Please use this identifier to cite or link to this item: http://hdl.handle.net/11455/20825
標題: The impact of relationship memory on innovation capability: moderating effect of market orientation and learning orientation
關係記憶對創新能力的影響-以市場導向和學習導向為調節變數
作者: 鄭元芬
Cheng, Yuan-Fen
關鍵字: relationship memory
關係記憶
exploitation innovation
exploration innovation
market orientation
learning orientation
運用型創新
探索型創新
市場導向
學習導向
出版社: 企業管理學系所
引用: 一、 中文部分 彭台光,高月慈,林鉦棽(民95)。管理研究中的共同方法變異:問題本質、影響、測試和補救。管理學報。23 卷1 期。頁77-98。 邱皓政 (民89)。量化研究與統計分析。台北: 五南圖書出版有限公司。 吳明隆(民96)。SPSS操作與應用運用問卷統計分析實務。台北: 五南圖書出版有限公司。 周文賢 (民91)。多變量統計分析:SAS/STAT使用方法。台北:智勝文化事業有限公司。 二、西文部分 Adams, M., Day E.S., and Dougherty D. (1998). Enhancing new product development performance: An organizational learning perspective. Journal of Product Innovation Management, 15, 403-422. Afuah, A. (1998). Innovation management: strategies, implementation, and profits, Oxford University. Atuahene-Gima, K. (1996). Market Orientation and Innovation. Journal of Business Research, 35, 93-103. Atuahene-Gima, K., Slater, S. F., and Olson, E. M. (2005). The contingent value of responsive and proactive market orientations for new product program performance. Journal of Product Innovation Management, 22, 464–482. Alavi, M., and Leidner, D. E. (2001). Knowledge Management Systems: Conceptual Foundations and Research Issues. MIS Quarterly, 25(1), 107-133. Anand B,, and Khanna, T. (2000). Do firms learn to create value? The case of alliances. Strategic Management Journal, 21(3), 295-316. Anand, V., Manz, C. C., and Glick, W. H. (1998). An organizational memory approach to information management. Academy of Management Review, 23, 796-809. Anderson, J., and Narus, J. (1990). A model of the distributor''s perspective of distributor-manufacturer working part- nerships. Journal of Marketing, 54, 42-58. Andrews, J., and Smith, D. C. (1996). In search of the marketing imagination: Factors affecting the creativity of marketing programs for mature products. Journal of Marketing Research, 33(May), 174-187. Argyris, C., and Schon, D. A. (1978). Organizational learning: A theory of action perspective. Massachusetts: Addison-Wesley. Armario, J. M., Ruiz, D. M., and Armario, E. M. (2008). Market orientation and internationalization in small and medium-sized enterprises. Journal of Small Business Management, 46(4), 485-511. Armstrong, J.S., and Overton, T.S. (1977). Estiating nonresponse bias in mail surveys. Journal of Marketing Research, 14(3), 396-402. Atuahene-Gima, K. (2005). Resolving the capability-rigidity paradox in new product innovation. Journal of Marketing Research, 69(October), 61-83. Atuahene-Gima, K.(1996). Market orientation and innovation. Journal of Business Research, 35, 93-103. Anwar, S. A. (2008). A factor analytic investigation of the construct of market orientation. International Journal of Management, 25(1), 186-199. Bagozzi and Yi, Y. (1988). On the evaluation of structural equation models. Academy of Marketing Science, 16, 76-94. Baker, W. E., and Sinkula, J. M. (2002). Market orientation, learning orientation and product innovation: Delving into the organization’s black box. Journal of Market Focused Management, 5(Spring), 5–23. Baker, W. E., and Sinkula, J. M. (1999). The Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance. Journal of Acdemy of Marketing Science, 27(4), 411-427. Barclay, S., Todd, C., Finlay, I., Grande, G., and Wyatt, P. (2002). Not another questionnaire! Maximizing the response rate, predicting non-response and assessing non- response bias in postal questionnaire studies of GPs. Family Practice, 19(1), 105-111. Baum, J. A. C., Li, S. X., and Usher, J. M. (2000). Making the next move: How experiential and vicarious learning shape the locations of chains’ acquisitions. Administrative Science Quarterly, 45, 766–801. Benner, M. J., and Tushman, M. L. (2002). Process management and technological innovation: A longitudinal study of the photography and paint industries. Administrative Science Quarterly, 47, 676–706. Bennis, W. and Nanus, B. (1985). Leaders. New York: Harper and Row. Brockman, B. K., and Morgan, R. M. (2006). The role of existing knowledge in new product innovativeness and performance. Decision Sciences, 34, 358-419. Bell, S. J., Whitwell, G. J., and Lukas, B. A. (2002). Schools of thought in organization learning. Journal of Acdemy of Marketing Science, 30(1), 70-86. Bennett, R. C., and Cooper, R. C. (1981). The misuse of marketing: An American tragedy. Business Horizons, 25(11), 51-61. Bettis, R. A., and Prahalad, C. K. (1995). The dominant logic: Retrospective and extension. Strategic Management Journal, 16, 5-14. Boulding, K. E. (1978). Ecodynamics: A New Theory of Social Evolution. Beverly Hills, CA: Sage. Bower, C.C., and J. (1996). Customer power, strategic investment, and the failure of leading firms. Strategic Management Journal, 17(3), 197-218. Brentani, U. (2001). Innovative Versus Incremental New Business Services: Different Keys for Achieving Success. Journal of Product Innovation Management, 18(3), 169-187. Caloghirou,Y., Kastelli,I. and Tsakanikas, A. (2004). Internal capabilities and external knowledge sources: complements or substitutes for innovative performance?. Technovation Amsterdam, 24(1), 29. Cannon, J. P., and Perreault, W. D. (1999). Buyer-Seller relationship in business markets. Journal of Marketing Research, 36(4), 439-460. Cegarra-Navarro, J. G. (2007). Linking exploration with exploitation through relationship memory. Journal of Small Business Management, 45(3), 333-353. Cegarra-Navarro, J. G. (2005). An empirical investigation of organizational learning through strategic alliances, between SMEs. Journal of Strategic Marketing, 3(1), 3-16. Chandrashekaran, Marali, Raj M., Rajesh C., and Rajdeep, G. (1999). Market motives, distinctive capabilities, and domestic inertia: A hybrid model of innovation generation. Journal of Marketing Research, 36(February), 95-112 Chandy, R. K., and Tellis G. J. (1998). Organizing for radical innovation: The overlooked role of willingness to cannibalize. Journal of Marketing Research, 35(11), 474-487. Chakravarthy, B. S. (1982). Adaptation: A Promising Metaphor for Strategic Management. Academy of Management Review, 7(1), 35-44. Christensen, C. M., and Bower, J. L. (1996). Customer power, strategic investment, and the failure of leading firms. Strategic Management Journal, 17, 197–218. Churchill, G. A. (1979). A paradigm for developing better measures of marketing constructs. Journal of Marketing Research, 16 (February), 64-73. Cohen, W. M., and Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and learning. Administrative Science Quarterly, 35(March), 128-152. Cross, R., and Baird, L. (2000). Technology is not enough: Improving performance by building organization memory. Sloan Management Review, 41(3), 69-78. Dae, R.C., and Hang, C. (2008). Organizational memory influences new product success. Journal of Business Research, 61, 13-23. Davenport, T., and Grover, V. (2001). General Perspectives on Knowledge Management:Fostering a Research Agenda. Journal of Management Information Systems, 18(1), 3-4. David, M. M. (1999). SQL-based XML structure data access. Web Tecbniques, 4(6), 67-72. Day, G. S. (1994). The Capabilities of Market-Driven Organizations. Journal of Marketing, 58, 37-52. Day, G. S. (2000). Capabilities for Forging Customer Relationships. Working Paper, Marketing Science Institute, 100-118. Day, G. S., and Nedungadi, P. (1994). Managerial representations of competitive advantage, Journal of Marketing, 58(2), 31-44. de Geus, A. P. (1988). Planning as learning. Harvard Business Review, 66, 70-74. Denyer, D., and Neely, A. (2004). Introduction to special issue: Innovation and productivity performance in the UK. International Journal of Management Reviews, 5(6), 131-135. Deshpande, R., Farley, J. U., and Webster, F. E. (1993). Corporate culture, customer orientation, and innovativeness in Japanese firms: A quadrad analysis. Journal of Marketing, 57(1), 23-27. Deshpande, R. and Webster,F. E. (1989). Organizational Culture and Marketing: Defining the Research Agenda. Journal of Marketing, 53(1), 3-15. Deshpande, R.& Zaltman, G. (1982). Factors affecting the use of market research information: A path analysis. Journal of Marketing Research, 19, 14-31. Dickson, P. R. (1992). Toward a general theory of competitive rationality. Journal of Marketing, 56, 69-83. Dickson, P. R. (1996). The static and dynamic mechanic of competition: A comment on hunt and morgan’s comparative advantage theory. Journal of Marketing, 60(4), 102-106. Dougherty, D. (1992). Interpretive barriers to successful product innovation in large firms. Organization Science, 3(2), 179-202. Durkheim, E. (1978). The Roles of Sociological Method, Chicago: University of Chicago Press. Dyer, J. H., and Nobeoka, K. (2000). Creating and managing a high-performance knowledge-sharing network:The Toyota case. Strategic Management Journal, 21, 345-367. Easterby-Smith, M. (1997). Disciplines of organizational learning: Contributions and critiques. Human Relations, 50, 1085–1113. Eisenhardt, K. M., and Martin, J. A. (2000), Dynamic capabilities: Why are they?. Strategic Management Journal, 111, 75-91. El Sawy, O.A., Gomes, G. M., and Gonzalez, M.V. (1986). Preserving institutional memory: The management of history and an organization resource. Academy of Management Best Paper Proceedings, 37, 118-122. Ellinger, A. E., Ellinger, A. D., and Keller, S. B. (2002). Logistics Managers’ Learning Environments and Firm Performance. Journal of Business Logistics, 23(1), 19-38. Fiol, C.M., and Lyles, M.A. (1985). Organizational learning. Academy of Management Review, 10, 803-13. Fonell, C., and Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 55(1), 39-50. Frosch, R. A. (1996). The customer for R&D is always wrong!. Research-technology Management, 39(6), 22-27. Fugate, B. S., Mentzer, J. T., and Flint, D. J. (2008). THE role of logistics in market orientation. Journal of Business Logistics, 29(2), 1-27. Gadde, L. E., and Snehota, I. (2000). Making the most of supplier relationships. Industrial. Marketing Management, 29, 305–316. Garvin, D. A. (1993). Building a Learning Organization. Harvard Business Review, 71 (July-August), 78-91. Gebhardt,G. F., Carpenter, G. S., and Sherry, J. F. (2006). Creating a market orientation: A longitudinal, multifirm, grounded analysis of cultural transformation. Journal of Marketing, 70(4), 37-55. Gerbing, D. W., and Anderson, J. C. (1984). On the meaning of within-factor correlated measurement errors. Journal of Consumer Research, 11, 572-580. Gigone, D., and Hastie, R. (1993). The common knowledge effect: Information sharing and group judgment. Journal of Personality and Social Psychology, 65, 959–974. Glazer, R. (1991). Marketing in an information-intensive environment: Strategic implications of knowledge as an asset. Journal of Marketing, 55(October), 1-19. Goksel, Y., Roger, J. C., and David, A. G. (2007). An examination of exploration and exploitation capabilities: Implications for product innovation and market performance. Journal of International Marketing, 15(4), 63-73. Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17, 109-122. Grewal, R., and Tansuhaj, P. (2001). Building organizational capabilities for managing economic crisis: The role of market orientation and strategic flexibility. Journal of Marketing, 65(April), 67-80. Gupta, A. K., Smith, K. G., and Shalley, C. E. (2006). The interplay between exploration and exploitation. Academy of Management Journal,49(4), 639-706. Hackbarth, G., and Grover, V. (1999). The Knowledge Repository: Organizational Memory Systems. Information Systems Management. 16(3), 21-31. Hamel, G., and Prahalad, C. K. (1994). Compeing for the Future, Boston: Harvard Business School press. Han, Jin K., Namwoon, K., and Rajendra, K. S. (1998). Market orientation and organizational performance: Is innovation a missing link?. Journal of Marketing, 62(October), 30-45. Hansen, M. T., Nohria, N., and Tierney, T. (1999). What’s your strategy for managing knowledge? Harvard Business Review, 77, 106-116. Hanvanich, S., Sivakumar, K., and Hult, G.T.M. (2006). The relationship of learning and memory with organizational performance: The moderating role of turbulence. Academy of Management Journal, 34(4), 600-612. Hannan, M. T., and Freeman, J. (1989). Organizational ecology. Harvard University Press: Cambridge. Hargadon, A., and Fanelli. A. (2002). Action and possibility: Reconciling dual perspectives of knowledge in organization. Organization Science, 13, 290-302. Harris, J. E. (1980). Memory aids people use: Two interview studied. Memory and Cognition, 8, 31-38. Haunschild, P. R. (1992). Imitation through interlock: a social basis of corporate acquisition activity. Working paper, Carnegie Mellon University. He, Z. L., and Wong, P. K. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481-493. Hedberg, Bo (1981). How Organizations Learn and Unlearn. in Handbook of Organizational Design, 1, Paul C. Henderson, R. M., and Clark, K. B. (1990). Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Administrative Science Quarterly, 35, 9-30. Hintzman, D. L. (1978). The psychology of learning and memory. San Francisco, California:Freeman. Hintzman, D. L. (1986). Schema abstraction in a multiple-trace memory model. Psychological Review, 93, 411-428. Holmqvist, M. (2003). A dynamic model of intra- and interorganizational learning. Organization Studies, 24, 95-103. Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization Sciences, 2(2), 88-115. Hult, G.T.M., Hurley, R.F., Giunipero, L.C., and Nichols, E.L., (2000). Organizational learning in global purchasing: A model and test of internal users and corporate buyers. Decision Sciences, 31(2), 293-325. Hunt, S. D., and Morgan, R. M. (1995). The comparative advantage theory of competition. Journal of Marketing, 59(April), 1-15. Hurley, R. F., and Hult, G. T.M. (1998). Innovation, market orientation, and organizational learning: An integration and empirical examination. Journal of Marketing, 62(7), 42-54. Hutt, M., Reingen, P., and Ronchetto, J. (1988). Tracing Emergent Processes in Marketing Strategy Formation. Journal of Marketing, 52 (January), 4-19. Jap, S. D. (2001). Pie Sharing in Complex Collaborative Contexts. Journal of Marketing Research, 38(February), 86-99. Jarratt, D. (2004). Conceptualizing a relationship management capability. Marketing Theory, 4(4), 287-309. Jelinek M. (1979). Institutionalizing Innovation: A Study of Organizational Learning, New York. Jessup, L. M., and Valacich, J. S. Group Support Systems: New Perspectives, Macmillan Publishing Company, New York, 1993. Johnson, J. L., Sohi, R. S., and Grewal, R. (2004). The role of relational knowledge stores in interfirm partnering. Journal of Marketing, 68(3), 21-36. Johnson, J. L. (1999). Strategic integration in industrial distribution channels: Managing the interfirm relationships as a strategic asset. Journal of the Academy Management Science, 27(4), 4-18. Kandemir, D., and Hult, G.T.M. (2005). A conceptualization of an organizational learning culture in international joint ventures. Industrial Marketing Management, 34, 430-9. Katila, R., and Ahuja, G. (2002). Something old, something new: a longitudinal study of search behavior and new product introduction. Academy of Management Journal, 45, 1183–94. Kim, D.H. (1993). The link between individual and organizational learning. Sloan Management Review, 35(1), 37-51. Kim, W .C., and Mauborgne, R. A. (1997). Fair process: managing in the knowledge economy, Harvard Business Review, 75(4), 65-75. Kirca, A. H., Jayachandran, S., and Bearden, W. O. (2005). Martet orientation: A Meta-Analytic Review and Assessment on its antecedents and impact on performance. Journal of Marketing, 69, 24-41. Klimecki, R., and Lassleben, H. (1998). Modes of Organizational Learning: Indications from an Empirical Study. Management Learning, 29(4), 405-430. Kline, R. B. (1998). Principles and practice of structural equation modeling, Guilford Press. Kohli, A.K., Jaworski, B. J. and Sahay, A. (2000). Market driven versus driving markets. Journal of the Academy of Marketing Science, 28(1), 45-54. Kohli, A. K., Jaworski, B. J., and Kumar, A. (1993). MARKOR: A measure of market orientation. Journal of Marketing Research, 30(11), 467-477. Kohli, A. K. and Jaworski, B. J (1990). Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing, 54, 1-18. Kotler, P. (1994). Marketing Management: Analysis, planning, implementation, and control, 8th ed., Englewood Cliffs. N.J.: Prentice-Hall. Kotler, P. (2000). Marketing Management, N.J. Prentice Hall, Inc., 13. Koza, M.P. and Lewin, A.Y. (1998). The co-evolution of strategic alliances. Organization Science, 9, 255-264. Krippendorff, K. (1975). Some principles of information storage and retrieval in society. General system, 20(32), 15-35. Kwaku, A., and Ranchhod, A. (1998). Market orientation and performance in the biotechnology industry : An exploratory empirical analysis. Technology analysis Strategic Management, 10(2), 197-210. Levinthal, D. A., and March, J. G. (1993). The myopia of learning. Strategic Management Journal, 14 (special issue), 95–112. Lee, J.L., Lee, L., and Lee, H. (2003). Exploration and exploitation in the presence of network externalities. Management Science, 49, 553-570. Lee, S., Courtney, J., and O’Keefe, R. (1992). A System of Organizational Learning Using Cognitive Maps. International Journal of Management Science, 20(1), 23-38. Leonard-Barton, D. (1995), Wellsprings of Knowledge Harvard Business School Press, Boston, MA. Levitt, B. and March, J.G. (1988). Organizational Learning. Annual Review of Sociology, 14, 319-340. Li F., and Nicholls J.A.F. (2000). Transactional or relationship marketing: determinants of strategic choices. Journal of Marketing Management, 16, 449-464. Li, L. Y. (2006). Relationship learning at trade show: Its antecedents and consequences. Industrial Marketing Management, 35(2), 166-177. Liebowitz, J. (2000). Building organizational intelligence: A knowledge management primer. Boca Raton, FL: CRC Press. Lorenzoni, G., and Lipparini, A. (1999). The leveraging of interfirm relationship as a distinctive organizational capability: A longitudinal study. Strategic Management Journal, 20(4), 317-338. Lukas, B.A., Thomas, G., Hult, M., and Ferrell, O.C. (1996). A theoretical perspective of the antecedents and consequences of organizational learning in marketing channels. Journal of Business Research, 36, 233-244. Lyles, M. A. (1988). Learning among joint venture sophisticated firms. Journal of Marketing Research, Specical Issue, 85-97. Markowitsch, H. J. (1999). Gedächtnisstörungen. Stuttgart: Kohlhammer. March, J. G. (1991). Exploration and Exploitation in Organizational Learning. Organization Science, 2, 71–87. March, J. G. (1996). Continuity and Change in Theories of Organizational Action. Administrative Science Quarterly, 41, 278–287. March, J. G. (2006). Rationality, Foolishness, and Adaptive Intelligence, Strategic Management Journal. 27, 201–214. Martin, J. H., Martin, B. A., and Minnillo, P. R. (2009). Implementing a market orientation in small manufacturing firms: From cognitive model to action. Journal of Small Business Management, 47(1), 92-115. Martin, J. H., and Olsen, J. P. (1975). The Uncertainty of the Past: Organizational Learning Under Ambiguity. European Journal of Political Research, 3, 147-171. Martin , R., and Salomon (2003). Knowledge transfer capacity and its implications for the theory of the multinational corporation. J. Internat. Bus. Stud. 34(4). Marsden, P. V. (1981). Introducing influence processes into a system of collective decisions. American Journal of Sociology, 86, 1203-1235. Matsuno, K., Mentzer, J. T., and Rentz, J. O. (2005). A conceptual and empirical comparison of three market orientation scales. Journal of Business Research, 58, 1-8. Mavondo, F. T., Chimhanzi, J., and Stewart, J. (2005). Learning orientation and market orientation: Relationship with innovation, human resource practices and performance. European Journal of Marketing, 39, 1236-1262. Mavondo, F.T. and Farrell, M.A. (2000). Measuring market orientation: Are there differences between business markets and consumer marketers?. Australian Journal of Management. 25(2), 223-244. McGill, M. E., Slocum, and Lei, (1992). Management practices in learning organization. Organizational Dynamics, 21(1), 5-17. McKee, D. (1992). An organizational learning approach to product innovation. Journal of Product Innovation Management, 9, 232-245. Megill, K. A. (1997). The corporate memory. Information Management in the Electronic Age. London: Bowker and Saur. Meyer, A. (1982). Adapting to environmental jolts. Administrative Science Quarterly, 27, 515-37. Montoya-Weiss, Mitzi, M., and Calantone, R. (1994). Determinants of new product performance: A review and meta-analysis. Journal of Product Innovation Management, 11(5), 397-417. Moorman, C., and Minor, A. S. (1997). The impact of organizational memory on new product performance and creativity. Journal of Marketing Research, 34(2), 91-106. Moorman, C. (1995). Organizational marketinformation processes: Cultural antecedents and new product outcomes. Journal of Marketing Research, 32(3), 318-335. Moreland, R. L. (1999). Transactive Memory: Learning Who Knows What in Work Groups and Organizations, New Jersey: Thompson. Morgan, R. E., and Berthon, P. (2008). Market orientation, generative learning, innovation strategy and business performance inter-relationship in bioscience firms. Journal of Management Studies, 45(8), 1329-1352. Mowery, D. C., Oxley, J. E., and Silverman, B. S. (1996). Strategic alliances and interfirm knowledge transfer. Strategic Management Journal, 17, 77-91. Murry, J. P., and Heide, J. B. (1998). Managing Promotion Program Participation Within Manufacturer-Retailer Relationships. Journal of Marketing, 62 (January), 58-68. Nahapiet,J., and Ghoshal, S. (1998). Social Capital,Intellectual Capital, and The organizational advantage. Academy of Management Review, 23(2), 242-266. Narver , J. C., Slater, S. F., and MacLachlan, D. L. (2004). Responsive and proactive market orientation and new- product success, Journal of Product Innovation Management, 21(5), 334-347. Narver, J. C., and Slater, S. F. (1994). Does Competitive Environment Moderate The Market Orientation-Performance Relationship. Journal of Marketing, 58, 46-55. Narver, J. C., and Slater, S. F. (1990). The Effect of a Market Orientation on Business Profitability. Journal of Marketing, 54 (October), 20-35. Nevis, E. C., DiBella, A. J., and Gould, J. M. (1995), Understanding Organizations as Learning Systems. Sloan Management Review, 36(4), 73-85. Nevo, D., and Wand, Y. (2005). Organizational memory information systems: a transactive memory approach. Decision Support Systems, 39, 549–562. Nonaka, I., and Takeuchi H. (1995). The Knowledge-Creating Company. New York: Oxford University Press. Nooteboom, B. (1999). Inter-firm alliances: analysis and design. London: Routledge. Nunnally, J. C. (1978). Psychometric Theory. McGraw-Hill: New York. Nystrom and William H. Starbuck, eds. New York: Oxford University Press, 3-27. Oliver, A. L. (2001). Strategic alliances and the learning-life cycle of bio-technology firms. Organization Studies, 22, 467-489. O’Reilly, III. C. A., and Tushman, M. L. (2004). The ambidextrous organization. Harvard Bus. Re, 83(April), 74–81. Ozorhon, B., Dikmen, I., and Birgonul, M. T. (2005). Organizational memory formation and its use in construction. Building Research and Information, 33(1), 67-79. Pangarkar., A. M., and Kirkwood., W. (2002). Building a corporate learning culture with limited resources. CMA Management, 76(2), 30-33. Park, J. E., and Bunn, M. D. (2003). Organizational memory: A new perspective on the organizational buying process. Journal of Business and Industrial Marketing, 18(3), 237-257. Podsakoff, P.M., and Organ, D.W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531-544. Popper, M., and Lipshitz, R. (1998). Organizational Learning Mechanisms: A Structural and Cultural Approach to Organizational Learning. Journal of Applied Behavioral Science, 34 (2), 161-179. Rob, C., and Lloyd, B. (2000). Technology is not enough: Improving performance by building organizational memory. MIT Sloan Management Review, 41(3), 69-79. Rosenkopf, L., and Nerkar, A. (2001). Beyond local search: boundary spanning, exploration and impact in the optical disk industry. Strategic Management Journal, 22, 287–306. Ruekert, R. W. (1992). Developing a market orientation: An organizational strategic perspective. International Journal of Research in Marketing, 9, 225-245. Sackmann, S. A. (1991). Cultural knowledge in organizations. Newbury Park, CA: Sage Publications. Salterio, S. and Denham, R. (1997). Accounting Consultation Units: An Organizational Memory Analysis. Contemporary Accounting Research, 14(4), 669-692. Sandelands, L. E. and Stablein, R. E. (1987). The concept of organizational mind. In S. Bachrach and N. DiTomaso, Research in the sociology of organization, 5, 135-162. Greenwich, Connecticut: JAI Press. Schein, E.H. (1992). Organizational culture and leadership. San Francisco, California: Jossey-Bass. Schlosser, F. K., and McNaughton, R. B. (2007). Individual-level antecedents to market-oriented actions. Journal of Business Research, 60( 5), 438-449. Schumann, P. A., Prestwood, D. C., Tong, A. H., and J. H. Vanston. (1994). Innovate: Straight path to quality customer delight and competitive ad-vantage. McGraw-Hill, New York. Senge, P. M. (1990). The leader’s guide to structural equation modeling. Sloan Management Review, 32(1), 7-23. Shapiro, B. P. (1988). What the Hell is ‘Market Oriented?. Harvard Business Review, 66(6), 119-125. Shapiro, C., and Varian, H. R. (1998), Information rules, Boston: Harvard Business School Press. Stein, E.W. and Zwass, V. (1995). Actualizing organizational memory with information systems. Information Systems Research, 6(2), 85-118. Selnes, F., and Sallis, J. (2003). Promoting relationship learning. Journal of Marketing, 67(3), 80-95. Squire L. R., and Kandel, E. R. (1999). Memory: From mind to molecules. New York: Scientific American Library. Sidhu, J., Commandeur, H., and Volberda, H. (2007). The multifaceted nature of exploration and exploitation: Value of supply, demand and spatial search for innovation. Organization Science, 18(1), 20-38. Sinkula, J. M., Baker, W. E., and Noordewier, T. (1997). A framework for market-based organizational learning: Linking values, knowledge, and behavior. Journal of the Academy of Marketing Science, 25(4), 305-318. Sinkula, J. M. (1994). Market Information Processing and Organizational Learning. Journal of Marketing, 58, 35-45. Slater, S.F., and Narver, J.C. (1999). Market-oriented is more than being customer-led. Strategic Management Journal, 20(12), 1165-8. Slater, S. F., and Narver, J.C. (1996). Competitive strategy in the market focused business, Journal of Market Focused Management, 1,159-174. Slater, S.F., and Narver, J.C. (1995). Market orientation and the learning organization. Journal of Marketing, 59, 63-74. Sorescu, A. B., Chandy, R. K., and Prabhu, J. C. (2003). Sources and financial consequences of radical innovation: Insight from pharmaceuticals. Journal of Marketing, 67, 82-102. Tsai, W. (2001). Social capital, strategic relatedness and the formation of intraorganizational linkages. Strategic Management Journal, 21, 925-939. Teece, D. J., Pisano, G., and Shuen, A. (1997). Dynamic capabilities and Strategic Management. Strategic Management Journal, 18, 509-533. Tidd, J., J. Bessant and K. Pavitt (1997), Managing Innovation: Integrating Technological, Market and Organisational Change, Wiley. Chichester. Theresa, K. L. (2000). Organizational Learning: Creating, Retaining, And Transferring Knowledge. Administrative Science Quarterly, 45(3), 622-626. Traugott, M. (1978). Emile Durkheim on institutional analysis. Chicago, Illions: University of Chicago press. Tushman, M. L., and Nelson, R. R. (1990). Introduction: Technology, organizations, and innovation. Administrative Science Quarterly, 35(1), 1-8. Tushman, M. L., and O’Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8-30. Vassolo, R. S., Anand, J., and Folta, T. (2004). Non-additivity in portfolios of exploration activities: A real options-based analysis of equity alliances in biotechnology. Strategic Management Journal, 25, 1045–1061. Vermeulen, F., and Barkema, H. (2001). Learning through acquisitions. Academy of Management Journal, 44, 457–478. Volberda, H., and Arie Lewin (2003). Guest editor’s introduction: Co-evolutionary dynamics within and between firms: From Evolution to Coevolution, Journal of Management Studies, 40, 2111-2136. Walsh, J. P., and Ungson, G. R. (1991). Organizational Memory. The Academy of Management Review, 16(1), 57-92. Weiss, A.M., and Heide, J.B. (1993). The nature of organizational search in high technology markets. Academy of Management Research, 30(2), 220-233. Wijnhoven, F. (1999). Development scenarios for organizational memory information systems. Journal of Management Information Systems, 16(1), 121-137. Windahl, S., Signitzer, B., and Olson, J.(1992). Using commuication theory. London and Newbury Park, CA:Sage. Woo, K., and Ennew, C. T. ( 2004). Business-to-business relationship quality: An IMP interaction-based conceptualization and measurement. European Journal of Marketing, 38(9/10), 1252-1271. Zack, M. H. (1999). Developing a knowledge strategy. California Management Review, 41(3), 125-145. Zahra, S. A., and Nielsen, A. P. (2002). Sources of capabilities, integration and technology commercialization. Strategic Management Journal, 23, 377-398. Zahra, S. A., and Garvis, D. M. (2000). International corporate entrepreneurship and firm performance: The moderating effect of international environmental hostility. Journal of Business Venturing, 15, 469-492. Zander, U., and Kought, B. (1995). Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test. Organization Science, 6(1), 76-91.
摘要: In a knowledge-based competition environment, knowledge is a source of business competitive advantage. However, the source of knowledge is not limited to internal sources; external sources of knowledge are also key factors. Cooperation between partner organizations is a significant method through which firms acquire external knowledge. On the one hand, both organizations can accumulate knowledge and build relationship memory through cooperative learning; on the other hand, they can capture inter-organizational knowledge and transfer or introduce it into the organization. It can be seen that relationship memory has the potential to drive innovation. From this, innovative ability can be separated into exploitation innovation and exploration innovation. Both ways differ on how knowledge is acquired. Therefore, this research uses inter-organizational knowledge as a base to analyze the effect of relationship memory on innovation capability. Moreover, we add market orientation and learning orientation as moderator variables. Reviewing the theory of market orientation and learning orientation one may notice the existence of concepts such as nature, concerning domain, component and perspective. However there are still many differences between the orientations. Market orientation focuses on the procedure of processing market information, with an ultimate goal of understanding market demand. While learning orientation focuses on creation of knowledge, its main goal is not only a focus on current demand but also an active search for potential demand. However, in nature, market orientation emphasizes conforming to market demand by adjusting organization activities from the outside. On the other hand, organization learning emphasizes internal learning and interaction by creating and changing organizational behaviors from the inside. In order to better analyze the differences between learning orientation and market orientation, this research uses these two orientations as a moderator. According to results of this research, relationship memory has no direct effect on innovative ability; market orientation has a partial moderating effect on relationship memory and exploitation innovation. Learning orientation is shown to have a partial moderating effect on relationship memory and exploration innovation. These results show that an organization can only save or transfer relationship memory through adjustment of internal mechanisms, and through this method, raise innovative capability.
在知識基礎競爭環境下,知識乃是企業競爭優勢的泉源,然而知識來源不限於內部管道,外部知識亦是關鍵因素。夥伴組織間的合作,是廠商取得外部知識的重要途徑,組織雙方透過合作學習,一方面可以累積知識並形成關係記憶,另一方面亦可擷取組織間知識,將它移轉與導入組織內部,因此企業可以藉由關係記憶發展創新能力。 然而,組織創新能力可區分為運用型創新與探索型創新,兩者於汲取知識的種類上略有差異,因此本研究以夥伴組織間的知識為起始點,來探討關係記憶對組織創新能力影響,並加入市場導向與學習導向作為調節變數。回顧學習導向與市場導向之理論,發現兩構念間之本質、關注範疇、探討層面、構成要素等雖存在許多共同點,但相異之處也不少。市場導向所探討的焦點在於市場資訊處理程序,所關注之範疇以注重目前市場需求為主,而學習導向則著重於知識的創造,所探討的領域除了重視目前需求外,尚會主動尋找潛在需求。就本質上而言,市場導向強調由外而內地調整組織活動以符合市場需求;而組織學習則側重組織內部的學習互動,是一種由內而外地主動創造新知並改變組織行為。為了進一步釐清學習導向與市場導向之差異,本研究以兩者所扮演之調解角色為切入點,來深入探究。 本研究實證結果發現,關係記憶對創新能力沒有直接影響,而市場導向對關係記憶與運用型創新有部分調節效果,學習導向對關係記憶與探索型創新有部分調節效果。此結果意謂著組織必須透過內部機制調節才能將關係記憶移轉與保留,以提升創新能力。
URI: http://hdl.handle.net/11455/20825
其他識別: U0005-0607200917592200
文章連結: http://www.airitilibrary.com/Publication/alDetailedMesh1?DocID=U0005-0607200917592200
Appears in Collections:企業管理學系所

文件中的檔案:

取得全文請前往華藝線上圖書館



Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.