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|標題:||The impact of relationship memory on innovation capability: moderating effect of market orientation and learning orientation
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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.
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