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dc.description.abstractRecent research contends that resources transformed by dynamic capabilities facilitate the creation of competitive advantage. However, this argument merely raises new questions, including the origin of resources, the processes by which they are transformed so as to benefit firms, and the relationship between resource abundance and competitive advantage. In resource learning theory, managers must recombine firm resources, since managing resources and capabilities is essential to sustainable competitive advantage. This study applies the concept of resource learning theory, in which the management of resources delineates the manner in which resources are acquired and accumulated, while the resource of management implies that a firm transforms resources using dynamic capabilities for the sake of improving performance. Dynamic capabilities comprise two transformational mechanisms, sensemaking and reconfiguring. That is to say, firms convert resources through communication, interpretation, analysis, and reconfiguration. Furthermore, previous studies have failed to understand the “black box” involved in using valuable, rare, inimitable, and nonsubstitutable resources to gain and maintain competitive advantage. This study has attempted to untangle that black box and explain how these resources can be obtained and managed to create superior product innovation performance for firms, in turn helping them develop competitive advantage. The components of dynamic capabilities proposed in this study help fill this void. This study investigates the moderating role of dynamic capabilities in the relationships between internal and external social capital and product innovation performance, an area with potential to explain the divergent empirical results contained in the existing literature on the relationship between social capital and performance. This study used hierarchical moderated regression analysis for hypotheses testing. Employing an original data set comprising 169 firms operating in the Taiwan Hsinchu Science Park, this study found that the combination of dynamic capabilities and internal/external social capital helps improve product innovation performance. Furthermore, internal social capital is positively related to product innovation performance, but no equivalent relationship for external social capital. Overall, these findings contribute to better understanding that “the key to the management of resources is the resource of management” (Mahoney, 1995, p. 92).en_US
dc.description.abstract近來研究指出,資源透過動態能力的轉換,將有助於競爭優勢的產生;但是,資源來自於何處?又該如何轉換成有利於廠商的資源?資源學習理論強調管理者必須重新組合廠商的資源,因為管理資源與技術是達成持久性競爭優勢的關鍵。正如Mahoney(1995, p. 92)強調:「資源管理的關鍵在於管理資源」。本研究將運用該理論的概念,說明資源的管理即描述廠商如何獲取與累積社會資本資源;而管理資源意味著廠商透過動態能力將資源進行轉換,並為組織帶來更好的績效。其中動態能力包含兩項重要的轉換機制,分別為意義建構與重新建構,也就是透過溝通、解讀、分析以及重新建立等方式,將資源進行轉換。 簡言之,本研究主要是藉著探討動態能力如何強化組織內部/外部社會資本與產品創新績效間之關係,以及從社會網絡的觀點了解廠商資源的獲取,進而釐清資源學習理論中所強調有關資源管理以及管理資源的重要性。本研究採用郵寄問卷,調查新竹科學園區中169家廠商。研究結果發現,動態能力能有助於強化組織內部/外部社會資本與產品創新績效間的關係。再者,內部社會資本有助於產品創新績效的提昇;外部社會資本則否。整體而言,本研究貢獻有助於增進資源基礎理論、資源學習理論以及動態能力等相關策略文獻的了解。最後,除了提出理論與管理意涵外,本研究亦提出研究限制以及未來研究方向。zh_TW
dc.description.tableofcontents摘要 i Abstract ii 目錄 iv 表目錄 v 圖目錄 vi 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究目的 4 第三節 研究流程 5 第二章 文獻探討 6 第一節 資源學習理論 6 第二節 資源基礎觀點與動態能力 8 第三節 動態能力的觀點 11 第四節 動態能力:轉換機制觀點 20 第五節 社會資本 24 第六節 產品創新績效 28 第七節 文獻評析 29 第三章 研究架構與假說推論 31 第一節 研究架構 31 第二節 假說推論 32 第三節 研究變數與操作化定義 36 第四章 研究方法 41 第一節 研究環境 41 第二節 資料收集 42 第三節 測量題項與信效度檢定 44 第四節 同源偏誤的評估 48 第五節 研究結果 48 第五章 討論與意涵 53 第一節 研究結論 53 第二節 理論意涵 54 第三節 管理意涵 56 第四節 研究限制與未來研究方向 58 參考文獻 61 附錄 研究問卷 77zh_TW
dc.subjectDynamic capabilitiesen_US
dc.subjectResource learning theoryen_US
dc.subjectSocial capitalen_US
dc.subjectProduct innovationen_US
dc.titleThe effects of internal and external social capital on product innovation performance: A dynamic capabilities approachen_US
dc.typeThesis and Dissertationzh_TW
item.openairetypeThesis and Dissertation-
item.fulltextno fulltext-
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