臺灣博碩士論文加值系統

Semiconductor and TFT-LCD manufacturing are two potential star high-technology industries that fully promoted by Taiwan government to compete in the global market. Accompany with intra-industry keen competition on a global scale for ever-shorter product life cycles, suppliers resort to gather and integrate external market intelligence, leverage accessible resources and gain technological distinctiveness to keep pace with desired speed of new product development. In general, customers mostly can provide suppliers valuable ideas about technology innovation in new product joint development. Here, customer social capital specifically emphasizes on long-term cooperation and close customer relationships within an industrial network base on mutual trust and commitment. In any case, social capital predominantly facilitates knowledge spillover and exchange to reduce product innovation uncertainty in dynamic environment. The purpose of this research is to mainly investigate the relationships among social capital, absorptive capacity, organizational competence and product competitive advantage by introducing social capital theory, resources-based view (RBV), and dynamic capability perspectives. Based on a sample survey of 189 effectively returned questionnaires from total 27 supplier firms in Semiconductor and TFT-LCD industries, one LISREL result reveals that social capital efficiently enhances knowledge acquisition, knowledge assimilation and organization responsiveness in a new product innovation race, so as to appropriately reconfigure resources and exploit technological capability on accumulated knowledge base, and favorably develop advance equipment and latest materials to meet market needs and create value for customers. Consequently, such a significant path in this model empirically interprets that new products developed by high-tech suppliers can achieve superior competitive advantage than competitors suppose that they adopt market-pull innovation strategy. In addition, successful new products in new-generation technology progress possess three distinctive features of newness, uniqueness and productivity, which are much consistent with firms’ rare, inimitable, valuable and non- substitutable resources on competitive advantage creation of RBV.

CHAPTER 1 INTRODUCTION 1
1-1 RESEARCH BACKGROUND AND RESEARCH MOTIVATION 1
1-2 RESEARCH OBJECTIVES 5
1-3 RESEARCH PROCEDURE 7
1-4 THE STRUCTURE OF THIS STUDY 9
CHAPTER 2 LITERATURE REVIEW 11
2-1 DEFINITION OF RESEARCH VARIABLES 11
2-1-1 Social Capital 11
2-1-1-1 Concept and Definitions of Social Capital 11
2-1-1-2 Sources and Dimensions of Social Capital 14
2-1-1-3 Customer Social Capital 17
2-1-2 Resource-Based View (RBV) 19
2-1-2-1 Concept and Definitions of Resource-Based View 19
2-1-2-2 Evolution of Resource-Based View 22
2-1-3 Dynamic Capability 22
2-1-3-1 Strategic Evolution and Definitions of Dynamic Capability 23
2-1-3-2 Dimensions of Dynamic Capability 25
2-1-4 Absorptive Capacity 28
2-1-4-1 Concept and Definitions of Absorptive Capacity 29
2-1-4-2 Dimensions and Elements of Absorptive Capacity 32
2-1-5 Market Orientation 35
2-1-5-1 Concept of Market Orientation 35
2-1-5-2 Definitions and Dimensions of Market Orientation 36
2-1-5-3 Combination of Absorptive Capacity and Market Orientation Conceptualized as Market Knowledge Competence (MKC) 38
2-1-5-4 Definitions of Market Knowledge Competence 40
2-1-6 Organizational Competence 43
2-1-6-1 Reconfiguration Capability 44
2-1-6-2 Technological Capability 45
2-1-7 Product Competitive Advantage 48
2-1-7-1 Concept of Product Competitive Advantage 48
2-1-7-2 Definitions of Product Competitive Advantage 49
2-1-8 Path Dependence 50
2-1-9 Summary 51
2-2 INTERRELATIONSHIPS AMONG RESEARCH CONSTRUCTS 53
2-2-1 Interrelationship between Social Capital and Absorptive Capacity 54
2-2-2 Interrelationship between Social Capital and Organizational Competence 56
2-2-3 Interrelationship between Absorptive Capacity and Organizational Competence 59
2-2-3-1 Impact of Absorptive Capacity on Organizational Competence 59
2-2-3-2 Impact of Organizational Competence on Absorptive Capacity 61
2-2-4 Interrelationship between Absorptive Capacity and Competitive Advantage63
2-2-5 Interrelationship between Organization Competence and Competitive Advantage 65
2-2-6 Interrelationship between Dynamic Capability and Competitive Advantage 66
2-2-7 Interrelationships between Firm Age, Firm Size, Technology Sources, Industry Type, Product Categorization, Respondent Position and Research Variables 67

CHAPTER 3 RESEARCH DESIGN AND METHODOLOGY 70
3-1 THE RESEARCH FRAMEWORK AND CONCEPTUAL MODEL 70
3-2 CONSTRUCT MEASUREMENT 73
3-2-1 Social Capital 73
3-2-2 Absorptive Capacity 75
3-2-3 Organizational Competence 79
3-2-4 Product Competitive Advantage 81
3-2-5 Profile of firm and Respondent 82
3-3 SURVEY QUESTIONNAIRE DESIGN 83
3-4 SAMPLING PLAN 84
3-5 DATA ANALYSIS PROCEDURES 85
3-5-1 Descriptive Statistic Analysis 85
3-5-2 Purification and Reliability of the Measurement Variables 85
3-5-3 Analysis of Relationships between Research Variables 85
CHAPTER 4 DESCRIPTIVE ANALYSIS AND RELIABILITY TESTS 87
4-1 INTRODUCTION 87
4-2 DESCRIPTIVE ANALYSIS 87
4-2-1 Survey Frequency and Response Rates 87
4-2-2 Sample Characteristics of Firms and Respondents 89
4-2-3 Measurement Results for Relevant Research Variables 90
4-3 RELIABILITY TESTS 94
4-3-1 Social Capital 95
4-3-2 Absorptive Capacity 96
4-3-3 Organizational Competence 98
4-3-4 Product Competitive Advantage 100
4-4 STASTICS DATA ANALYSIS 101
4-5 CORRELATION ANALYSIS 102
4-6 ANALYSIS OF STRUCTURAL EQUATION MODEL 104
4-7 REGRESSION ANALYSIS AMONG RESEARCH CONSTRUCTS 109
4-7-1 Regression Analysis from Social Capital to Absorptive Capacity 109
4-7-2 Regression Analysis from Social Capital to Organizational Competence 111
4-7-3 Regression Analysis from Absorptive Capacity to Organizational Competence 112
4-7-4 Regression Analysis from Organizational Competence to Absorptive Capacity 114
4-7-5 Regression Analysis from Absorptive Capacity or/and Organizational Competence to Product Competitive Advantage 115
4-8 ANALYSIS OF MULTI-DIMENSIONAL SCALE (MDS) 118
4-8-1 MDS between Firm Age and All Research Variables 118
4-8-2 MDS between Firm Size and All Research Variables 120
4-8-3 MDS between Industry Type and All Research Variables 122
4-8-4 MDS between Respondent Position and All Research Variables 124
4-9 TEST RESULTS OF INDEPENDENT SAMPLE T TEST, ANALYSIS OF VARIANCE 126
4-9-1 Variance Analysis of Different Firm Sizes to All Research Variables 127
4-9-2 Variance Analysis of Different Industries to All Research Variables 128
4-9-3 Variance Analysis of Different Firm Size to All Research Variables 129
4-9-4 Variance Analysis of Different Technology Sources to All Research Variables 130
4-9-5 Variance Analysis of Different Product Types to All Research Variables 132
4-9-6 Variance Analysis of Different Respondent Positions to All Research Variables 133
CHAPTER 5 RESEARCH CONCLUSION AND SUGGESTIONS 136
5-1 RESEARCH CONCLUSIONS 136
5-2 FUTURE RESEARCH AND SUGGESTIONS 140
APPENDIX A REFERENCES 142
APPENDIX B SURVEY QUESTIONNAIRE 152

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