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研究生:曾德倫
研究生(外文):Deh-Lun Tzeng
論文名稱:EvaluateInnovationCompetencyFactorsonMicrosoftTaiwan-InnovationinProcess,OrganizationandTechnology(IPOT)
指導教授:施正屏施正屏引用關係
指導教授(外文):Cheng-Ping Shih
學位類別:碩士
校院名稱:國立臺灣師範大學
系所名稱:國際人力教育與發展研究所
學門:教育學門
學類:其他教育學類
論文種類:學術論文
畢業學年度:97
語文別:英文
論文頁數:77
中文關鍵詞:人力資源管理創新能力創新策略
外文關鍵詞:human resource managementinnovation competencyinnovation strategy
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Innovative human resources (HR) have already become the most precious asset in the era of knowledge economy and the major sources of competitive advantage for maximizing profits. Meanwhile, in the era of globalization, recruiting the best human resources capital worldwide has already become the essential mean for enhancing firm’s innovation competency and profit maximization. However, how firms’ innovation competency can be impact by human resources has seldom been studied. Based on van der Panne’s framework, this study replaced the product-related factors with human-related factors. The IPOT model was developed by Shih & Tzeng.
The empirical results showed three major important findings. First, most of the factors in the framework had positive influential power over a firm’s innovation competency to produce successful products or services. Major findings showed that, first, in order to improve the innovation competency, Microsoft Taiwan should recruit young and local employees to avoid from the group thinking problem. Good internal communication was very important for improving Microsoft Taiwan’s innovation competency. Second, Microsoft Taiwan should provide good internal communication channels and opportunities for its department managers. Third, compared with other companies, Microsoft Taiwan went through rigorous risk management; hence, it reduced the cost of project failure and achieved its innovation competency. Forth, the human resource department should emphasize more on the job content and profession fitness for employees. By fulfilling employees’ expectation for the job content, their willingness to cooperate in team was also improved. Fifth, factors that reinforce the market leadership of Microsoft Taiwan and to its successful innovation competency were: market research, quick response to the market change, and on time services.
ABSTRACT I
TABLE OF CONTENTS III
LIST OF FIGURES V
LSIT OF TABLES VII
CHAPTER I. INTRODUCTION 1
Background of the Study 1
Purpose of the Study 2
Questions of the Study 3
Significance of the Study 4
Definition of Terms 5
Limitations of the Study 5
CHAPTER II. LITERATURE REVIEW 7
Innovation 7
Innovation Competencies 10
International Human Capital 19
Summary 24
CHAPTER III. RESEARCH METHODOLOGY 25
Research Framework for IPOT Model 25
Research Hypotheses 27
Research Procedure 29
Research Methods 31
CHAPTER IV. RESULTS AND DISCUSSIONS 35
Descriptive Results 35
Empirical Results for IPOT Model 43
Discussions 57
CHAPTER V. CONCLUSIONS AND SUGGESTIONS 61
Conclusions 61
Suggestions 66
REFERRENCES 69
APPENDIX: QUESTIONNAIRE 73
LIST OF FIGURES
Figure 2.1 Factors of Successful Marketable Products 10
Figure 2.2 Factors Influencing Innovation Capability 16
Figure 3.1 Research Framework for IPOT Model 26
Figure 3.2 Research Procedure 30




LIST OF TABLES
Table 2.1 Innovation Competency Theories 10
Table 2.2 Critical Factors for Innovation Success 13
Table 3.1 Cronbach Alpha Value of Survey Instrument 32
Table 4.1 Data of Variables 35
Table 4.2 Descriptive Results for Demographic Variables 36
Table 4.3 Descriptive Results of Organization-Related Factors 37
Table 4.4 Descriptive Results of Project-Related Factors 38
Table 4.5 Descriptive Results of Human-Related Factors 39
Table 4.6 Descriptive Results of Market-Related Factors 40
Table 4.7 Descriptive Results of Innovation Performance Factors 41
Table 4.8 Multiple Regression for Process Innovation Competency 43
Table 4.9 Multiple Regression for Organization Innovation Competency 48
Table 4.10 Multiple Regression for Technical Innovation Competency 52
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