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題名:吸收能力:理論驗證與拓展
作者:曾進歷
作者(外文):Chin-Li Tseng
校院名稱:國立東華大學
系所名稱:企業管理學系
指導教授:蔡裕源
陳建男
學位類別:博士
出版日期:2021
主題關鍵詞:吸收能力認知發展動態能力知識重組創新absorptive capacitycognitive developmentdynamic capabilityknowledge recombination innovation
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過去三十餘年,吸收能力理論廣泛受到跨學科研究者援引,用為分析與解釋
多元、重大與複雜的組織現象,受到遠超過理論初期在策略管理、技術管理與組
織經濟等領域的重視。雖然吸收能力相關的研究文獻數量與日俱增,不過由於吸
收能力的定義、構念、架構與衡量過於多元與模糊,使得吸收能力的研究依舊困
難。因此,即便吸收能力相關研究持續蓬勃發展並帶動跨領域學者的研究風潮,
理論進展有限且不停有學者進行理論的重新概念化。
為對吸收能力有更好的瞭解,本研究採用質化多個案實地研究,進行理論的
驗證與拓展。經由理論抽樣選取五家個案企業的高階經理人,以半結構問卷訪談
並歸納59 個案例故事與產出這些案例故事的脈絡,進行個案內、個案間分析與
模型比較。結果在受訪者與訪談者互動下,發現吸收能力與完成價值新知發展決
策相關,本研究依此定義吸收能力是「一種廠商管理價值新知發展決策的動態能
力」。
就策略過程觀點看,本研究從構念萃取著手,發現構面、形成構念,建構吸
收能力運轉架構,結果發現察覺性、回應性、配適性3 種吸收能力。透過向知識
重組創新領域借光,解釋新發現的吸收能力複合運轉模式的本質,結果不但拓展
並優化既有理論模型,同時確立吸收能力與認知發展理論的關係;解釋吸收能力
為什麼是動態能力的原因。
同時,本研究從策略內容視角,提出平台型、專業型、代工型、標準型4種
吸收能力開發與管理策略,有助廠商吸收能力的建構與管理;結合本研究提出的
3種吸收能力運轉衡量指標,判定廠商價值創造、價值重組與價值發展良窳,有
利廠商吸收能力開發管理,提升競爭優勢。
此外,本研究描繪並討論吸收能力由個人層級至廠商層級的發展脈絡與機制;
同時,根據本研究理論模型圖解命題發展架構,提出吸收能力9 類命題。最後,
總結本研究理論相關議題,為後續研究與管理意涵提出7項建議。
Over the past three decades, Interdisciplinary researchers have widely cited and used absorptive capacity (AC) to analyze and explain various, significant, multidisciplinary,and complex organizational phenomena. AC has received more and more attention in the fields of strategic management, technology management, and organizational economy, and so forth. Although growing use of the AC theory, the study of AC remains difficult due to diversity and ambiguity of its definitions, constructs, and measurements. Therefore, even though the research of AC is still flourish and drives a wave of research by interdisciplinary scholars, yet the theoretical progress is limited,and scholars have never stopped conceptualizing the theory.
To better understand AC, this study has conducted qualitative field research on multiple cases to verify and expand the theory. The study was carried out using theoretical sampling, followed by semi-structured questionnaire to interview the executives in five selected cases. Based on the research work we obtained 59 case
stories for the analysis and carry out model comparison study. From the interaction between interviewees and interviewers, it turns out that AC is related to the completion of new valuable knowledge and its development decisions. This fact highlights a clearer definition of AC theory, "the dynamic capability of the firm to manage new valuable knowledge development decision-making."
From the perspective of strategic process, present study starts with construct extraction, dimensions discovery, construct formation, followed by construct an operational framework of AC. As a result, we discovered and introduced three types of AC, namely, Awareness, Responsiveness, and Adaptation. Borrowed from know-how of knowledge recombination and innovation, explaining the nature of the compound operation mode of AC we newly discovered, not only expands and optimizes the existing theoretical models, but also recognizes the relationship between AC and cognitive development theory; and explains why AC is dynamic capability in nature.
Henceforth from the strategic content perspective, this study proposes four types of AC development and management strategies, namely platform, professional, foundry,and standard, which will help firms to build and manage their own AC. Combined with 3 types of AC metrics we proposed, we are able to determine the value creation, value recombination and value development of the firm, which will be useful to build the AC of the firm and enhances its competitive advantage.
In addition, the background and mechanism of AC development from the individual level to the firm level, as well as the proposed development framework based on our theoretical model, 9 types of propositions of AC were illustrated and proposed. Finally,7 suggestions for future research and management significance are put forward.
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