臺灣博碩士論文加值系統

If the firm wants to survive in the dynamic environment, it must be relied on its competitive advantage. However, for the small and medium sized enterprises (SMEs), it is hard to create and maintain its competitive advantage based on its finite resources. According to its structure limitation, SMEs need to draw support from another enterprise to make cooperative arrangement to enhance their resources and capabilities; meanwhile, SMEs could generate innovative competence to compete with large firms.
Therefore, we explore cooperative activity as the antecedent roles of innovative competence, and idiosyncratic resource and complementary resource as intermediary variables to be the hypothesized relationship. Furthermore, we develop a conceptual framework and an experimental research which has been conducted within service SMEs of Taiwan by sending a semi-administrated questionnaire after interviewing the chosen firm’s top-level executive in the pretest. As a result, the findings demonstrate that service SMEs could generate innovative competence via cooperative activity by the mediator of complementary resource or idiosyncratic resource. On the other hand, due to characteristics of organizational structure of SMEs, flexibility will become the moderator to speed up the positive effect between cooperation and idiosyncratic resources or complementary resource respectively. However, in the terms of conservative orientation, senior managers favors in stable environment, and it is difficult to fuse and acquire the internal and external resources for SMEs so that flexibility is of no use speeding up the positive effect between cooperation and resources.
In brief, this research can become help service SMEs to understand how to generate innovation competence based on firm’s finite resource, and employ cooperative arrangement to create new competitive advantage simultaneously.

If the firm wants to survive in the dynamic environment, it must be relied on its competitive advantage. However, for the small and medium sized enterprises (SMEs), it is hard to create and maintain its competitive advantage based on its finite resources. According to its structure limitation, SMEs need to draw support from another enterprise to make cooperative arrangement to enhance their resources and capabilities; meanwhile, SMEs could generate innovative competence to compete with large firms.
Therefore, we explore cooperative activity as the antecedent roles of innovative competence, and idiosyncratic resource and complementary resource as intermediary variables to be the hypothesized relationship. Furthermore, we develop a conceptual framework and an experimental research which has been conducted within service SMEs of Taiwan by sending a semi-administrated questionnaire after interviewing the chosen firm’s top-level executive in the pretest. As a result, the findings demonstrate that service SMEs could generate innovative competence via cooperative activity by the mediator of complementary resource or idiosyncratic resource. On the other hand, due to characteristics of organizational structure of SMEs, flexibility will become the moderator to speed up the positive effect between cooperation and idiosyncratic resources or complementary resource respectively. However, in the terms of conservative orientation, senior managers favors in stable environment, and it is difficult to fuse and acquire the internal and external resources for SMEs so that flexibility is of no use speeding up the positive effect between cooperation and resources.
In brief, this research can become help service SMEs to understand how to generate innovation competence based on firm’s finite resource, and employ cooperative arrangement to create new competitive advantage simultaneously.

ABSTRACT I
ACKNWLEDGEMENT III
CONTENTS IV
List of Figure VI
List of Table VII
Chapter 1 Introduction 1
1.1 Research Background and Motivations 1
1.2 Research Objective 3
Chapter 2 Literature Review 5
2.1 Theoretical Foundations 5
2.1.1 Service Dominant Logic (S-D Logic) 5
2.1.2 Open Innovation Paradigm 6
2.1.3 Resourced-Advantage theory (R-A Theory) 6
2.2 Cooperation 7
2.2.1 Cooperation in SMEs 9
2.3 Analytic Framework Development 11
2.4 Complementary resource and Idiosyncratic resource 13
2.4.1 Resource 13
2.4.2 Complementary resource 13
2.4.3 Idiosyncratic resource 15
2.5 Exploitative and Exploratory Innovative Competence 17
2.5.1 Innovative competence 17
2.5.2 Innovation in service SMEs 18
2.5.3 Exploitative Innovative Competence 19
2.5.4 Exploratory Innovative Competence 21
2.6 Strategic Flexibility 23
Chapter 3 Research Methodology 26
3.1 Instrument Design 26
3.2 Sampling 27
3.3 Data Collection 28
3.4 Operationalization of Constructs 31
Chapter 4 Data Analysis Result 37
4.1 Sample Demographics 37
4.2 Measurement Properties 39
4.2.1 Exploratory factor analysis 39
4.2.2 The Measurement Model 40
4.3 The Structure Model 42
4.4 Hypothesis Testing 44
4.4.1 Results of the Model Effects 45
4.4.2 Results of Moderating Effects 46
Chapter 5 Discussion and Conclusion 50
5.1 Discussion 50
5.1.1 The antecedents of Resource 50
5.1.2 Resource and Innovative Competence 52
5.1.3 The Moderating Effect of Strategic flexibility 54
5.2 Managerial implications 54
5.3 Limitation and future research 56
References 59

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