臺灣博碩士論文加值系統

核心資源、核心能耐與核心競爭力的相關議題近年成為研究企業競爭力的主流，但常因缺乏相關研究的實證而無法充分釐清三者間的關係，本研究旨在建立一較完整的架構，提供資源基礎理論解釋廠商行為之實證，以進一步擴充與精練資源基礎理論。
本研究根據過去學者之研究與實務現象，發現組織能耐發展策略、核心競爭力、組織技能特性與組織學習機制間的關係有必要進行深入的研究，以協助企業發展自己的核心競爭力，使得企業資源能達到最大的綜效。因此本研究以高科技廠商為研究對象，共計發出885份問卷，回收有效問卷73份，經由統計方法分析之後，歸納出數點重要的實證結論如下：
1. 研究結果顯示不同的組織能耐發展策略與核心競爭力之間具有顯著的差異，表示本研究之主要論點獲得支持，亦即採取不同組織能耐發展策略的廠商，會有不同的核心競爭力。
2. 在加入組織技能特性與組織學習機制兩中介變項後，本研究獲致以下之研究結論：
(1)組織技能特性對組織能耐發展策略與核心競爭力之關係：
A. 採取產品領導導向策略的廠商，其組織技能特性例外頻率高、不可分析性高者，創新能耐競爭力較強。
B. 採取營運效能導向策略的廠商，其組織技能特性例外頻率低、不可分析性高者，資源生產競爭力較強。
C. 採取顧客服務導向策略的廠商，其組織技能特性相互依賴程度高者，關係行銷競爭力較強。
(2)組織學習機制對組織能耐發展策略與核心競爭力間的關係：
A. 採取產品領導導向策略與創新型學習機制的廠商，創新能耐競爭力較強。
B. 採取營運效能導向策略與適應型學習機制的廠商，資源生產競爭力較強。
C. 採取顧客服務導向策略與創新型學習機制的廠商，關係行銷競爭力較強。

The critical issue of core resources, core capability and core competence is the main stream of current business competitiveness study, but few of these studies has been empirically verified. The main purpose of this paper is to build up the framework of three variables in order to advance and refine the resource-based theory through this empirical research.
Base on the literature review of previous studies and case study, it is necessary to explore the relationship between strategy of the organization capability, core competence, characteristics of organizational technology and organization learning mechanism. Consequently, a company can generate its core competence to catch competitive advantage by using business resources.
The research target is the high technology industry. We mailed 885 questionaries and the quantities of the valid questionaries are 73. We generalize some important conclusions by statistic analysis as follow:
1. The research results reveal that there are obvious differences between the strategy of the organization capability and core competence. That is, the firm that adopt different strategy of the organization capability will have different core competence.
2. After adding "characteristics of organizational technology", "organization learning mechanism" three variables as we have some conclusions as below:
(1) The relationship among strategy of the organization capability, characteristics of organizational technology and core competence.
A. The firm that adopt product leadership strategies of organization capability matching proper characteristics of organizational technology (high number of exceptions and low analyzability) could have better core competence of innovation.
B. The firm that adopt operational excellence strategies of organization capability matching proper characteristics of organizational technology (low number of exceptions and low analyzability) could have better core competence of operation.
C. The firm that adopt customer intimacy strategies of organization capability matching proper characteristics of organizational technology (high interdependence) could have better core competence of customer service.
(2) The relationship among strategy of the organization capability, organization learning mechanism and core competence.
A. The firm that adopt product leadership strategies of organization capability matching proper organization learning mechanism (generative organization learning mechanism) could have better core competence of innovation.
B. The firm that adopt operational excellence strategies of organization capability matching proper organization learning mechanism (adaptive organization learning mechanism) could have better core competence of operation.
C. The firm that adopt customer intimacy strategies of organization capability matching proper organization learning mechanism (generative organization learning mechanism) could have better core competence of customer service.

第一章 緒論 ………………………………………………………. 1
第一節 研究動機………………………………………………… 1
第二節 研究目的 ……………………………………………… 4
第三節 研究對象與範圍………………………………………… 5
第四節 研究步驟………………………………………………… 5
第二章 文獻探討 ………………………………………………… 7
第一節 資源基礎理論與核心資源……………………………… 7
第二節 組織能耐發展策略……………………………………… 18
第三節 組織技能特性…………………………………………… 32
第四節 組織學習機制 ………………………………………… 41
第五節 核心資源相關實證與觀察……………………………… 63
第三章 研究方法 ………………………………………………… 67
第一節 競爭力構面與核心競爭力……………………………… 67
第二節 研究架構與假設………………………………………… 68
第三節 變數衡量 ……………………………………………… 77
第四節 資料分析方法…………………………………………… 85
第四章 組織能耐發展策略與核心競爭力之關係……………….. 87
第一節 廠商基本資料分析 ……………………………………. 87
第二節 問卷之信度與效度分析…………………………………. 89
第三節 組織能耐發展策略之分析………………………………. 91
第四節 核心競爭力之分析 ……………………………………. 93
第五節 組織能耐發展策略與核心競爭力……………………… 96
第五章 織技能特性、組織學習機制對組織能耐發展策略與核心競爭力之影響關係 ……………………………………………. 98
第一節 組織技能特性分群…………………………………….…98
第二節 組織技能特性交互效果分析-產品領導導向策略 …. 102
第三節 組織技能特性交互效果分析-營運效能導向策略 .…108
第四節 組織技能特性交互效果分析-顧客服務導向策略 ….113
第五節 組織學習機制分群與交互效果關係……………………119
第六章 結論與建議 …………………………………………… 125
第一節 研究結論 ……………………………………………..125
第二節 理論與實務之意涵 …………………………………..131
第三節 分析限制與後續研究建議 ……………………………133
參考文獻 ………………………………………………………… 135
附錄-1 核心資源相關文獻彙總 ………………………………… 142
附錄-2 組織能耐發展策略相關文獻彙總 ……………………… 145
附錄-3 本研究之常態分配檢定 ………………………………… 146
個案 ……………………………………………………………… 148
論文問卷 ………………………………………………………… 158

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