臺灣博碩士論文加值系統

在創新科技的快速更替的時代，除了帶來生活方式改變，更影響組織的經營運作，實務上以永續經營、翻轉創新、振衰起敝、變革突破等詞語，勾勒出企業升級與轉型的迫切與改變。因而本研究假設組織需面對內部與外部環境挑戰，於內在運作環節，組織面對技術創新之經營追求，會涉及運作特性對於組織績效的影響，及所屬成員具備之關鍵發展歷練的中介程度，且關注組織創新強度在此一關係的干擾作用；另一方面，組織也會受到產業競爭壓力及商業夥伴間互惠支持與影響力之情境，調節、衝擊了營運運作特性對於組織績效的影響，因而如何採用較為完整(組織內外情境)且關注到組織具有的歷練價值，這是組織在面對創新科技需要面對的整合型模式的認識，亦是本研究探討主題。
由組織外部環境與內部運作兩個環節來觀察組織面對科技創新的樣貌，在內部運作視角中，關注了組織運作機制對組織績效及組織價值的影響，其中涵蓋組織內部運作機制對於科技引入的適應程度，及不同的組織反應機制，可能影響科技創新的接受與拒斥反應，且組織重視內部成員具有的關鍵歷練程度，涵蓋了貫時性和脈絡性，對提升組織績效具有重要作用。
同時，外在市場趨勢的變化對組織帶來競爭壓力，組織商業夥伴則提供了支持力道。這兩者對於組織的外部環境影響密不可分，可能影響組織的運作機制和策略的整合，進而影響組織的績效表現，乃是關注到組織與市場環境訊息的互動關係。組織不論是在面對順勢或是逆境的環境，皆需要觀察外在產業競爭壓力與網絡間組織因具有特定共同目標或難題，而產生之支持程度，由這兩類市場環境訊息，可建構成四類不同的形態，在組織策略運作機制對組織績效、組織價值具有抑制或是增強的調節效果。
本研究收集432份台灣組織工作者樣本，收集方式於Google平台建立網路電子問卷，藉由社群網站等提供網路問卷連結，並透過通訊軟體發佈邀請填答問卷之訊息，收集並剔除無效樣本後，以多元迴歸模式進行分析，來觀察產業、組織、成員的特定變項。研究結果顯示，組織策略運作機制對組織績效與組織價值具有影響效果；於組織內部，會受到成員所具有的銷售人資歷練與跨功能歷練之中介效果；且關鍵歷練對組織績效與組織價值的表現會受到創新強度的調節效果影響；在外部環境，四類組織運作機制會受到不同型態的環境特性，影響了績效表現，特別受到反映適應之運作機制的影響。
本研究提供國內企業在面對科技創新迭代的外部環境影響下與組織內部運作機制的整合型的實證研究，研究結果對企業建立在自身運作發展，對創新表現之影響路徑上，需留意那些不同層級的面向，有能兼納內外環節的營運思維，並提供最適配的策略思維路徑，將有助於創新科技與組織的榢接成功率，提升在競爭優勢、永續發展與升級轉型的經營表現。

In an era of rapid technological innovation, not only is our lifestyle being transformed, but organizational operations are also being significantly impacted. Practical terms such as sustainable management, disruptive innovation, rejuve-nation, and transformative breakthroughs illustrate the urgency and change in-volved in corporate upgrading and transformation. Therefore, this study hypoth-esizes that organizations must face both internal and external environmental challenges. Internally, as organizations pursue technological innovation, opera-tional characteristics affect organizational performance, mediated by the critical development experience of members, with the intensity of organizational inno-vation acting as a moderating factor. Externally, organizations are influenced by industry competition pressures and the reciprocal support and influence of busi-ness partners, which modulate the impact of operational characteristics on or-ganizational performance. Thus, adopting a comprehensive model that considers both internal and external contexts and values organizational experience is es-sential for addressing the integration needed in the face of technological innova-tion, which is the focus of this study.
By observing organizations' responses to technological innovation from both external environment and internal operations perspectives, this study fo-cuses on how internal operational mechanisms affect organizational perfor-mance and value. This includes the adaptability of internal operational mecha-nisms to technological introduction and various organizational response mecha-nisms that might affect the acceptance or rejection of technological innovation. Moreover, the study emphasizes the importance of members' critical develop-ment experiences, covering both temporal and contextual aspects, in enhancing organizational performance.
Simultaneously, changes in market trends create competitive pressures for organizations, while business partners provide support. These two external envi-ronmental influences are inseparable and may impact the integration of organi-zational operational mechanisms and strategies, thereby affecting organizational performance. The study highlights the interaction between organizations and market environment information. Whether facing favorable or adverse condi-tions, organizations need to observe external industry competition pressures and the level of support generated by networks with specific common goals or chal-lenges. These two types of market environment information can be categorized into four different forms, which have either inhibitory or enhancing moderating effects on the relationship between organizational operational mechanisms and organizational performance and value.
This study collected 432 samples from Taiwanese organizational workers using an online questionnaire established on the Google platform. Links to the online questionnaire were provided through social media and communication software, and messages inviting participants to complete the questionnaire were disseminated. After removing invalid samples, multiple regression analysis was conducted to observe specific variables related to industry, organization, and members. The results indicate that organizational operational mechanisms sig-nificantly impact organizational performance and value. Internally, the mediat-ing effects of members' sales experience and cross-functional experience were observed. Additionally, critical development experiences' impact on organiza-tional performance and value was moderated by the intensity of innovation. Ex-ternally, the four types of organizational operational mechanisms were affected by different environmental characteristics, particularly reflecting the adaptive operational mechanisms.
This study provides an empirical investigation of the integration of internal operational mechanisms and the influence of the external environment on do-mestic enterprises facing technological innovation iterations. The findings sug-gest that organizations need to pay attention to different levels of factors in their development and operational strategies. By adopting an operational mindset that considers both internal and external elements and providing optimal strategic thinking pathways, organizations can improve the success rate of integrating technological innovation, enhancing competitive advantage, sustainable devel-opment, and performance in upgrading and transformation.

目錄 I
圖目錄 III
表目錄 v
第壹章 緒論1
第一節 問題意識：科技創新加速發展或衰敗 1
第二節 研究目的 5
第三節 研究流程 9
第四節 章節結構 10
第貳章 文獻探討 11
第一節 組織績效與市場價值 11
第二節 組織策略運作機制 15
第三節 關鍵歷練類別：組織脈絡取向 28
第四節 組織策略思維對組織績效的影響：環境特性的調節效果 30
第五節 競爭對組織績效的影響：創新強度的調節效果 40
第參章 研究方法 46
第一節 研究架構與假說 47
第二節 研究變項與問卷設計 51
第三節 研究對象 60
第四節 資料分析方法 61
第肆章 研究結果與分析 63
第一節 研究樣本分析 63
第二節 各變項之因素分析檢驗 66
第三節 信度分析 69
第四節 相關分析 71
第五節 主效果、間接效果與全效果之分析 75
第伍章 討論與建議 127
第一節 研究結論 127
第二節 理論與實務意涵 136
第三節 研究限制與後續研究發展 141

參考文獻 143
附錄一 165

表2-2-1 策略學派與策略內涵分類表 20
表2-4-1 環境特性類型與特徵及影響描述表 39
表3-2-1 問卷彙總表 56
表4-1-1 問卷發放及回收統計表 64
表4-1-2 問卷基本資料分析表 64
表4-2-1 KMO及Bartlett’s球型檢定分析表 66
表4-2-2 組織策略運作機制因素萃取表(反映適應、協商妥協) 67
表4-2-3 組織策略運作機制因素萃取表(獨創領先、差異優勢) 68
表4-3-1 信度分析表 70
表4-4-1 相關分析摘要表 74
表4-5-1 組織策略運作機制與關鍵歷練對組織績效、組織價值的影響效果分析表 78
表4-5-2 組織策略運作機制對關鍵歷練的影響效果分析表 80
表4-5-3 組織策略運作機制對組織績效(市場競爭績效)受到環境特性的影響效果分析表 92
表4-5-4 組織策略運作機制對組織績效(整體管理績效)受到環境特性的影響效果分析表 93
表4-5-5 組織策略運作機制對組織績效(技術開發績效)受到環境特性的影響效果分析表 94
表4-5-6 組織策略運作機制對組織績效(原創性品牌)受到環境特性的影響效果分析表 95
表4-5-7 組織策略運作機制對組織績效(大眾品牌)受到環境特性的影響效果分析表 96
表4-5-8 組織策略運作機制對組織績效(市場競爭績效)受到創新強度的影響效果分析表 103
表4-5-9 組織策略運作機制對組織績效(整體管理績效)受到創新強度的影響效果分析表 104
表4-5-10 組織策略運作機制對組織績效(技術開發績效)受到創新強度的影響效果分析表 105
表4-5-11 組織策略運作機制對組織績效(原創性品牌)受到創新強度的影響效果分析表 106
表4-5-12 組織策略運作機制對組織績效(大眾品牌)受到創新強度的影響效果分析表 107
表4-5-13 組織策略運作機制對組織績效(市場競爭績效)受到公司規模與創新強度的影響效果分析表 121
表4-5-14 組織策略運作機制對組織績效(整體管理績效)受到公司規模與創新強度的影響效果分析表 122
表4-5-15 組織策略運作機制對組織績效(技術開發績效)受到公司規模與創新強度的影響效果分析表 123
表4-5-16 組織策略運作機制對組織績效(原創性品牌)受到公司規模與創新強度的影響效果分析表 124
表4-5-17 組織策略運作機制對組織績效(大眾品牌)受到公司規模與創新強度的影響效果分析表 125
表4-5-18 延伸探究表格彙整 126
表5-1-1 假說驗證結果彙總表 135

圖1-3-1 研究流程圖 9
圖2-2-1 策略思維與策略優勢類型圖 20
圖2-4-1 環境特性類型圖 35
圖3-1-1 研究架構圖 47
圖4-5-1 延伸探究架構圖 108

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