterity is a type of dynamic capability with the characteristics of path dependence. The cultivation and construction of the exploitation capability and exploration capability of ambidexterity depends on the resources and knowledge stock of the organization. However, limited to the resources, the firm also depends on the knowledge source of external network to acquire and learn more valuable recourses and knowledge in addition to the internal knowledge and resource. Therefore, this study selected internal social capital and external social capital as the learning mechanism in the construction and cultivation of exploitation capability and exploration capability. In addition, based on the complementary view of organizational ambidexterity, this research proposed that the organization required the culture which was capable of complementing conflicts and contradictory capabilities. Therefore, the disturbing variable-market orientation was added to this research framework to enhance the influence of organizational ambidexterity on organizational performance and tensions. Finally, in addition to the positive effect (organizational performance) of organizational ambidexterity, the negative effect (organizational tensions) was also added in, so as to analyze the linkage between capabilities, tensions and performance in detail in the hope of establishing a complete conceptual framework and carrying on the positive research to contribute to the study of organizational ambidexterity.
An actual survey was made on Taiwan electronics and electronic motor manufacturing firms with 234 valid samples. The empirical results show that both inter-firm social capital and intra-firm social capital have positive effects on exploitation capability and only intra-firm social capital has a significant positive effect on exploitation capability; there exists an inverted U-shape relationship between exploitation capability and organizational performance while the hypothesis is not supported; in terms of organizational tensions, the influence of exploration and exploitation capability do not exist; in terms of ambidexterity, balanced ambidexterity and combined ambidexterity have a positive effect on organizational performance and a negative effect on organizational tensions; the moderating effect of market orientation on relationship between ambidexterity and organizational performance was partially supported but was not supported in the relationship between ambidexterity and organizational tensions. Finally, this study proposed theoretical implications and practical implications and some suggestions for future research.
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