臺灣博碩士論文加值系統

本研究探討組織如何透過內部與外部學習培養其核心能力. 所謂內部學習是取自Huber(1991)的資訊理論,檢視組織取得,傳遞,儲存以及擷取資訊的流程; 所謂外部學習則是檢視組織如何從策略聯盟的關系中取得資訊並進行學習. 本研究採用個案研究法,對中華汽車以及元大京華的高級主管進行訪談. 本研究發現,經由妥善規劃與執行的策略聯盟及購併,合併,以及各種資訊取得,傳遞及擷取的活動,組織得以吸取學習,並進一步發展其核心能力.

This research studies how organizations, through internal and external learning, go about to develop core competencies. By internal learning, we derive from Huber's (1991) information theory approach, looking at the processes with which organizations acquire, distribute, store and retrieve information. By external learning, we look at how organizations acquire information and learn from strategic alliances. This research adopted the case study approach and interviewed top ranking officers from two companies, one from the automobile industry and one from the brokerage industry. We show that firms, through well-planned and well-executed strategic alliances and/ or mergers and acquisitions, as well as various information acquisition, distribution, storage and retrieval activities, are able to absorb, learn, and eventually develop core competencies.

LIST OF TABLES III
LIST OF FIGURES III
ACKNOWLEDGMENTS IV
ABSTRACT V
CHAPTER 1 INTRODUCTION 1
I. MOTIVATION OF THIS RESEARCH 1
II. RESEARCH OBJECTIVES 3
III. RESEARCH QUESTIONS 4
IV. THE RESEARCH PROCESS 5
V. OUTLINE OF THIS RESEARCH 5
CHAPTER 2 LITERATURE REVIEW 6
I. CORE COMPETENCE 6
1. Definitions 6
2. Core competence and competitive advantage 9
3. Building core competence 11
4. Protecting and sustaining competence 14
5. Summary 15
II. ORGANIZATIONAL LEARNING 16
1. Definitions 16
2. The Information Theory Approach to Organizational Learning 18
3. Summary 28
III. STRATEGIC ALLIANCES 28
1. Definitions and Overview 28
2. Strategic Alliances and Learning 29
3. Summary 32
CHAPTER 3 RESEARCH METHODOLOGY 33
I. CONCEPTUAL FRAMEWORK 33
II. RESEARCH SCOPE 34
III. DEFINITION OF CONCEPTS 35
1. Learning from strategic alliances 35
2. Information Acquisition 35
3. Information Distribution 36
4. Information storage and retrieval 36
5. Core competence 37
IV. RESEARCH DESIGN 37
1. Purpose of study 37
2. Case selection 39
3. Data collection 40
CHAPTER 4 RESULTS 42
I. CHINA MOTORS CORPORATION 42
1. Company Background 42
2. External Learning 48
2.1 Learning from Strategic Alliances 48
3. Internal Learning 51
3.1 Information Acquisition Process 51
3.2 Information Distribution Process 54
3.3 Information Storage and Retrieval Process 56
4. Core Competence 59
5. Case Summary 60
II. YUANTA CORE PACIFIC SECURITIES CO., LTD. 62
1. Company Background 62
2. External Learning 65
2.1 Learning from Strategic Alliances 65
2.2 Learning from Mergers and Acquisitions 67
2.3 Learning from Other External Sources 69
3. Internal Learning 70
3.1 Information Acquisition Process 70
3.2 Information Distribution Process 72
3.3 Information Storage and Retrieval Process 74
4. Core Competence 77
5. Case Summary 78
III. CROSS CASE ANALYSIS 79
1. External Learning 80
2. Internal Learning 82
3. Core Competence 89
4. Internal and External Learning and Core Competencies 91
CHAPTER 5 CONCLUSIONS AND RECOMMENDATIONS 96
I. RESEARCH FINDINGS 96
II. LIMITATIONS OF THIS RESEARCH 103
III. SUGGESTIONS FOR FURTHER RESEARCH 104
REFERENCES 106
APPENDIX 1 CHINA MOTORS CORPORATION'S ALLIANCE WITH MITSUBISHI MOTORS AND YULON MOTORS 1
APPENDIX 2 YUANTA CORE PACIFIC SECURITIES CO., LTD.'S ALLIANCE WITH ACER, INC. 6
APPENDIX 3 GUIDE QUESTIONS USED DURING THE INTERVIEWS 8

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