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題名:動態能力與變革策略關係之探索性研究:臺灣電動代步車廠商之多個案比較分析
作者:張宏榮 引用關係
作者(外文):Hung-Jung Chang
校院名稱:國立嘉義大學
系所名稱:管理研究所(Graduate School of Business Administration)
指導教授:侯嘉政
學位類別:博士
出版日期:2010
主題關鍵詞:動態能力變革策略組織變革Dynamic CapabilityStrategic ChangeOrganizational Change
原始連結:連回原系統網址new window
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動態能力是一個新興的學術領域,同時在管理領域有關策略性變革也一直是重要議題。研究如何不斷發展其組織能力,更有效地與變革策略進行配適產生競爭優勢。因此本研究的主要目的,在探討動態能力如何與變革策略之間的重整、建立與重構之間的關係?
研究程序則依Yin(2003)建議之步驟。研究架構則參考Wang 與 Ahmed (2007)之能力發展(capabilities development)研究模式、Ambrosini 與 Bowman(2009)價值創造過程模式(value creation process)等模式。
本研究從台灣電動代步車產業之4家代表性個案中研究發現:企業在動態能力的方面,採用主動式回應顧客之感應能力;運用緊密型態之關係能力;降低吸收能力之影響因素、發展累積性、階段性與透過整合機制的吸收能力;進行產業與資源整合,專注於知識整合能力;同時,企業在變革策略方面,採用連續變革,或組織發展之變革策略方式,則具有持續性競爭優勢。
本研究主要結論共有三點研究命題:第一是具有感應、關係、吸收與整合之動態能力,則具有競爭優勢;第二是變革策略方式的不同,則企業變革績效也有所不同;第三是動態能力會影響變革策略選擇,進而影響企業變革績效。據此,企業動態能力係透過變革策略來實現持續性競爭優勢。
本研究進一步提出五項實務意涵,包括企業應由感應、關係、吸收與整合等方面進行動態能力的培養;企業應了解動態能力的「特性」以適合變革的進行;企業應以動態能力來實現變革之層次問題;企業應重視變革策略方式的不同其變革績效也有所不同;企業應專注動態能力係透過變革策略來實現持續性競爭優勢。最後,本研究並對後續研究提出具體之相關建議。
中文文獻
1.巫立宇(民95年),資源、社會資本、路徑相依與動態能力之研究,管理評論,第28卷第1期,121~140。new window
2.侯嘉政(民97年),企業動態能力與創業管理之研究,創業管理研究,第3卷第2期,1-28。new window
3.蕭瑞麟(民95年),「不用數字的研究」,台北:台灣培生教育出版股份有限公司。
4.魏聖忠(民91年),當代行銷觀念新思維:市場導向理論的回顧與評價,管理評論,第21卷第4期,129~153。new window

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