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題名:探索/運用性行動前因與後果之探討:動態競爭及雙元性觀點
作者:黃俊儒 引用關係
作者(外文):Chun-Ju Huang
校院名稱:國立中興大學
系所名稱:企業管理學系所
指導教授:喬友慶
學位類別:博士
出版日期:2014
主題關鍵詞:探索/運用多重市場接觸市場地位競爭性旋律動態競爭察覺-動機-能力觀點組織學習exploration/exploitationmultimarket contactmarket positioncompetitive rhythmcompetitive dynamicawareness-motivation-capability perspectiveorganizational learning
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本研究旨在探討影響焦點廠商採取探索/運用性行動的因素,以及探索/運用性行動對績效的影響。結合動態競爭理論及組織雙元性理論為論述基礎,本研究透過蒐集廠商間的真實互動情境資料,並輔以察覺、動機及能力觀點 (awareness-motivation-capability, AMC) 的脈絡框架,藉以瞭解各個焦點廠商在不同的多重市場接觸程度、市場地位及競爭性旋律如何影響本身對於探索/運用性行動的採取,並進而影響實際的營運績效。
本研究選取全球定期貨櫃航運廠商為研究樣本,從Cyber Shipping Guide 新聞資料庫蒐集西元2004年至2012年間全球前21大航運廠商的行動新聞進行分析,從中歸類出10項競爭性行動,之後再進一步將其區分為5項探索性及5項運用性行動,最後,研究者從6,140則新聞中截取出2,454筆競爭性行動,其中包含1,533筆探索性行動及921筆運用性行動。
透過分析36季共756筆樣本觀察值,本研究發現:(1)當焦點廠商具有較高的多重市場接觸程度,則其會多採取探索性行動;(2) 當焦點廠商具有較高的多重市場接觸程度,則其會多採取運用性行動,但幅度低於探索性行動;(3) 當焦點廠商具有較高的市場地位,則其會多採取探索性行動;(4) 當焦點廠商的市場地位較低,則其會多採取運用性行動,但幅度低於探索性行動;(5) 當焦點廠商的競爭性旋律越不規律,則其會採取較少的探索性行動;(6) 當焦點廠商的競爭性旋律越不規律,則其會採取較多的運用性行動;(7) 焦點廠商的探索性行動數目越多,則其長期績效越好;以及 (8) 焦點廠商的運用性行動數目越多,則其短期績效越好。
本研究探討過去動態競爭研究較為忽略的創新層面議題,透過將探索/運用的概念嵌入動態競爭的觀點中,藉此補足此一研究缺口;並透過一全面性探討的理論框架,強化了多重市場接觸及組織學習文獻的完整性,同時研究結果也能為實務上廠商間的競爭對抗帶來新的具體建議與意涵。
This research aims to investigate the factors that influence the exploration/exploitation action taken by a focal firm, and how these actions affect a firm’s performance. Incorporating the concept of organizational ambidexterity and competitive dynamics theory, this research collects the competitive information among firms and uses the AMC perspective as the context to explore how firms’ exploration/exploitation action be affected by the degree of multimarket contact (MMC), market position, and competitive rhythm which further affects the performance.
This research chooses the global container shipping industry as the research sample. We collect the top 21 shipping firms’ news from 2004 to 2012 by using Cyber Shipping Guide database, and use it to classify 10 competitive actions which include 5 categories of exploration action and 5 categories of exploitation action. Finally, we collected 2,454 competitive actions (1,533 exploration actions and 921 exploitation actions) from 6,140 news articles.
By analyzing the 756 samples in 36 quarter, this study found that: (1) when a focal firm has higher MMC, it will take more exploration actions;(2) when a focal firm has higher MMC, it will take more exploitation actions but to a lesser extent than that of exploration actions;(3) when a focal firm has higher market position, it will take more exploration actions;(4) when a focal firm has higher market position, it will take more exploitation actions but to a lesser extent than that of exploration actions;(5) when a focal firm has irregularly competitive rhythm, it will take less exploration actions;(6) when a focal firm has irregularly competitive rhythm, it will take more exploitation actions;(7) when a focal firm adopts more exploration actions, it will achieve a better long-term performance, and;(8) when a focal firm adopts more exploitation actions, it will achieve a better short-term performance.
This research investigates the aspect of innovation issue which was ignored from past competitive dynamic researches. We fill the above research gap by embedded the concept of exploration/exploitation into competitive dynamics perspective; we increase the integrity of the literatures regarding MMC and organizational learning, and those research results provide specific theoretical insights for the rivalry among firms.
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