Please use this identifier to cite or link to this item: http://hdl.handle.net/11455/20934
標題: 主動與被動市場導向對創新能力之影響─以策略導向為調節變數
The Impact of Proactive and Reactive Market Orientation on Innovation Capability: The Moderating Effect of Strategy Orientation
作者: 林香吟
Lin, Hsiang-Yin
關鍵字: 主動市場導向
proactive market orientation
被動市場導向
策略導向
探索型創新
運用型創新
reactive market orientation
exploitative innovation
explorative innovation
strategy orientation
出版社: 企業管理學系所
引用: 一、 中文部份 王文英、李佳玲 (2008)。策略、智慧資本觀點下之價值鏈活動與財務績效關連性:台灣資訊電子業之實證研究。會計評論。47期。頁89-121。 邱皓政 (1990)。量化研究與統計分析。台北: 五南圖書出版有限公司。 吳思華 (1998),知識流通對產業創新的影響。第七屆產業管理研討會。頁2-42。 陳孟謙 (1998)。企業策略、人力資源策略、人力資源效能與組織關係之研究-以台灣高科技產業為例。成功大學國際企業研究所未出版之碩士論文。 張英慧 (1999)。事業策略、績效評估及其成效之探討-以平衡計分卡觀點分析。淡江大學會計學系碩士論文。 張紹勳(2004)。研究方法。滄海書局。 彭台光,高月慈,林鉦棽 (2006)。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。 葛樹人 (1996)。心理測驗學。第三版。台北:桂冠圖書公司。 蘇佳民 (1998)。事業策略、製造策略、人力資源管理策略與組織績效關係之研究。國立中央大學人力資源管理研究所碩士論文。 蔡明田、陳嵩、張淑昭 (1999)。產品品質與成本之相關性:情境觀點與實證。輔仁管理評論。6卷1期。頁69-94。 二、西文部份 Alderson, W. (1965). Dynamic Marketing Behavior: A Functionalist Theory of Marketing. Homewood, IL: Richard D. Irwin, Inc. Allee, V. (2000). Reconfiguring the value network. The Journal of Business Strategy, 21 (July-August), 36-39. Allen, R. S. and Helms, M. M. (2002). Employee perceptions of the relationship between strategy, rewards and organizational performance. Journal of Business Strategies, 19(2), 115-138. Anderson, C. (1986). Hierarchical moderated regression analysis: A useful tool for retail management decisions. Journal of Retailing, 62(2), 186-203. Andrews, R., Boyne, G. A., Law, J., and Walker, R. M. (2009). Strategy formulation, strategy content and performance : An empirical analysis. Public Management Review, 11, 1–22. Argyris, C. (1994). Good communication that blocks learning. Harvard Business Review, July–August: 77–85. Argyris, C. and Donald, A. S. (1978). Organizational Learning: A Theory of Action Perspective. Reading, MA: Addison-Wesley. 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., 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(6), 464–482. Baker, M. (1989). Object sharing and projection in serial verb constructions. Linguistic Inquiry, 20, 513–553. Baker, W. E. and Sinkula, J. M. (1999). The Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance. Journal of the Academy of Marketing Science, 27(4), 411-427. Bagozzi, R. P. (1980). Causal Models in Marketing. New York: John Wiely and Son. Bagozzi, R. P. and Yi, Y. (1988). On the Evaluation for Structural Equation Models. Journal of the Academy of Marketing Science, 16(1), 74-94. Baron, R. M. and Kenny, D. A. (1986). The moderator- mediator variable distinction in social psychological research: Conceptual, strategic, and statistical consideration. Journal of Personality and Social Psychology, 51(6), 1173-1182. Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120. 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. Beckman, C. M., Haunschild, P. R., and Phillips, D. J. (2004). Friends or strangers? firm-specific uncertainty, market uncertainty, and network partner selection. Organization Science, 15, 259-275. Beekun, R. I. and Ginn, G. O. (1993). Business Strategy and Interorganizational Linkages with the Acute Care Hospital Industry: An Expansion of the Miles and Snow Typology. Human Relations, 46(11) , 1291-1318. Benner, M. J. and Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review, 28, 238-256. Berthon, P., Hulbert, J., and Pitt, L. (1999). To Serve or to Create? Strategic Orientations towards Customers and Innovation. California Management Review, 42(1), 37–58. Beverland, M., Ewing, M., and Matanda, J. M. (2006). Driving-market or market-driven? A case study analysis of the new product development practices of Chinese business-to-business firms. Industrial Marketing Management, 35 (3), 383-393. Bettinger, R. L. (1987) Archaeological approaches to hunter-gatherers. Annual Review of Anthropology, 16, 121–142. Bird, A. and Beechler, S. (1995). Links between Business Strategy and Human Resource Management Strategy in U.S.-based Japanese Subsidiaries: An Empirical Investigation. Journal of International Business Studies. 26(1), 23-46. Boyne, G.A. and Walker R. (2004). Strategy Content and Public Service Organizations. Journal of Public Administration Research and Theory, 14, 231-252. Carrillat, F., Jaramillo, F., and Locander, W. (2004). Market-Driving Organisations: A Framework. Academy of Marketing Science Review, 5, 1-14. Cegarra-Navarro, J. G. (2007). Linking exploration with exploitation through relationship memory. Journal of Small Business Management, 45(3), 333-353. Chacke, G. K. (1988). Technology Management-Application to Corporate Markets and Military Missions. NY: Praeger. 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. Chang, T. Z., Polsa, P., and Chen, S. J. (2003). Manufacturer channel management behaviour and retailors'' performance: An empirical investigation of automotive channel. Supply Chain Management, 8(2), 132-139. Chin, W. C. and Todd, P. A. (1995). On the Use, Usefulness and Ease of Use of Structural Equation Modeling in MIS Research: A Note of Caution, MIS Quarterly, 19(2), 237-246. Christensen, C. M., and Bower, J. L. (1996). Customer Power, Strategic Investment, and the Failure of Leading Firms. Strategic Management Journal, 17, 197–218 (March). Christensen, C. M., Johnson, M. W., and Rigby, D. K. (2002). Foundations for Growth: How to Identify and Build Disruptive New Business. MIT Sloan Management Review, 43(3), 22-31. 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 Innovation. Administrative Science Quarterly, 35, 128–152 (September). Coley, L. S., Mentzer, J. T., and Cooper, M. C. (2010). Is “Consumer Orientation” a Dimension of Market Orientation in Consumer Markets? Journal of Marketing Theory and Practice, 18(2), 141–154. Colombo, R. A. and Morrison, D. G. (1989). A Brand Switching Model with Implications for Marketing Strategies. Marketing Science, 8 (1), 89-99. Coltman, T., Devinney, T. M., Midgley, D. F., and Venaik, S. (2008). Formative versus reflective measurement models: Two applications of formative measurement. Journal of Business Research, 61(12), 1250-1262. Conant, J. S., Mokwa, M. P., and Varadarajan, P. R. (1990). Strategic Types, Distinctive Marketing Competencies and Organizational Performance: A Multiple Measures-Based Study. Strategic Management Journal, 11(5), 365-83. Coulmas, N. and Matz, L. A. (1996). Strategic value chain analysis: A case study in the casual furniture industry. Advances in Management Accounting, 5, 229. Covin, J. G., and Slevin, D. P. (1990). Juggling Entrepreneurial Style and Organizational Structure-How to Get Your Act Together. Sloan Management Review, 31(1), 43-53. Covin, J. G. and Slevin, D.P. (1991). A conceptual model of entrepreneurship as firm behavior. Entrepreneurship Theory and Practice, 16 (1), 7-25. Daft, R. L. and Karl, E. W. (1984). Toward a Model of Organizations as Interpretation Systems. Academy of Management Review, 9(2), 284-295. D''Aveni, R. A. (1994). Hypercompetition: Managing the Dynamics of Strategic Maneuvering. New York: The Free Press. Davis, P. S., Dibrell, C. C., and Nicovich, S. (1999). Reconsidering market orientation: A strategic value chain perspective. Conference Proceedings of the American Marketing Association, 10 (Winter), 186-187. Dawes, J. (2000), Market Orientation and Company Profitability: Further Evidence Incorporating Longitudinal Data. Australian Journal of Management, 25(2), 173-199. Day, G. S. (1994). The Capabilities of Market-Driven Organizations. Journal of Marketing, 58(4), 37-52. Day, G. S. (1998). What Does It Mean to be Market-Driven? Business Strategy Review, 9(1), 1-14. Day, G. S. (1999). Misconceptions about Market Orientation. Journal of Market-Focused Management, 4(1), 5-16. Day, G. S. and Nedungadi, P. (1994). Managerial representations of competitive advantage. Journal of Marketing, 58(2), 31-44. Day, G.S. and Wensley, R. (1988). Assessing advantage: a framework for diagnosing competitive superiority. Journal of Marketing, 52(2), 1-20. Delery, J. E. and Doty, D. H. (1996). Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance Predictions. Academy of Management Journal, 39(4), 802-835. Deming, E. W. (1986). Out of the Crisis. Cambridge, MA: MIT Center for Advanced Engineering Study. Desarbo, W. S., Benedetto, C. A. D., Song, M., and Sinha, I. (2005). Revisiting the Miles and Snow strategic framework: Uncovering interrelationships between strategic types, capabilities, environmental uncertainty, and firm performance. Strategic Management Journal, 26 (January), 47-74. Deshpande, R. (2000). Triad lessons: Generalizing Results on High Performance Firms in Five Business-to-Business Markets. International Journal of Research in Marketing, 17(4), 353. Deshpande, R. and Farley, J. U. (1998). Measuring Market Orientation: A Generalization and Synthesis. Journal of Market Focused Management, 2(3), 213-232. 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, 23-27. Deshpande, R. and Webster, F. E. (1989). Organizational Culture and Marketing: Defining the Research Agenda. Journal of Marketing, 53 (January), 3-15. Dess, G. G. and Davis, P. S. (1984). Porter(1980)Generic Strategies as Determinants of Strategic Group Membership and Organizational Performance. Academy of Management Review, 27(3) , 467-88. Dewar, R.D. and Dutton, J.E. (1986). The adoption of radical and incremental innovations : an empirical analysis. Management Science, 32, 1422–1433. Ding, L., Velicer, W., and Harlow, L. (1995). Effect of Estimation Methods, Number of Indicators per Factor and Improper Solutions on Structural Equation Modeling Fit Indices. Structural Equation Modeling, 2, 119-143. Drucker, P.F. (1986). Innovation and Entrepreneurship Practice and Principles. NY:Harper Business. Eisenhardt, K. M. and Martin, J. A. (2000). Dynamic capabilities: Why are they? Strategic Management Journal, 111, 75-91. Erikson, T. (2002). Entrepreneurial Capital: The Emerging Venture’s Most Important Asset and Competitive Advantage. Journal of Business Venturing, 17(3), 275-290. Ettlie, J. E., Bridges, W. P., and O’Keefe, R. D. (1984). Organization strategy and structural differences for radical versus incremental innovation. Management Science, 30, 682–695. Fiol, C. M. and Marjorie, A. L. (1985). Organizational learning. Academy of Management.the Academy of Management Review, 10(4), 803-813. Fornell, C. and Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 55(1), 39-50. Frambach, R. T., Prabhu, J., and Verhallen, T.M.M. (2003). The influence of business strategy on new product activity: The role of market orientation. International Journal of Research in Marketing, 20, 377-97. Frosch, R. A. (1996). The Customer for R&D Is Always Wrong. Research Technology Management, 39(6), 22-27. Fugate, B., Mentzer, J. T., and Flint, D. J. (2008). The Role of Logistics in Market Orientation. Journal of Business Logistics, forthcoming. Gebhardt, G. F., Carpenter, G. S., and Sherry, J. F. Jr. (2006). Creating a Market Orientation: A Longitudinal, Multifirm, Grounded Analysis of Cultural Transformation. Journal of Marketing, 70, 37–55. Gatignon, H., Tushman, M. L., Smith, W., and Anderson, P. (2004). A structural approach to assessing innovation: construct development of innovation locus, type and characteristics. Management Science, 48, 1103-1123. Gerbing, D. W. and Anderson, J. C. (1984). On the meaning of within-factor correlated measurement errors. Journal of Consumer Research, 11, 572-580. Gilson, L. L., Mathieu, J. E., Shalley, C. E., and Ruddy, T. M. (2005). Creativity and standardization: Complementary or conflicting drivers of team effectiveness. Academy of Management Journal, 48(3), 521-531. Glueck, W. F. (1980). Business Policy and Strategic Management. 3rd ed. McGraw-Hill Kogakusha Ltd. 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. Grinstein, A. (2008). The effect of market orientation and its components on innovation consequences: a meta-analysis. Journal of the Academy of Marketing Science, 36(2), 166-73. Grönroos, C. (1982). An Applied Service Marketing Theory. European Journal of Marketing, 16(7), 30-41. Gupta, A. K. and Govindarajan, V. (1986). Resource Sharing Among SBUs: Strategic Antecedents and Administrative Implications. Academy of Management Journal, 29, 695-714. Gupta, A. K., Raj, S. P., and Wilemon, D.(1986). A model for studying R&D marketing interface in the product innovation process. Journal of Marketing, 50(2), 7-17. Gupta, A. K., Smith, K. G., and Shalley, C. E. (2006). The interplay between exploration and exploitation. Academy of Management Journal, 49(4), 693-706. Hambrick, D. C. (2003). On the staying power of defenders, analyzers, and prospectors. Academy of Management Executive, 17, 115-118. Hamel, G. and Prahalad, C. K. (1994). Competing for the Future.Boston: HBS Press. 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. He, Z. L. and Wong, P. K. (2004). Exploration vs. exploitation: an empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481-494. Henderson, A. D. (1999). Firm strategy and age dependence: A contingent view of the liabilities of newness, adolescence, and obsolescence. Administrative Science Quarterly, 44(2), 281-314. Henderson, R. M. and Clark, K. B. (1990). Architectural innovation: The reconfiguration of existing. Administrative Science Quarterly, 35(1), 9-30. Hergert, M. and Morris, D. (1989). Accounting data for value chain analysis. Strategic Management Journal, 10, 175-188. Hitt, M. A. and Ireland, R. D. (1988). Relationship among Corporate Level Distinctive Competences, Diversification Strategy, Corporate Structure, and Performance. Journal ofManagement Studies, 23(4), 401-16. Holmqvist, M. (2004). experiential learning processes of exploitation and exploration within and between organizations: an empirical study of product development. Organization Science, 15(1), 70-81. Homburg, C., Krohmer, H., and Workman, J.P.Jr. (2004). A Strategy Implementation Perspective of Market Orientation. Journal of Business Research, 57, 1331-1340. Homburg, C. and Pflesser, C. (2000). A Multiple-Layer Model of Market-Oriented Organizational Culture: Measurement Issues and Performance Outcomes. Journal of Marketing Research, 37(4), 449-462. Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization Sciences, 2(2), 88-115. Hunt, S. D. and Morgan, R. M. (1995). The comparative advantage theory of competition. Journal of Marketing, 59(April), 1-15. Hunt, S. D. and Morgan, R. M. (1996). The Resource Advantages Theory of Competition: Dynamic, Path Dependencies, and Evolutionary Dimensions. Journal of Marketing, 60 (October), 107-114. Jansen, J. J. P., Bosch, V. D., and Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661-1674. Jaworski, B. J. and Kohli, A. K. (1993). Market Orientation-Antecedents and Consequences. Journal of Marketing, 57(3), 53-70. Jaworski, B., Kohli, A. K., and Sahay, A. (2000). Market-Driven versus Driving Markets. Academy of Marketing Science, 28(1), 45-54. Joreskog, K. G. and Sorbom, D. (1993). LISREL8: Structural equation modeling with the SIMPLIS command language. Hillsdale, NJ: Erlbaum. Kaiser, H. F. (1974). An Index of Factorial Simplicity. Psychometrika, 39(1), 31-36. 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. Keats, B. and Hitt, M. (1988). A causal model of linkages among environmental dimensions, macro-organizational characteristics and performance. Academy of Management Journal, 31, 570-598. Kenneth, R. A. (1971). The Concept of Corporate Strategy. Homewood, Ill. Dow Jones-Irwin. Kim, T. H. (1997). Population prospects and social effects. In Understanding of Fertility Transition in Korea. (in Korean). Tae Hwan Kwon and others, eds. Seoul: Ilsin Publishing Co. Kim, N. and Atuahene-Gima, K. (2010). Using exploratory and exploitative market learning for new product development. Product Development and Management Association, 27, 519–536. Kim, W .C. and Mauborgne, R. A. (1997). Fair process: managing in the knowledge economy. Harvard Business Review, 75(4), 65-75. Kogut, B. and Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3, 383-397. Kohli, A. K. and Jaworski, B. J. (1990). Market Orientation: The Construct, Research Propositions, and Managerial Implications. Journal of Marketing, 54, 1-18. Kohli A. K., Jaworski, B. J., and Kumar, A. (1993). MARKOR: A measure of market orientation. Journal of Marketing Research, 30(4), 467-477. Kolter, P. (1991). Marketing for non-profit organizations. N.J.: Prentice-Hall Kumar, N., Scheer, L., and Kotler, P. (2002). From Market Driven to Market Driving. European Management Journal, 18(2), 129-142. Kumar, K., Subramanian, R., and Yauger, C. (1997). Pure versus Hybrid: Performance Implications of Porter’s Generic Strategies. Health Care Management Review, 22(4), 47-60. Kyriakopoulos, K., and Moorman, C. (2004). Tradeoffs in marketing exploitation strategies: The overlooked role of market orientation. International Journal of Research in Marketing, 21(3), 219-240. Lafferty, B. A. and Hult, G. T. M. (2001). A synthesis of contemporary Market orientation perspectives. European Journal of Marketing, 35(1/2) , 92- 109. Leonard, D. (1995). Wellsprings of Knowledge, MA: Harvard Business School Press. Leonard-Barton, (1992). Core Capabilities and Core Rigidities : A Paradox in Managing New Product Development. Strategic Management Journal, 13, 111-125. Leonard-Barton, D. (1995). Wellsprings of knowledge: Building and sustaining the sources of innovation. Boston: Harvard Business School Press. Levinthal, D. A. and March, J. G. (1993). The Myopia of Learning. Strategic Management Journal, 14(1), 95-112 Lewin, A. Y., Long, C. P., and Carroll, T. N. (1999). The coevolution of new organizational forms. Organization Science, 10(5), 535-550. Li, T. and Calantone, R.J. (1998). The Impact of Market Knowledge Competence on New Product Advantage: Conceptualization and Empirical Examination. Journal of Marketing, 62(4), 13 -29. Lilien, G.L., Morrison, P.D., Searls, K., Sonnack, M., and von Hippel, E. (2002). Performance assessment of the lead-user idea generation process for new product development. Management Science, 1042-1059. Lord, M. D. and Ranft, A. L. (2000). Organizational learning about new international markets: Exploring the internal transfer of local market knowledge. Journal of International Business Studies, 31(4), 573-589. Lovelock, C. H. (1983). Classifying services to gain strategic marketing insights. Journal of Marketing, 47(3), 9-20. Lukas, B. A. (1999). Strategic Type, Market Orientation and the Balance between Adaptability and Adaptation. Journal of Business Research, 45, 147-156. Luke, R. D., Begun, J. W., and Pointer, D. D. (1988). Quasi-firms: Strategic interorganizational forms in the health care industry. Academy of Management Review, 14(1), 9-19. Manu, F. A. and Sriram, V. (1996). Innovation, Marketing Strategy, Environment, and Performance. Journal of Business Research, 35 (1), 79-91. 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. Maruyama, G. (1998). Basics of structural equation modeling. Thousand Oaks, CA: Sage. Matsuno, K. and Mentzer, J. T. (2000). The effects of strategy type on the maket orientation-performance relationship. Journal of Marketing, 64(4), 1-16. McDaniel, S. W. and Kolari, J. W. (1987). Marketing strategy implications of the Miles and Snow strategic typology. Journal of Marketing, 51(4), 19-30. McDonagh, P. and Prothero, A. (1993). Environmental marketing: Some practical guidelines for managers. Irish Marketing Review, 6, 120-126. Mckenna, R. (1991). Marketing Is Everything. Harvard Business Review 69(1), 65-80. McPhee, W. and Wheeler, D. (2006). Making the case for the added-value chain. Strategy and Leadership, 34 (July-August), 39-46. Meyer, A. (1982). Adapting to environmental jolts. Administrative Science Quarterly, 27, 515-37. Miles, R. E. and Snow C. C. (1978). Organizational strategy, structure, and process. New York: McGraw-Hill Book Company. Miles, R. E. and Snow, C. C. (1984). Designing strategic human resources systems. Organizational Dynamics, 13(1), 36-52. Miller, D. and Friesen, P. H. (1986a). Porter’s (1980) Generic Strategies and Performance: an Empirical Examination with America Data (Part I: Testing Porter). Organization Studies, 7(1), 37-55. Miller, D. and Friesen, P. H. (1986b). Porter’s (1980) Generic Strategies and Performance: an Empirical Examination with America Data (Part II: Performance Implications). Organization Studies, 7(3), 255-61. 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. Morgan, R. T. and Hunt, S. (1995). The Comparative Advantage Theory of Competition. Journal of Marketing, 59(2), 1-15. Mole, V. and Elliott, D. (1987). Enterprising Innovation: an alternative approach (London: Frances Pinter). Morris, M. H., Schindehutte, M., and Laforge, R. (2002). Entrepreneurial Marketing: A Construct for Integrating Emerging Entrepreneurship and Marketing Perspectives. Journal of Marketing Theory and Practice, 10(4), 1-19. Mowery, D. C., Oxley, J. E., and Silverman, B. S. (1996). Strategic alliances and interfirm knowledge transfer. Strategic Management Journal, 17(Winter special issue), 77-91. Narasimhan, S., Nagarajaiah, S., Johnson, E.A., and Gavin, H.P.(2006). Smart Base-Isolated Benchmark Building. Part I: problem definition. Journal of Structural Control and Health Monitoring, 13(2-3), 573-588. Narver, J. C. and Slater, S. F. (1990). The Effect of a Market Orientation on Business Profitability. Journal of Marketing, 20-36. Narver, J. C., Slater, S. F., and MacLachlan, D. (2000). Total Market Orientation, Business Performance, and Innovation. Marketing Science Institute Working Paper Series, No. 00-116. 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. Noble, C.H., Sinha, R.K., and Kumar, A.(2002). Marketing orientation and alternative strategic orientations: A longitudinal assessment of performance implications. Journal of Marketing, 66(October), 25-39. Nohria, N. and Gulati, R. (1996). Is slack good or bad for innovation? Academy of Management Journal, 39(5), 1245-1264. Nooteboom, B. (1999). Inter-firm alliances: analysis and design. London: Routledge. Nunnally, J. C. (1978). Psychometric Theory. McGraw-Hill: New York. O’Cass, A. and Ngo, L.V. (2007b). Balancing external adaptation and internal effectiveness: achieving better brand performance. Journal of Business Research, 60(1), 11-20. Olson, E.M., Walker, O.C., and Ruekert, R.W. (1995). Organizing for Effective New Product Development: The Moderating Role of Product Innovativeness. Journal of Marketing, 59(1), 48-62. O’Reilly, III. C. A. and Tushman, M. L. (2004). The ambidextrous organization. Harvard Bus. Re, 83(April), 74–81. Parker, B. and Helms, M. M. (1992). Generic Strategies and Firm Performance in a Declining Industry. Management International Review, 32(1), 23-39. Pedhazur, E. J. (1982). Multiple regression in behavioral research: Explanation and prediction. New York: Holt, Rinehart, and Winston. Pelham, A.M. and Wilson, D.T. (1996). A Longitudinal Study of the Impact of Market Structure, Firm Structure, Strategy, and Market Orientation Culture on Dimensions of Small-Firm Performance. Journal of the Academy of Marketing Science, 24 (1), 27-43. Podsakoff, P.M. and Organ, D.W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531-544. Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press. Porter, M. E. (1985). Competitive Strategy: Creating and Sustaining Superior Performance. New York: Free Press. Robinson, R. B. and Pearce, J. A. (1988). Planned and Patterns of Strategic Behavior and Their Relationship to Business Unit Performance. Strategic Management Journal, 9(1), 43-60. Rosenkopf, L. and Nerkar, A. (2001). Beyond local search: boundary spanning, exploration, and impact in the optical disc industry. Strategic Management Journal, 22, 287-306. Ruekert, R. W. and Walker, O. C. Jr. (1987). Marketing’s interaction with other functional units: A conceptual framework and empirical evidence. Journal of Marketing, 51, 1-19. Rust, R. T. and Oliver, R. L. (2010). Should We Delight the Customer? Journal of the Academy of Marketing Science, 28(1), 86-94. Said, A. A., HassabElnaby, H. R., and Wier, B. (2003). An empirical investigation of the performance consequences of nonfinancial measures. Journal of Management Accounting Research, 15, 193-223. Santos-Vijande, M. L., Sanzo-Pérez, M. J., Álvarez-González, L. I., and Vázquez-Casielles, R. (2005). Organizational learning and market orientation: interface and effects on performance. Industrial Marketing Management, 34(3), 187-202. Sanzo, M. J., Santos, M. L., Vazquez, R., and Alvarez, L. I. (2003). The effect of market orientation on buyer-seller relationship satisfaction. Industrial Marketing Management, 32(4), 327. Sarasvathy, S. D. (2001). Causation and Effectuation: Toward a Theoretical Shift from Economic Inevitability to Entrepreneurial Contingency. Academy of Management Review, 26(2), 243-288. Schlosser, F. K. and McNaughton, R. B. (2007). Individual-level antecedents to market-oriented actions. Journal of Business Research, 60( 5), 438-449. Schumacker, R. and Lomax, R. (1996). A Beginner’s Guide too Structural Equation Modeling. Mahwah, NJ: Lawrence Erlbaum Associates. Schumpeter, J. A. (1934). The Theory of Economic Development: An Inquiry into Profits, Capital, Credit, Interest, and the Business. Cambridge, MA: Harvard University Press. Segev, E, A. (1989). Systematic Comparative Analysis and Synthesis of Two Business-Level Strategic Typologies. Strategic Management Journal, 10, 487-505. 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. Sinkula, J. M., Baker, W., and Thomas, N. G. (1997). A framework for Market-Based Organizational Learning: Linking Values, Knowledge, and Behavior. Journal of the Academy of Marketing Science, 25(4), 305-318. changing global environment, Journal of Business Research, 41, 71-81. Slater, L. 2001. Toward an understanding of collaboration. Ed.D. diss., University of Calgary, Alberta. Slater, S.F. and Narver, J.C. (1994a). Market Orientation, Customer Value and Superior Performance. Business Horizons, 37(2), 22-28. Slater, S. F., and Narver, J.C.(1995). Market orientation and the learning organization. Journal of Marketing, 59, 63-74. Slater S.F. and Narver, J. C. (1996). Competitive strategy in the market-focused business. Journal of Market Focused Management, 1 (2), 159-174. Slater, S. F. and Narver, J. C. (1998). Customer-Led and Market-Oriented: Let’s Not Confuse the Two. Strategic Management Journal , 19, 1001–1006. Slater, S. F. and Narver, J. C. (1999). Market Oriented Is More than Being Customer-Led. Strategic Management Journal, 20(12), 1165-1168. Slater, S. F. and Olson, E. M. (2000). Strategy Type and Performance:The Influence of Sales Force Management. Strategic Management Journal, 21(8), 813-29. Slater, S. F. and Olson, E. M. (2001). Marketing’s Contribution to the Implementation of Business Strategy: An Empirical Analysis. Strategic Management Journal, 22(11), 1055-1067. Smith, K. G., Guthrie, J. P., and Chen, M. J. (1989). Strategy, size and performance. Organization Studies, 10(1), 63-81. Snow, C. C. and Hambrick, D. C. (1980). Measuring Organizational Strategies: Some Theorietical and Methodological Problems. Academy of Management Reviews, 5(4), 527-538. Snow, C. C. and Hrebiniak, L. G. (1980). Strategy, Distinctive Competence, and Organizational Performance. Administrative Science Quarterly, 25(2), 317-36. Song, X. M., Neeley, S. M., and Zhao, Y. (1996). Managing R&D-marketing integration in the new product development processes. Industrial Marketing Management, 25 (November), 545-553. Song, X. M. and Parry, M. E. (1992). The R&D-marketing interface In Japanese high-technology firms. Journal of Product Innovation Management, 9 (June), 91-112. 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. Srivastava, R. K., Shervani, T. A., and Fahey, L. (1999). Marketing, Business Processes, and Shareholder Value: An Organizationally Embedded View of Marketing Activities and the Discipline of Marketing. Journal of Marketing, 63, 168-180. Stiener, G. A. Strategy planning (New York: Free Press, 1979). Subrmanian, A. and Nillakanta, S. (1996). Organization innovativeness: Exploring the relationship between organizational determinants of innovation, types of innovations, and measures of organizational performance. Omege. Int. J. Mgmt. Szulanski, G. (1996). Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17(Winter Special Issue), 27-43. Tabrizi, B. and Walleigh, R. (1997). Defining Next-Generation Products: An Inside Look. Harvard Business Review, 75(6), 116-124. Teece, D. J., Pisano, G., and Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7), 509-533. Thompson, J. (1967). Organizations in Action. New York: McGraw-Hill. Tidd, J., Bessant, J., and Pavitt, K. (1997). Managing Innovation: Integrating Technological, Market and Organisational Change, Wiley. Chichester. Tsai, W. (2001). Social capital, strategic relatedness and the formation of intraorganizational linkages. Strategic Management Journal, 21, 925-939. Tsai and Ghoshal. (1998). Social capital and value creation: The role of intrafirm networks. Academy of Management Journal, Aug, 464-476. Tsang, E. (1997). Organizational learning and the learning organization: dichotomy between descriptive and prescriptive research. Human Relations, 50 (1), 73- 89. Tushman, M. L., and Nelson, R. R. (1990). Introduction: Technology, organizations, and innovation. Administrative Science Quarterly, 35(1), 1-8. Ulwick, A. W. (2002). Turn Customer Input into Innovation. Harvard Business Review, 102(January), 91–97. Venkatraman, N. and Grant, J. H. (1986). Construct Measurement in Organizational Strategy Research: A Critique and Porposal. Academy of Management Review, 11(1), 71-
摘要: The development of information technology leads to more rapid flow of information. Any intelligence concerning customers and competitors has become the key for firms to create competitive advantage. In order to survive in a turbulent and uncertain environment, firms have to accumulate and utilize existing knowledge restlessly. Furthermore, there is a need for firms to actively explore and absorb new knowledge. By doing so, firms can renew their knowledge and expedite change and innovation. Market orientation, however, is the central concept and behavior which is to generate, disseminate, and response market intelligence on competitors and customers (including existing and latent customers), so it is crucial for firms to accumulate and update market intelligence. Based on market orientation, this research discusses the impact of proactive and responsive market orientations on exploitative and explorative innovation capabilities. Moreover, this study also attempts to examine whether different strategies will affect market-oriented firms to take different activities and further influence the development of innovative capability. This study used the disproportionate random sampling method, and questionnaires were mailed to companies listed on Common Wealth magazine Top 1000 in manufacturing industry, Central Taiwan Science Park and Kaohsiung Export Processing Zone. Out of those that were returned, 222 samples were valid. Then we confirmed the research hypothesis with descriptive statistical analysis, t-test, factor analysis, Pearson correlation analysis, multiple regression and structural equation model. The major findings of this study are as follows. First, reactive market orientation is positively related to innovative capability, and the effect that reactive market orientation affects exploitative innovation is greater than explorative innovation. Second, proactive market orientation is positively related to innovation, and the impact that proactive market orientation affects explorative innovation is greater than exploitative innovation. Third, the strategy orientation of defender is shown to have no moderating effect on reactive market orientation and exploitative innovation; the strategy orientation of prospector is exhibited to have no moderating effect on proactive market orientation and explorative innovation. Moreover, this study takes post hoc analysis for strategy orientation. The results of post hoc analysis show that both reactive and proactive market orientation have mediating effect on strategy orientation and innovative capability. In addition, the study also validates that when firms take reactive and proactive market orientation simultaneously, they will concurrently benefit from the development of explorative and exploitative innovation capabilities. Finally, according to the results, the theoretical and managerial implications and suggestions for future research are discussed and provided.
資訊科技的發達,促使市場資訊流通益發迅速,任何攸關顧客及競爭者之市場情報皆為企業創造競爭優勢之關鍵。若企業想於動盪與高度不確定之環境中倖存,除了需不斷地累積與活用組織現有市場知識之外,尚需積極探索學習新市場知識,以更新自身之知識基礎,帶動企業之快速變革與創新。然而,市場導向是融合顧客導向(包含現有及潛在顧客)、競爭者導向之市場情報蒐集、散播及回應的理念與行為,其對企業累積與更新市場資訊而言是至關重要的,故本研究擬以市場導向為出發點,探討企業主動與被動市場導向對其探索及運用創新能力發展之影響。此外,本研究另納入策略導向之概念,探討企業內部策略類型之差異,是否會對企業從事市場導向所採行之行為活動產生不同的影響,並進而影響企業創新能力之發展。 在實證研究方面,本研究以製造業為研究對象,根據2009 年天下雜誌排名千大之製造業公司,另輔以中科及高雄加工出口區的製造業公司作為問卷發放對象,並以非比例抽樣的方式挑選1700 家廠商作為施測對象,共回收有效問卷222 份,以此資料進行敘述性統計分析、信效度分析、因素分析、相關分析之後,採用多元迴歸與結構方程模式來驗證假設。 研究結果發現:(一) 被動市場導向對企業創新能力有正向顯著影響,且其對運用型創新的影響大於探索型創新;(二) 主動市場導向對企業創新能力有正向顯著影響,且其對探索型創新的影響大於運用型創新;(三) 防禦者策略導向對被動市場導向與運用型創新能力之間不存在顯著調節效果;探勘者策略導向對主動市場導向與探索型創新能力之間不存在顯著調節效果。除此之外,本研究另針對策略導向的部份進行事後分析,結果顯示:不論是主動抑或是被動市場導向,對於企業策略導向與創新能力之間皆存在中介效果。另外,本研究亦證實當企業同時兼具主動與被動市場導向,則將對企業同時發展探索型與運用型創新有顯著且正向的影響。最後,本文根據研究分析結果,提出理論與管理意涵,並針對未來研究方向提出建議。
URI: http://hdl.handle.net/11455/20934
其他識別: U0005-0507201022561000
文章連結: http://www.airitilibrary.com/Publication/alDetailedMesh1?DocID=U0005-0507201022561000
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.