Dissertations / Theses on the topic 'Organizational dynamic capability'

The current business environment is experiencing increased levels of uncertainty, competition and change. Influenced by forces such as globalisation, fast paced technological change, recession and emerging markets, the current business environment is required to continuously adapt to these conditions and deliver new products or services to an increasingly demanding market. Such dynamic environments are characterised by fast and unpredictable changes that place traditional competitive advantages under pressure, requiring a continual pursuit of temporary game changers or radical disruptors. With radical innovation considered to be one of the key drivers of disruption and success within these environments, it has become critical for organisations to create a sustainable stream of new products that push the boundaries of technology and that ensures that those organisations stay ahead of their competitors. In dynamic environments, success is short-lived and temporary gains are quickly eroded as the competition catches up or jumps ahead. The ability for continual change, agility, ambidexterity and superior decision making, all contribute to maintaining the current advantages and quickly closing widening gaps in the innovation race. This study investigates the degree to which these dynamic capabilities influence an organisation’s innovation capability.

Background: Responding to fast technological and environmental changes brings about challenges and paradoxes for companies that should be resolved in order to survive long-term and to achieve a sustainable competitive advantage. Ambidexterity is considered a solution to organizational paradoxes. Aim: The purpose of this research is to explore how firms can achieve ambidexterity to handle organizational paradoxes in different market conditions using their dynamic capabilities. Definitions: Ambidexterity: The ability of organizations to handle adaptability and alignment, exploration and exploitation at the same time Dynamic capabilities: The firm’s ability to integrate, build and reconfigure internal and external competencies to address rapidly changing environments Exploration: Activities such as innovation, discovering new opportunities, variation Exploitation: Activities that concern efficiency, implementation and execution Results: There are possible options that companies can follow to achieveambidexterity. These sets of options are distinguished as external vs.internal, sequential vs. parallel, structural vs. contextual and the role ofsenior management behaviour. Depending on market dynamism andenvironmental conditions, a different set of options could be suitable fordifferent companies. In addition, companies can enhance the likelihoodof achieving ambidexterity using their dynamic capabilities.

Mestrado em Gestão de Sistemas de Informação
As empresas hoje em dia estão a enfrentar novos obstáculos, devido às mudanças contínuas no mercado, especialmente quando se tratam de necessidades dos clientes e novas tendências. Customer relationship management (CRM) é um tópico muito discutido no ambiente académico (Ngai et al., 2009), em relação a sistemas de informação e em gestão de marketing. A adoção de CRM está a crescer, com objetivos claros de melhorar a performance das empresas (Sin et al., 2005), aumentar a satisfação dos clientes e a sua fidelização. CRM pode também afetar a capacidade de inovação de uma empresa (Lin et al. 2010). Neste trabalho final de mestrado, a relação entre CRM e a capacidade de inovação das empresas foi analisada. A principal questão de investigação desta dissertação é: "Como é que os sistemas de CRM são úteis no suporte à capacidade de inovação de uma organização?". A base de argumentação desta questão é o facto dos sistemas de CRM impulsionarem a inovação através da teoria das capacidades dinâmicas. Nesta dissertação foram efetuadas entrevistas exploratórias com especialistas em CRM de forma a entender como é que o CRM pode melhorar a capacidade de inovação nas empresas. Outro objetivo desta dissertação foi o desenvolvimento da base teórica deste tema devido à lacuna que existe na literatura atualmente. A principal contribuição desta dissertação foi a proposta de um modelo conceptual da relação do CRM com a capacidade de inovação. Foi também apresentado um conjunto de hipóteses para serem testadas no futuro para provar o modelo proposto.
Organizations are facing new obstacles every day, due to constant changes in the market, especially when dealing with customers' needs and new trends. Nowadays, customers are very sensitive to the market and are constantly aware of new trends and new products/services. Customer relationship management (CRM) is much discussed in the academic environment (Ngai et al., 2009), regarding information systems and marketing management. CRM adoption is growing, with clear objective of improving organizational performance (Sin et al., 2005), increase customer satisfaction and retention. CRM have several capabilities and correctly implemented in an organizational structures can provide some benefits in terms of internal and external processes, regarding customers relationship. CRM can also affect organizational innovation capability (Lin et al. 2010). The main research question of this project is: How useful is CRM systems in providing support for innovation capability? The argumentation supporting this question is that CRM can drive innovation through dynamic capabilities. In this master thesis, were conducted exploratory interviews with CRM experts (academics and professionals) in order to understand how CRM can improve innovation capability? The theoretical background to support this thesis was also a research objective, due to the gap in academic literature concerning this subject. The main contribution of this research project was the proposition of a conceptual model linking CRM systems usage with innovation capability. It is also suggested for future work, a set of hypothesis to be tested, in order to prove the suitability of the proposed model.

Business Administration/Management Information Systems
D.B.A.
The purpose of this research is to investigate the effect of DevOps adoption on organizational agility. The first chapter establishes through literature review and a pilot study, a theoretical definition of DevOps and identifies through survey data, the key DevOps adoption capabilities. The definition and key capabilities identified during the pilot study establishes the foundation through which a subsequent study is performed. The second chapter details an examination of the effects of DevOps adoption capability on organizational agility. Through capability theory, we propose that DevOps adoption capability positively affects organizational agility. We also propose that the capabilities of collaboration/communication, continuous monitoring, measurement and automation positively affect DevOps adoption capability and likewise; the capabilities of responsiveness, competency, flexibility, and quickness affect organizational agility capability. We test our model with survey data collected from 333 respondents and find that our hypotheses are supported and that DevOps adoption capability has a positive effect on organizational agility capability.
Temple University--Theses

Die Arbeit geht der Frage nach inwiefern die Capability Based View (CBV) einen Erklärungsbeitrag für die Verwaltungsforschung leisten kann. Dazu unterzieht sie die CBV einer kritischen Betrachtung und benennt die wichtigsten Merkmale dieses – nach wie vor unscharfen – Konzepts mit Bezug zum öffentlichen Sektor. Sie zeigt Parallelen von Ansätzen und Ergebnissen der Verwaltungsforschung zur CBV auf und stellt ihre generelle Verwendbarkeit in diesem Kontext fest. Ebenso diagnostiziert sie jedoch signifikanten Verbesserungsbedarf hinsichtlich der Klarheit des Konzepts. Eine Fokussierung auf den öffentlichen Sektor verspricht eher eine Konsolidierung und Weiterentwicklung der CBV als deren Erforschung im Privatsektor, da das multidimensionale und mehrstufige Verständnis von Performance im öffentlichen Sektor deutlich besser zur Wirkungslogik der CBV passt. Die Arbeit schließt mit einer Forschungsagenda, welche die wichtigsten Fragen zur Weiterentwicklung aufzeigt, und dem Appell für mehr qualitative empirische Forschung in diesem neuen Feld des Public Managements.
The paper explores the explanatory potential of the Capability Based View (CBV) for research on public administrations. It does so by re-examining the – up till now – rather vague concept and sharpening it with a focus on the public sector. Parallels are drawn between the central propositions of the CBV and findings in public administration research. The focus lies on the link between capabilities and performance. Here, special attention is paid to the nexus between capabilities and performance, which originally fueled the interest in the CBV. It is concluded that the CBV is generally a fruitful approach for public administration research, yet with significant shortcomings in respect to its consolidation and clarity. The explanatory power of the CBV could actually be enhanced by applying it to the public sector: the multidimensional and -level understanding of performance in public sector organizations seems to match the propositions of the CBV far better than the one commonly used to evaluate performance in the private sector. The paper concludes with a research agenda summarizing the most important questions and a call for more qualitative empirical research in this emerging field within public management.

Background – Inertia describes a state whereby companies develop slower relative the pace of change experienced by their environment, something most organizations experience at least once in their lifetime. Being in the state of inertia and consequently failing to adapt to change cause new businesses to replace old ones. Therefore, it is important for firms to be dynamic, which enables them to quickly recognize opportunities and threats. A way for companies to answer to these changes is to possess dynamic capabilities, which is found to be a solution for inertia. Digital innovation has played a key role in the evolution of dynamic environments. In order for companies to adapt to changing environments, the need for digital adaptation is becoming increasingly crucial. As a result, digital and social platforms have rapidly emerged throughout society, forcing companies to act to avoid stagnating in their development.   Purpose - This thesis aims to analyze how the utilization of Facebook as a dynamic capability can prevent inertia through the microscope of the Dynamic Capability Framework.   Method - Empirical data was collected through an interview study with employees at strategy and digital media consultancy firms. The participants possess extensive knowledge in the field of strategic implementation of social media. Primary data was gathered through semi-structured interviews and was analyzed in relation to the reviewed theory within inertia, dynamic capabilities, and digital innovation, by a thematic analysis. Findings - The findings of this thesis indicate that by dynamically utilizing Facebook, companies can extensively explore markets. This allows companies to continuously align existing resources by adapting and acting on identified trends within markets. Since these are actions within the Dynamic Capability Framework, a conclusion can be drawn that the usage of Facebook can be a dynamic capability. The usage of Facebook can therefore prevent organizations from entering the state of inertia. The findings further show that in order for the utilization of Facebook to be a dynamic capability, companies must possess extensive user skills and competencies. This research adds to the existing theory of digital media and business development by examining the usage of the social media platform, Facebook, through the lens of the Dynamic Capability Framework.

A informação vem sendo apontada como a base da competitividade. A maior parte das pesquisas, no entanto, têm focado em estudar o impacto dos recursos eminentemente tecnológicos. Com as transformações no fluxo informacional, desenvolver novas capacidades é apontado como um imperativo competitivo para as organizações. Mais do que a análise dos recursos isoladamente, a análise das capacidades enquanto um conjunto de habilidades para ganhar, integrar e gerir recursos vem ganhando um papel importante na área de SI. As capacidades são particularmente úteis para as organizações em ambientes que mudam rapidamente. Considerando essa oportunidade de pesquisa, avaliou-se relevante analisar, nesse trabalho, a influência da Capacidade de Gestão da Informação (CGI) na Vantagem Competitiva da firma. Nesse sentido, estendeu-se o conceito de CGI para o conjunto de habilidades da firma para acessar dados e informações dos ambientes interno e externo, assim como mapear e distribuir essas informações para que possam ser processadas, permitindo o ajuste organizacional para responder às necessidades e direções do mercado. Para que CGI possa se configurar em uma importante fonte de vantagem competitiva para as organizações no atual contexto informacional, a literatura indica que é necessária uma complexa articulação com outras capacidades organizacionais. Valendo-se da perspectiva teórica das Capacidades Dinâmicas (CD), esse trabalho propôs modelo pelo qual a CGI articula-se com outras capacidades (nomeadamente Capacidade de Integração de SI, Flexibilidade, Capacidade de Reconfiguração e Agilidade) que intermediam o impacto da CGI enquanto fonte de VCS. Esse modelo, baseado na literatura existente, foi avaliado em uma perspectiva de Métodos Mistos, preliminarmente - em uma etapa qualitativa exploratória -, por quatro CIOs de companhias identificadas pelo uso extensivo de informação em suas operações e reconhecidas pela excelência na gestão desse uso. Após esse refinamento, a pesquisa foi realizada por meio de dois métodos. A análise das relações entre as variáveis propostas na pesquisa foi realizada, primeiramente, a partir de um estudo de casos múltiplos de natureza explanatória, realizado em três organizações líderes nacionais em seus segmentos de mercado (uma cooperativa de crédito, uma rede de varejo de moda e uma indústria de móveis planejados). A essa etapa, seguiu-se uma Survey com 180 gestores de TI e não-TI, pela qual foi possível quantificar a influência do caminho proposto da CGI até a VCS. A etapa quantitativa foi efetuada utilizando-se da análise de modelagem de equações estruturais baseada em Partial Least Square-Path Modeling (PLS-SEM). Os resultados foram analisados separadamente em cada etapa (Estudos de Casos Múltiplos e levantamento Survey), e a discussão, realizada por abordagem conjunta de métodos mistos com propósito de corroboração e confirmação integrada. Os resultados demonstram que a CGI influencia a VCS principalmente de forma indireta, mediada por outras capacidades organizacionais. Mais especificamente, a análise aponta para dois caminhos partindo da complementaridade da CGI com as capacidades de integração de SI. No mais consistente deles, o caminho que se origina na CGI é mediado pela Capacidade de Integração Interna de SI, Flexibilidade e Agilidade para influenciar positivamente a VCS. O caminho mediado pela integração externa vale-se da Capacidade de Reconfiguração ao invés da Flexibilidade. Dentre as implicações acadêmicas a pesquisa estão a extensão do conceito de CGI a partir das pesquisas estratégicas e a evidenciação da influência dessa capacidade na variável dependente natural das capacidades, a VCS. Como implicação gerencial, apresentou-se dois caminhos pelo qual o desenvolvimento de habilidade para o gerenciamento da informação pode levar a VCS. A indicação desses caminhos atende a uma lacuna do mercado que estima que 85% das organizações ainda não foram capazes de extrair diferenciação estratégica dos novos dados disponíveis.
Information has been indicated as the basis of competitiveness. Most research, however, has focused on studying the impact of eminently technological resources. With transformations in informational flow, developing new capabilities is indicated as a competitive imperative for organizations. More so than the isolated analyses of resources, analysis of capabilities as a set of abilities to gain, integrate, and manage resources has been acquiring an important role in the area of IS. Capabilities are particularly useful for organizations in environments that change rapidly. Considering this research opportunity, it was deemed relevant to analyze, in this work, the influence of Information Management Capability (IMC) on the firm’s Sustained Competitive Advantage (SCA). In this sense, the concept of IMC was extended to the firm’s set of abilities to access data and information from internal and external environments as well as to map and distribute this information for processing, thereby permitting organizational adjustment to respond to market needs and directions. For IMC to configure into an important source of competitive advantage for organizations in the current informational context, the literature recommends that a complex articulation with other organizational capabilities is necessary. With the theoretical perspective of Dynamic Capabilities (DC), this work proposes a model in which IMC articulates with other capabilities (namely IS Integration Capability, Flexibility, Reconfiguration Capability, and Agility), which intermediates the impact of IMC as a source of SCA. This model, based on the existing literature, was evaluated by a Mix Methods approach, preliminarily – in an exploratory qualitative stage – by four CIOs from companies identified by their extensive use of information in their operations and recognized for excellence in the management of this use. After this refinement, research was conducted through two methods. Analysis of the relations among the proposed variables in the research was made, firstly, from a multiple-case study of an explanatory nature, at three organizations, national leaders in their market segments (a credit union, a fashion retail chain, and an industry of custom furniture). In this stage, a survey of 180 IT and non-IT managers was conducted, from which it was possible to quantify the influence of the proposed path of IMC to SCA. The quantitative stage was executed by utilizing structural equation modeling analysis based on Partial Least Square-Path Modeling. The results were analyzed separately in each stage (Multiple-Case Study and Survey), and the discussion was made through a joint approach of mixed methods with the purpose of integrated corroboration and confirmation. The results demonstrate that IMC influence SCA mainly in an indirect way, mediated by other organizational capabilities. More specifically, the analysis points to two paths coming from the complementarity of IMC with IS integration capabilities. In the more consistent of the two, the path that originates from IMC is mediated by IS Internal Integration Capability, Flexibility, and Agility to positively influence SCA. The path mediated by external integration makes use of the Reconfiguration Capability instead of Flexibility.

Dans une économie de la connaissance mondialisée, les organisations sont invitées à ne plus se reposer essentiellement sur leurs connaissances internes pour innover, mais à en puiser en externe. Le projet collaboratif labellisé par un pôle de compétitivité est un levier permettant une innovation ouverte sur lequel les acteurs doivent être en mesure de capitaliser. De nombreux modèles mettent en évidence les manières de procéder pour capitaliser sur les connaissances dans des dynamiques intra-organisationnelles. Toutefois, à l’échelle inter-organisationnelle, les méthodes de capitalisation au sein des projets collaboratifs ou des clusters restent inexplorées. Les enjeux de réutilisation des connaissances créées dans un projet collaboratif sont pourtant clés afin d’assurer une continuité dans le développement des activités des entreprises et leurs innovations, et pour créer une valeur partagée entre les partenaires. Il s’agit ainsi de se questionner sur l’opérationnalisation de la capitalisation des connaissances inter-organisationnelle au sein des clusters. Pour analyser ce phénomène, une investigation empirique de nature qualitative, sur le modèle d’une étude de cas multi-sites, a été menée sur 4 pôles de compétitivité. À l’issue de 67 entretiens semi-directifs avec des acteurs directement impliqués dans le processus de capitalisation, et l’observation de 5 évènements-clés de la vie des pôles de compétitivité, deux capacités dynamiques inter-organisationnelles complémentaires sont identifiées. La première relève des cellules d’animation des pôles de compétitivité qui, à travers leur rôle de boundary-spanner, accompagnent les projets collaboratifs jusqu’à leur valorisation. La seconde se réfère à la capacité des membres d’un projet collaboratif à s’appuyer collectivement sur les résultats d’un partenariat pour développer un nouveau projet
In a globalized knowledge economy, in order to innovate, organizations are invited to no longer rely mainly on their internal knowledge, but also to draw on new knowledge from external sources. Collaborative projects, labeled by French Competitiveness Clusters, can act as a lever for open innovation on which actors must be able to capitalize. Many models identify how to capitalize on knowledge in intra-organizational dynamics. However, at the inter-organizational level, such knowledge capitalization methods within collaborative projects or clusters have yet to be explored. Nevertheless, the knowledge reuse issues created within collaborative projects are key to ensure a form of continuity in the development of business activities and innovations, and to create a shared value between partners. It is therefore essential to question how inter-organizational knowledge capitalization can be operationalized within clusters. To analyze this phenome-non, a qualitative empirical investigation, on the basis of a multi-case study, was conducted over 4 French clusters. The results stem from 67 semi-structured interviews among different actors directly involved in the capitalization process, and by observing 5 key events in the life of clusters. Two complementary dynamic capabilities are identified. The first is the responsibility of the cluster coordination unit that acts as a boundary-spanner by accompanying collaborative projects from their initiation until their valorization. The second refers to the ability of collaborative project members to collectively build a new project based on the results of their partnership

How do firms tend to their current viability while remaining competitive in the long-term? This question lays out the basis for this thesis by highlighting their conflicting logics through the concept of organizational ambidexterity. Literature makes a distinction between competing in mature markets and existing technologies (exploitation) versus new markets and new technologies (exploration). The preponderance of studies shows that, as firms grow larger, they tend to form core rigidities in their culture, structure and processes that hamper their efforts to adapt to the changing environment. By overemphasizing exploitative activities, future challenges or opportunities remain unexplored which can have a devastating effect in the event of radical, external changes. The cases of Nokia and Kodak should serve as cautionary tales in this regard. The automotive industry is currently undergoing a transition to electric cars. We conduct a case study at Volvo Cars from a senior leadership perspective, to illustrate the importance of exploration and how it can be legitimized during an industry transformation. Our work points to three major findings. First, communicating the importance of the transformation with the rest of the organization is imperative to creating goal alignment. Secondly, interorganizational collaboration in R&D helps Volvo to tap into knowledge that resides outside the organization and thereby increasing the chances of a successful transition to electric cars. Thirdly, agile management contributes to knowledge diffusion and is a powerful tool to counter organizational inertia by adding to firms’ speed and responsiveness, making them act more similarly to smaller, entrepreneurial firms.

This study draws on the resource-based, knowledge-based, complementary and dynamic marketing capability theories in order to understand the internal dimensions of dynamic marketing capability (DMC) as well as the applicability of DMC in the exporting process. Specifically, this thesis investigates the multi-level structure of DMC, and also explores the crucial role of DMC in implementing knowledge-based resources to better value offerings within adverse market conditions. This study develops an integrated conceptual model that shows how knowledge-based resources and knowledge management capabilities enhance export performance. This research has employed structural equation modeling to understand the causal relationships through information from 315 personal interview-based surveys of export-oriented manufacturing and IT service organisations in Bangladesh. The results reveal that the DMC is a multi-level higher-order reflective construct that consists of four higher-order marketing capabilities. The findings show that DMC mediates the exporter's international ambidexterity dimensions (i.e. market exploration and market exploitation) to improve export performance under the lens of unpredictable market conditions and aggressive competitive pressures. In particular, this research identifies that DMC is a knowledge management process through which internationalisation knowledge can be implemented to satisfy customers' demands in exporting environments. The findings provide fresh insights by showing that the development of DMC is a complex process and it is not an ordinary marketing capability. An exporting organisation should adjust its accumulated internationalisation knowledge and knowledge management marketing capabilities in order to mitigate threats of radical market changes and satisfy its customers' demands better than other major export competitors.

Public research institutions (PRIs) are tasked with generating new knowledge, as well as adding value to existing knowledge in order to come up with innovations that can contribute to national competitiveness. To this end, government provides discretionary or parliamentary grants to allow the public research institutions to execute their mandates by carrying out exploratory activities and exploitative activities in research and development.The study aimed to establish the role of the parliamentary grant in supporting the research and development endeavours of a public research institute, with a particular focus on the management of exploration and exploitation tensions in investing the parliamentary grant. The sustainability of the PRI was sus assessed using operating profits as a proxy. The relationships between levels of investment in exploratory and exploitative actives were assessed, as was the role of the innovation system in influencing the sustainability of the PRI. We use the Council for Scientific and Industrial Research (CSIR) the largest scientific research entity in South Africa, and its operational units as a case study.Consistent with information that is available in the literature, the data from this study shows that the discretionary grant plays a critical role as a funding stream for public research institutes, contributing to the effective execution of research and development activities of the entity. The discretionary grant is key in seeding new national competencies, and is a key initial investment in enabling the PRI to establish itself, generate outputs and outcomes that herald its competencies and thus position itself to earn other forms of income.The discretionary grant is invested for exploratory and exploitive activities. Exploratory activities generate new knowledge, which is necessary for competitiveness. Exploitative activities utilise existing knowledge to provide innovations that find utility in industries and the public sector. The manner in which the investment is split between exploration and exploitation was shown to be critical to the long term sustainability of the enterprise. Skewing investment in either exploration or exploitation alone is detrimental to sustainability.The optimal split of the discretionary grant between exploration and exploitation was found to be dependent on several factors, to include, the technology bases of the industries in which the entity operates and the connectivity and paths of knowledge flow in the innovation systems nationally and globally.Inability to earn other forms of income is in itself a threat to the long term sustainability, particularly in fiscally constrained environments that are typical of emerging economies. The ability to earn external income provides options for investment of the PG in building its capability base. Notable here is the fact that the absorptive capacity of the industry sector in the first place, the innovation system in which the entity operates and the connectedness of the entity within the system appear to have important influences on ability to earn other forms of income. In such cases, strategic decisions have to be made on whether the sector remains strategic enough for the country in deciding on continued investment.While the information derived from this study is very specific to the CSIR, a combination of the data and information in the literature provides insights that are applicable to other public research institutes, particularly in developing economies.
Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted

博士
國立臺灣師範大學
科技應用與人力資源發展學系
99
Technology and management innovation must be successful in integrating into organizational structure and system while facing intense competition and technology improvement fast. Innovation capabilities that successfully implement new idea, product, process, or management system is crucial for performance improvement who often achieves competitive advantage by delivering new products to the market. Moreover, organization can be in concert with business environment through the concept of dynamic capability in globalized economic environment. As mentioned above, organizational dynamic innovation capability (ODIC) may be critically important for organizational competitiveness. However, there was few empirical study of ODIC. The purpose of this study was to explore and verify the concept of ODIC, and then examine the relationships between ODIC, organizational innovation (OI), and individual innovation (II). This study obtained four factor and 31 items from literature on organizational innovation and dynamic capability. A stratified random sample was drawn from a list of information technology industry. In order to gain and verify the factors structure, exploratory factor analysis, confirmatory factor analysis, a series examination of concept validation, and path analysis were conducted. The result showed that 1).ODIC are composed of seven factors and has stable factor structure and great reliability. 2). ODIC has significant and positive effect on organizational innovation. 3.) ODIC has significant and positive effect on individual innovation.

碩士
萬能科技大學
經營管理研究所
94
In recent years, the popularity of coffee-drinking culture has brought about new development in bakery industry. After Taiwan’s entrance into WTO, chain store owners in bakery industry start to adjust their business operation steps and slow down their speed of opening new chain stores. Therefore, only those who can sense the change of customer’s appetite can survive in this ever-competing environment. World keeps moving forward, many store owners in the bakery industry try very hard to enhance their core competitiveness and dynamic capability and try to position themselves in the right business operation status. The change in social structure and diet habit, the continuous economic slump and rise in unemployment rate have made the consumption in a dropping trend. How the store owners in the bakery industry can distinguish themselves from other competitors and enhance their product competitiveness, avoid price war and stand out in the environment of severe price war is really a very important topic for the bakery industry to think about. How to building dynamic capability through organization learning for the bakery industry is going to be a main topic in this study, meanwhile, organization learning in a case-study company is going to be used for investigation and analysis. This study is a qualitative study and case study method is going to be adopted. Data analysis contains text script and related sub-data, then, after referring to related literatures, we have developed three main architectures, namely, experience accumulation, knowledge articulation and knowledge codification. Finally, 11 questions are developed after data analysis in order to be used for the investigation of the organization learning mechanisms implemented by the enterprise and for the channels of building up dynamic capability.

碩士
義守大學
資訊管理學系碩士在職專班
100
Knowledge is not only a kind of intangible assets, but also a crucial source for an enterprise to create its competitive advantage. Therefore, how an enterprise can effectively apply its knowledge management capability to enhance competitive advantage has become an urgent need. Furthermore, the currently conventional strategic management model is incapable of dealing with various questions on organizational management in a dynamically discontinuous environment. Hence, how an enterprise can effectively deploy existing resources and develop uniquely dynamic abilities in order to provide quick responses to the dynamic environment is also worth further exploration. However, the current existing literature solely focuses on the influence of knowledge management capability on organizational performance or the influence of dynamic capability on organizational performance. There are still few related literature investigating the relationships amongst knowledge management capability, dynamic capability, and organizational performance. Therefore, this study applies questionnaire methods as main research tools in order to conduct in-depth investigation on the influence of knowledge management capability and dynamic capability on organizational performance. The study results indicates that knowledge management capability is significantly positive effect on dynamic capability and organizational performance. It means that if an enterprise would like to enhance its organizational performance, it not only has to improve its KM capability but it also should invest on dynamic capability so that it is possible to effectively enhance overall performance.

碩士
國立雲林科技大學
資訊管理系碩士班
101
Innovation performance for inter-organizational effect is one way to enhance strategic competitiveness. It is generally agreed that the development of innovation performance facilitates such sustainable management among partners. This research explores how inter-organizational relationship interacts with factors affecting the development and implementation of innovation performance. This paper presents a research model comprises five research hypotheses with four constructs, including moral orientation, transaction orientation, dynamic capability and innovation performance. The constructs are measured by well-supported measures in the literature. Structural equation modeling was used to analyze survey data collected from 260 manufacturing firms that were among the top 1,000 Taiwanese manufacturing firms of 2012 listed by Business Weekly. The results of the empirical study suggest that moral orientation and transaction orientation is critical in ensuring the inter-organizational innovation performance as it mitigates the dynamic capability in the process. The findings of the study provide practical insights into how supply chain members should reinforce their transaction and moral view of relational governance so as to improve their collaborative behaviors and in turn enhance innovation performance for the supply chains as a whole.

碩士
國立臺南大學
經營與管理學系科技管理碩士在職專班
103
The rapid economic development led to consumer demands and rapid changes of the external environment, hence, how the enterprise to maintain the competitive advantage in the rapidly changing environment is very important. This study aimed on how the organizational change catalyzes the dynamic capability to enhance the competitive advantage. The results showed enterprise’s dynamic capability, which is being arisen from constantly interacting of interior ability and external environment coordinating with consumer demand and advances in technology information, to mobilize organizational change while company facing restructuring, major changes or at the time of critical decisions to make organizational changes to enhance or accelerate the company's dynamic capabilities. The enterprise’s internal organizational structure will constantly adjust and correct through starting organizational change. Therefore, dynamic capability could make the company's competitive advantage more obvious. This was a case study based on the past relevant researches and its findings and practical implications could be as learning by other companies or the same industries.

碩士
國立中山大學
人力資源管理研究所
99
High globalization of economy has led companies into a business environment in which the changes are increasingly complex and faster. In order to survive even succeed over the long term, the modern enterprises must confront reality in real time and predict possibility. In the 1990s, the theory of dynamic capability arose for responding the rapid changes in market conditions. Many scholars’ researches found that the learning of organization, management models and organizational ambidexterity are the factors to affect the dynamic capability of enterprise. And the organizational ambidexterity can enhance organizational strength of controlling new knowledge and informational diversity. The purpose of this research is to explore the relationships among self-directed learning, organizational ambidexterity and dynamic capability of enterprise. Research is conducted using survey data collection. Samples are from engineers, administrators, specialists, first-line and midlevel managers in enterprises. Via electronic and paper questionnaires, the numbers of distributed questionnaire is 557, effective questionnaire is 230, and the rate of effective questionnaire is 41.3%. The analysis results show that there are significantly parallel relationships among self-directed learning, organizational ambidexterity and dynamic capability of enterprise. For enterprise management, strengthening employees’ self-directed learning and building up a high organizational ambidexterity are useful to enhance the dynamic capability of enterprise.

碩士
國立政治大學
科技管理研究所
86
This study inquired how technological knowledge and product development influences organizational dynamic capability. We interviewed some project leader or members who are responsible for new product development in the Taiwanese optoelectronics industry to understand the process of product innovation and accumulation of organizational dynamic capability.Our findings show that the life cycle of technological knowledge will influence knowledge absorption of the firm. When the stage of the life cycle is in embryo, knowledge absorption of the firm. When the firm is inclined to absorb new knowledge from universities or research institutes. Otherwise, when the stage of the life cycle becomes mature, the firm is inclined to absorb new knowledge from component suppliers. Faced with different path dependence of technological knowledge, the firm will organize different project teams to facilitate organizational knowledge creation. The "Autonomous team" usually focus on researching and developing new technology; the "Heavyweight team" on radical innovation; the "Lightweight team" on platform innovation; and the "Functional team" on incremental innovation. The complexity of technological knowledge will decide how the firm stores its knowledge. High complexity of technological knowledge will make the firm store its knowledge through documents; otherwise it will be stored through people. The openness of the project team promotes knowledge absorption and high autonomy of project team is beneficial to knowledge creation within the organization. More redundancy among team members facilitates the storage of organizational knowledge .From the point of innovation pattern and sources of capability, we find three types of grouping the accumulation of organizational dynamic capability： Type I is called "autonomy- virtual"; Type II is called "autonomy-in-house" and Type III is called "system-corporate". Our results also demonstrate that most product innovation in Taiwanese optoelectronics industry focus on "incremental learning" and "architectural learning". They use the "modular" product development model to shorten product development time and strengthen performance in the application of key components.

碩士
國立政治大學
資訊管理研究所
95
Nowadays, firms usually develop inter-organizational systems (IOS) with their suppliers to exchange information and give each other faster responses to sustain their competency under a fast-changing environment. This study reviewed past literature and developed a research framework to evaluate IOS performance based upon two theoretical perspectives: process view and dynamic capabilities. This framework proposed that firms’ dynamic capabilities-- supply chain integration capability and supply chain coordination capability might be an important mediator between IOS investment and firm performance.

碩士
國立東華大學
企業管理學系
95
In the case of the interior and exterior environmental transition, enterprises have to actively adapt to the rapid surrounding change for better development. They may then make the transformation to adapt to the changing environmental conditions. Accordingly, the capacity of how a company to acquire knowledge and develop its organization is a critical index. This index indicates that organizations should make efforts to transform individual knowledge into corporate knowledge. That is, Organizations must discover, search, refine, modify, share and reuse interior and exterior knowledge to make them more adaptable to environments as well as improve their capabilities by means of those concepts of exploration and exploitation. In short, dynamic capabilities imply that organizations have the ability to adapt to the change of environment. Therefore, the purpose of this study is to discuss how organizations utilize organizational learning and dynamic capabilities to develop the unique competitive advantage as well as to examine the moderating effects of knowledge characteristics between organizational learning and dynamic capabilities. In this study, 1368 questionnaires were mailed to the senior managers of manufacturing firms in Taiwan. One hundreds and fifty-two valid responses were collected. The result of this study indicates that: (1) Organizational learning has significant positive effects on dynamic capabilities. (2) Dynamic capabilities have significant influences on competitive advantages, but organizational capabilities only have no significant effect on efficiency. (3) The effects of organizational learning are significant to competitive advantages. (4) Explicit knowledge has moderate effects between organizational learning and dynamic capabilities. This research suggests that organizations should actively find the niches and consider the essentiality of transformation in response to the changing environment. Organizations have to engage in innovating, flexibility, and improve efficiency in order to ensure the sustained development.

碩士
國立中正大學
勞工關係學系暨研究所
101
The purpose of the study is to reveal the influential factors in Organizational Dynamic Capability, by which to realize how those factors to be affected. Besides, it’s also essential to examine accomplished evaluation results of Taiwan TrainQuali System(TTQS). Furthermore, it’s in terms of how Organizational Performance affected by Organizational Dynamic Capability to evidence if enterprises are able to attain benefits of TTQS through its evaluation practice as a mediating effects. The study is based on enterprises adopting TTQS issues in 2011, followed by evaluation sheets being sent to respective enterprises by means of mailing and Google Docs to collect successfully valid returning accomplished sheets, total of 238 copies. The study is through the instrumentality of Descriptive Statistical Analysis, Confirmatory Factor Analysis, CFA, Reliability Analysis, Correlation Analysis and SEM to authenticate the results analyzed shown in qualified 238 enterprises availing TTQS as followings: 1.Resource Advantage has positive effects on Organizational Dynamic Capability. 2.Social Capital has positive effects on Organizational Dynamic Capability. 3.Organizational Dynamic Capability has positive effects on TTQS evaluation range. 4.TTQS evaluation range has positive effects on Organizational Performance. 5.Organizational Dynamic Capability has no effects on Organizational Performance. 6.TTQS has completly mediating effects between Organizational Dynamic Capability and Organizational Performance. Consequently, based on above-mentioned study results, suggestions raised to those enterprises using TTQS are illuminated for further study as below: 1.Expanding Resource Advantage to strengthen Organizational Dynamic Capability. 2.Accomplishing favorite evaluation results by means of reinforcement of Organizational Dynamic Capability. 3.Advancing Organizational Performance effects by executing TTQS practice without failure. 4.TTQS practice should be emphasized extensively in enterprises because Organizational Performance development is influenced by Organizational Dynamic Capability that shall be presented by employees’ performance.

碩士
東海大學
管理碩士在職專班
97
Abstract: This research is a vertical case study, the goal is to explain how the enterprise lasts its forever management of organization dynamic ability and affects its following achievements and the innovation strategy after entering the great depression. Although, the tactic management, the organization management, and the innovation of the enterprise have the remarkable contribution about how the enterprise successfully conquers difficult position, but the past connected researches seldom analyzed the effect of the dynamic ability in the eternal enterprise management. Some studies show that the manufacturer is unable to change frequently in the fast change environment. This research is based on the viewpoint of the dynamic ability, discusses how the manufacturer improves its advantage with the dynamic ability, and overcomes the difficulties to keep the enterprise extending under the fast-changing environment. The individual case is used to do the research in depth, and SANYO Electronic Company, which was established in Taiwan 30 years ago, is selected to be the analytical object. The research is talking about how SANYO Electronic Company adjusts the structure of the organization fast to respond the changing environment. The organization dynamic ability continuously affects the achievements of the enterprise in the process of operating and changing. Use the ways of the innovation of staffs’ ideology, the innovation of output and the improvement of company structure t o create its competitive advantage. At the end of this study, there’ll be the discussion about the theory, the meaning of practical experience, and future suggestions.

The art of unwinding voluminous data expects the expertise in analyzing meaningful decisions out of the acquired information. To encounter new age challenges, practitioners are trying hard to shatter the constraints and work edge-to-edge to achieve higher performance (Market, Financial and Operational performance). It is evident that organizations desire to exploit maximum of their injected resources, but often fail to reap their actual potential. Developing resource-based capabilities stands out to be the most concerned aspect for the firms in recent times, and the same is studied by the previous scholars. In the dearth of literature, it is challenging to find out evidence which marks up the effect of strategic resources in the development of dynamic organizational capability. This study is a two-fold attempt to examine the relationship between organizational capabilities, i.e. big data predictive analytics while achieving superior organizational performance; also, examining the effect of control variables on superior organizational of performance. We tested our research hypotheses using cross-sectional data of 209 responses collected using pre-tested single-informant questionnaire. The results underpin criticality human factor while developing analytical capabilities dynamic in nature in the process of achieving superior performance.
The full-text of this article will be released for public view at the end of the publisher embargo on 11 Nov 2021.

碩士
國立成功大學
高階管理碩士在職專班(EMBA)
106
First of all, this study was to examine the impact relationships among supply chain relationship quality, organizational identification, and organizational dynamic capability. Second, we were also to explore the mediating effect of supply chain relationship quality in the relationship between organizational identification and organizational dynamic capability. Through demonstration and analysis, the results were listed as follows: 1.Supply chain relationship quality has a significant positive impact on organizational identification. 2.Supply chain relationship quality has a significant positive impact on organizational dynamic capability. 3.Organizational identification has a significant positive impact on organizational dynamic capability. 4.Supply chain relationship quality has a mediating effect between organizational identification and organizational dynamic capability.

碩士
國立高雄大學
資訊管理學系碩士班
98
In today’s hyper-competitive business environment, more and more businesses are adopting information technology to sustain or enhance their competitive advantages. Inter-organizational information systems are especially employed by several businesses to improve supply chain performance. However, information technology does not necessarily benefit businesses unless it can integrate with the businesses’ processes and practices. That is, the assimilation of information technology into routines is crucial to the formation of competitive advantages. The technology-organization-environment framework has been frequently employed by several studies to investigate the antecedents of information technology adoption or assimilation. However, the role of top management has been not addressed in these studies. The top management can be regarded as a “boundary spanner”who is directly confronted by environmental uncertainty. In this study, we argue that the pressure from the business environment will directly affect the top management’s attitude and support toward information technology, and later lead to the assimilation of information technology. We also argue that the assimilation of information technology will lead to performance enhancement through improvements in two dynamic capabilities—supplier responsiveness and flexibility. The antecedents and consequences of the assimilation of inter-organizational information system are investigated in this study from the perspective of the mediating roles of top management and dynamic capability. Based on data collected from 72 respondents, the results confirm the mediating role of top management’s support and dynamic capability. Implications for researchers and practitioners are also addressed.

碩士
國立雲林科技大學
資訊管理系碩士班
100
According to the past supply chains relevant research, most of them discuss the issue of inter-organizational relationship between the governance and relations advantage. This means that the supply chain organizations purchase specific advantages and benefit to maintain their relationship. This study will illustrate the impact that the resulted inertia of the supply chain influent to the innovation performance when the strength of relationship is too strong, This study utilized the dynamic capabilities of organization to discuss that the inter-organizational supply chains in order to maintain the innovation performance, it is necessary to reduce the impact of supply chain inertia and to strengthen the positive effect on innovation performance of dynamic capabilities. Besides, this study considered three antecedents, including market-oriented, information technology integration, and relationship management. This study also investigated whether the correlation effect existed on the dynamic capabilities and supply chain inertia and clarified the results. In this study, structural equation modeling was applied to build a complete model structure, and top 2000 manufacturing enterprises in Taiwan were aimed as the research sample. The mailing of the questionnaire was distributed. This research proposed 9 hypotheses through statistical analysis, 8 hypotheses were supported. The results showed that the inertia of the supply chain negative effected innovation performance significantly. This means that the organizations must strengthen the dynamic capabilities of the organization to increase innovation performance and emphasize information technology integration and market-oriented concept to get enough innovate ability on responding changeable market.

碩士
輔仁大學
企業管理學系管理學碩士班
107
Market and technological changes have led to the gradual loss of competitive advantages among traditional enterprises. In response, organizations have had to develop dynamic capabilities to adaptive these competitive advantages. The cornerstone of a dynamic capability is the flexible adaptation of operational processes, hence the pressing need to study practical operations in order to understand how organizational development can be carried out to induce the growth of flexible and adaptive dynamic capabilities. Therefore, the purpose of this research study is to verify: 1: Organizational value chain promote dynamic capabilities. 2: Flexibility reconstructing second-order thinking how to adjust the relationship between organizational value activities and organizational dynamics. The sample of this study is the middle and high-level supervisors who have served in the company for more than three years. A total of 231 samples were collected. Systematic and convenient sampling methods were used to verify the relationship between organizational value chain and dynamic capability. The research results indicate that procedural value chains have a more pronounced and statistically significant effect on dynamic capabilities; and that organizational learning will amplify this effect when it is practiced with a higher level of operational logic. The research results are intended to help strengthen the procedural operations of value chains and promote dynamic capabilities among organizations, such that they can develop stronger competitive advantages. Starting from the leader's behavior, the strong second-order thinking makes the organization think stronger. The leader should consider the enterprise's own needs, evaluate the function or program-oriented value chain needed at each stage of the organization, and always pay attention to the timely changes of the organization's situation. Develop work redesign and re-change the corresponding behavior of work methods.

碩士
國立暨南國際大學
國際企業學系
89
Dynamic capability is an emergent field of firms encountering turbulent administrative environment. Eisenhardt and Martin (2000) point out that firms with dynamic capability are not guaranteed to enhancing organizational performance, but without dynamic capability it is impossible for firms to enhance organizational performance. Another research stream in current management thoughts is related to knowledge management (KM) that has been confirmed to be a major source of competitive advantage. Research question of this research is whether or not knowledge management contributes to the enhancement of dynamic capability, and thus to the enhancement of competitive advantage of a firm. Previous research interest of knowledge management is primarily focused on the application of information technology (IT). However, ignorance of organizational factors results in disappointment of KM investment, let alone the enhancement of dynamic capability and strategic advantage. Based on a survey of top 1000 Taiwanese firms, the current empirical research tests relevant hypotheses with regression models. Empirical findings include internal and external KM through IT application, knowledge exchanging activity and knowledge sharing culture significantly affect the enhancement of dynamic capability. Results shed light to current strategic management issues.

碩士
樹德科技大學
經營管理研究所
100
Enterprise development process, they shall be through internal (organizational learning culture) and the view of the external environment (partnerships), enterprise resource integration and distribution in order to maintain a competitive advantage. The same time, the adaptability of the external dynamic environment will affect the relative competitive advantage in the industry.Scholars put more emphasis in the dynamic adaptive capability of development and its impact on new product development performance, and less mention of the relevant internal and external resources and dynamic capabilities combine to enhance the performance of new product development discourse; Therefore, this study attempts to resourcesthe basic theory, resource dependency theory, and Teece dynamic capabilities theory-based and explore internal and external environmental factors on the dynamic ability to adapt, and thus the association of new product development performance, to construct a systematic analysisof the steps.In this study, questionnaire survey, enterprise information technology industry in 1000, conducted a questionnaire survey, a total of 313 valid questionnaires were applied exploratory factor analysis, confirmatory factor analysis, the overall pattern analysis methodology, findings organizational learning culture has a positive and dynamic capabilities and new product development performance; partnership dynamic capabilities and new product development performance has positive relationship; dynamic capabilities is not significant direct effect on new product development performance; based on dynamic capabilities as neither a significant intervening variable of organizational learning culture and partnership, through its indirect effect on theperformance of new product development.

碩士
輔仁大學
管理學研究所
89
Under the rapid-changing environment,it is not possible that a firm’s capabilities can hold sustainable competitive strength forever,therefore a firm must have technology or product innovation continually. The stronger a firm’s technology or product innovation abilities are, the more opportunities it has to restructure its capabilities to gain advantages in the everchanging market. The new product development process is one if the key factors of the knowledge creation on the organization. So this study focused on the new product development process and inquired how technological knowledge influences the platform of　organizational knowledge creation in Taiwan wireless communication industry. We interviewed some project leader or members who are responsible for new product development in the Taiwanese wireless communication industry to understand the process of product innovation

Yes
With the emergence of information and communication technologies, organizations worldwide have been putting in meaningful efforts towards developing and gaining business insights by combining technology capability, management capability and personnel capability to explore data potential, which is known as big data analytics (BDA) capability. In this context, variables such as sensing capability—which is related to the organization’s ability to explore the market and develop opportunities—and analytics culture—which refers to the organization’s practices and behavior patterns of its analytical principles—play a fundamental role in BDA initiatives. However, there is a considerable literature gap concerning the effects of BDA-enabled sensing capability and analytics culture on organizational outcomes (i.e., customer linking capability, financial performance, market performance, and strategic business value) and on how important the organization’s analytics culture is as a mediator in the relationship between BDA-enabled sensing capability and organizational outcomes. Therefore, this study aims to investigate these relationships. And to attain this goal, we developed a conceptual model supported by dynamics capabilities, BDA, and analytics culture. We then validated our model by applying partial least squares structural equation modeling. The findings showed not only the positive effect of the BDA-enabled sensing capability and analytics culture on organizational outcomes but also the mediation effect of the analytics culture. Such results bring valuable theoretical implications and contributions to managers and practitioners.

碩士
國立中正大學
勞工關係學系暨研究所
103
The global economy remains mired in recession and the unemployment rate continues to rise in various countries. The Council of Labor Affairs that is called Ministry of Labor nowadays launched a series of employment promotion programs and hoped to train the unemployed people to regain their ability to work in order to alleviate the unemployment problem. In the impetus process of the Multi-Employment Promotion Program, most of the non-profit organizations deemed that as a form of subsidy project. Few of them explored that program from the perspective of organizational development, a transformation of independent operation. The budget for social welfare has been reduced in recent years. If the MEPP can successfully transform non-profit organizations into social enterprises, these social enterprises might be able to sustain themselves by providing product or services to make profits and even creating job opportunities for minorities. The purpose of the study was to realize the difference to both recruiters and managers on attitude, behavior and performance during the process of implementing the MEPP. The results indicated that recruiters’ expertise, insight, cooperation and balance to employees’ diligence have a statistically significant positive association. Nevertheless, there is no positive association between the organizational dynamic capability, employment competence and employee engagement. Therefore, this study proved that the organization categories of business unit did not interfere the recruiters’ working performance and diligence. In this study, we follow the results of empirical analysis based on assumptions, the program from the actual status, and labor status in the firm structures to propose the suggestions or ideas on the government level, the organizational level and individual level. In order to giving the guide to follow-up studies in the future.

博士
國立新竹教育大學
教育與學習科技學系博士班
104
A Study on the Relationship among Principals’ Wisdom for Action, Organizational Dynamic Capability and School Intellectual Capital in Elementary Schools Abstract The main purposes of this research are to understand the current situations of principals' wisdom for action, organizational dynamic capability, and school intellectual capital in elementary schools, and to analyze the differences among l these aspects in individual variables, and school environmental variables in elementary schools. Furthermore, it also explores the relationships among principals' principals' wisdom for action, organizational dynamic capability, and school intellectual capital in elementary schools. Finally, it assesses the feasibility of the structural equation model among these aspects under consideration in elementary schools. To achieve the purposes, this research adopts a questionnaire survey. “The investigative questionnaire of relationships among principals' wisdom for action, organizational dynamic capability, and school intellectual capital in elementary schools”, is the main tool in use. The samples were 922 teachers selected from 100 elementary schools in Taiwan, and 796 of the distributed copies were validly collected. The return rate was 86.3%. A series of statistical methods such as descriptive statistics, chi-square test, multivariate analysis of variance, and structural equation model, are employed to analyze the collected data. The conclusions of this research are as follows: 1. The current situation of principals' wisdom for action, organizational dynamic capability and school intellectual capital in elementary schools were good. 2. There are significant differences among teachers’ positions, school sizes and school ages in terms of principals' wisdom for action. 3. There are significant differences among indvidual teaching experiences in years, school locations, school sizes, school ages and principal’s genders in terms of organizational dynamic capability. 4. There are significant differences among teachers’ positions, school locations, school sizes, school ages, principal’s genders and principal’s highest education degrees in terms of school intellectual capital. 5. There is a significant positive correlation among principals' wisdom for action, organizational dynamic capability, and school intellectual capital.  6. School intellectual capital in overall aspects and various aspects can be predicted by principals' wisdom for action in overall aspects and various aspects, organizational dynamic capability overall aspects and various aspects. Organizational dynamic capability in overall aspects and various aspects can be predicted by principals' wisdom for action in overall aspects. 7. The feasibility of structural equation model among principals' wisdom for action, organizational dynamic capability, and school intellectual capital is verified and it can explain the relationships among main variables. 8. Organizational dynamic capability had mediate effect on principals' wisdom for action influence positively school intellectual capital. According to the conclusions, some suggestions are provided as references for Department of Education, principals in elementary schools, schoolteachers and future follow-up study.

碩士
國立政治大學
經營管理碩士學程
89
Introduction The production value of Taiwan’s software industry has surpassed NT$ 100 billion last year for the first time. As MIC of Institute for Information Industry (III) estimated, the revenue will reach NT$ 150 billion this year and NT$ 500 billion in 2005. The export market will also be expanded gradually. There is one successful enterprise in Taiwan which starts as a software company. And now is a leader in network antivirus and Internet security software and services .This company has 18 branches over the world and its sales of 2000 reaching US$208 million. It was established by Mr. Steve Chang(CEO and founder) in 1988. The company, Trend Micro Inc. is the first Taiwanese IPO in Japan (Japan’s OTC stock: 4704 in Aug. 1998; Japan TSE in Aug. 2000) and listed in Nasdaq(TMIC) in July 1999. Purpose of Study According to the main stages of the development of Trend Micro, the study will be scheduled to focus on 3 dimensions: (1) the characteristics of Technical Knowledge; (2) Internal Technical Network and External Technical Network; and (3) Organizational Dynamic Capability, and to discuss how they interact with each other and to form competitive advantages. Conclusion A. The Appropriability and Explicit Level of the Properties of Technical Knowledge Will Influence the Formation of Internal Technical Knowledge Network (1) The lower the appropriability, the higher the tendency that internal technical knowledge network will be external-oriented ; the higher the appropriability, the higher the tendency that the internal technical knowledge network will be internal-oriented. For example, the hardware of Protection Lock has the industry standard and component parts; therefore, it can be produced by Taiwanese manufacturers arranged by Trend’s employees in Taiwan. Software Protection Lock is accomplished by American and Taiwanese employees respectively; therefore, the internal technical knowledge network is less concentrated. As for LanProtect, it started as self-research and development project; therefore, its internal technical knowledge network is more concentrated. (2) The lower the explicit level and the more attached to people, the internal technical knowledge network tends to be concentrated; when explicit level is higher, the internal technical knowledge network tends to be less concentrated. For instance, in the first stage of the development of LanProtect, the technical knowledge is still preserved on technicians through face-to-face interaction. In this case, the faculties will stay together, and thus the internal technical knowledge network tends to concentrate. As for other products, InterScan or ScanMail , following the operation system(NT or UNIX) which provide Public API technical documents so that other application software companies can follow, develop application software suite that is compatible to the platform. In this case, Trend Micro forms different groups to cope with different Public API technical documents on the platforms, and thus the internal technical knowledge network tends to be dispersed. B. The Cross-boundaries Connection of Internal Technical Network Increases the Development Organizational Dynamic capability (1) If the divisions of labor within the Internal technical knowledge network are multi-dimensional, the organizational knowledge will diversify and it will circulate less conveniently and more complicatedly. The difficult situation has to be broken up by forming project group and connecting different fields to increase the circulation of organizational knowledge. Like the Notes version of ScanMail is developed by German team, and the Exchange version by the American team. The same situation occurred when the NT and UNIX version of InterScan were developed by Taiwanese and American Teams respectively. Therefore, as Harryson points out, the organizational knowledge will need unobstructed cross-level and cross-function circulation under such circumstances. As for team members of software product development, consists of : Architect, PM(Product Manager), QA(Quality Assurance), and PC(Product Commerciliation). (2) The efficient establishment and operation of the connectional mechanism of Internal technical knowledge network directly affects the assimilation, creation, and accumulation of organizational knowledge. As the case studies show, the Trend Micro emphasizes 3C entrepreneur culture (Change, Creative, and Communication) so that it focuses on the design and operation of communicative mechanism to facilitate transformation of organizational knowledge. For example, mentor system, every routine meetings, meetings for technical interchange, hyperlinkage by “Flyers”, and internal study website are the results of good connectional mechanism of effortful establishment of organizational assimilation, creation, and accumulation. (3) Internal technical knowledge network and the fundamental of the formation of organizational core competence depend on the creation and instruction of core members. For example, the innovation of PC-cillin, LanProtect, and InterScan are initiated and directed by CEO and CTO during the development process.. As a result, it can allocate resources to develop, encourage creation, apply for patent, and even to protect its patents by law suit when infringed C. External Technical Network Increase the Evolution of Organizational Dynamic Capability. (1) Through technological scanning and continuous interaction, external technical sources which include virus information, the buy-in of technology, recruiting expertise, market and customer demands, and the update of every OS version, not only increase the assimilation, creation, and accumulation of organizational knowledge but also directly influence the direction of the product development. As the Microsoft brings up Windows 95, so Trend Micro develops PC-cillin95. (2) Organizational core competence depends on assimilation and transformation of external technical knowledge. Case studies have accumulated rather professional scan engine and anti-virus pattern. With the rise of the Internet, the accumulated technical knowledge can become Core Module to quickly support newly-developed products like InterScan and ScanMail, to assimilate Web technique, to construct Internet Infrastructure, and to provide eDoctor Internet service year around. D. Features of Trend Micro’s Organizational Dynamic Capability (1) Computer virus consists of Trend Micro’s external technical knowledge, and improves its organizational dynamic capability; the more voracious the virus is, the more active the organizational dynamic capability is. As it is often said, “the tough it goes, the tougher it gets going,” which can be perfected said to describe the case study. However, as far as the experience of virus circulation is concerned, the virus can only be tougher and be more rapidly infectious, which improves the function of case products. What is more important, whenever the alleged No.1 virus alert happened, like Melissa, I LOVE YOU, , its organizational capacity to mobilize the whole company will be drilled, and therefore increase its organizational dynamic capability. (2) Recreating business model, and Free Energy coming out from the rise of technology, and practicing and using wisely its organizational knowledge to create all new enterprise value. Trend Micro really takes hold of every step of the change of informational technology and the deployment of knowledge creating in computer virus. During its eleven, twelve years of development, it has been smartly using the five business models; quickly alter its organization and strategy; develop anti-virus products and service; develop world-wide business; and listed in Japan and USA so that it can be the distinctive paradigm of evolution of the organizational dynamic capability. (3) In the age of internet, to cope with the technological change, members of the special teams have to cover the knowledge of product and internet webilization, and combine original scan engines and virus patterns to expand to develop a set of specific core competence. The reason that the Trend’s market value has far passed the other two competitors is because it can make use of this specific core competence to expand from desktop anti-virus software to server, gateway, mail server, centrally-controlled virus service and internet global anti-virus serive. (4) From routine operation , Trend has continued to absorb, accumulate, and create external technical knowledge, to form the systemized specific organizational knowledge, and deploys it on the market and the customers. As the knowledge circulates, the case has objectively fulfilled Nonaka and Takeuchi’s organizational knowledge spiral creativity to maintain competitive advantage. Research Suggestion A. Suggestion for Business Activity (1) Facing the appropriability of technical knowledge, software company should consider the similarity and the difference between industry and the enterprise itself, so it can form competitive advantages in both internal and external technical network, and strengthen the knowledge communication within the cross-function of the organization. Take Microsoft as an example. Its operation systems (OS), no matter DOS in the past or Windows and Windows NT nowadays, successfully create and become industry standard. Other software companies must develop the Application Software Suite compatible with its operation systems. Therefore, in the dimension of operation systems, it has public technical document about Application Programming Interface (API) to support external technical network. On the contrary, the competitors also take the advantages of using the same operation systems to develop products, like Trend’s competitors, Symantec and Network Associates. In a word, it’s extremely important to continuously take hold of the change of information technology and to increase the communication within the organization so that the company can obtain advantage as a first enter in the market. (2) Take Trend Micro’s technological products for example, application software products should follow the direction of modulization. If it can take one step further to form shared core Module, then it can accumulate organizational technical knowledge; decrease the cost for testing and debugging; increase product development efficiency; and shorten the time to market. (3)The company should emphasize the formation of project team, and design mechanism for cross-level and cross-function connection mechanism so that it can assimilate, create, and accumulate organizational knowledge. It then forms the organizational core competence, creating the external value of organizational knowledge. (4)In the age of internet, the company should be adapt to weblization to run the business and interact with customers on-line simultaneously, to reach what Prahala & Ramaswamy (2000) said, “let customers’ capability become the source of the organizational technical knowledge. B. Subsequent research suggestion (1) The research only focus on one company and should be able to compare different types of software companies and its properties of technical knowledge, and how they influence the connecting mechanism of external and internal technical network and the evolution of organizational dynamic capability. (2) The case has continued to provide corresponding products to Linux platform, wireless compatible anti-virus software, and GateLock for broadband. Trend’s creativity, free energy, ability to deploy organizational knowledge with value added, and global business experience can be widely discussed in the future. (3) It’s worth of further study on the relationship between the innovation of business models and that of organizational technical knowledge; and how to transfer core competence under the situation of business model innovation.

碩士
中國科技大學
企業管理研究所
102
The purpose of occupation training is to enhance personal skill, to incubate individual’s independence and confidence, and to make an individual adapt to the job environment. No matter in theory or in practice, occupation training is usually highly related to outer environmental change, and the growth of an enterprise is usually highly related to the career development of a labor as well; hence, the urgent need of occupation training is even serious than before. The main objective of this study is to investigate the mutual influential relationship among four variables such as occupation training quality, organizational dynamic capability, training effectiveness and individual’s competence, meanwhile, it also investigates if an individual’s competence shows significant mediating effect on occupation training quality and training effectiveness. In this study, questionnaire survey method is used, and 351 copies of internet questionnaires are returned; 118 copies of paper questionnaire are issued, and the real returned copies are 102, with the deduction of 39 invalid questionnaires such as random answering and missing fill-up of questionnaire, the effective questionnaire comes to a total of 414 copies. Moreover, Linear Structural Relations Model (AMOS) is used to verify its deduction and hypothesis. The verification results of this study are: 1. The quality of occupation training shows significant and positive effect on organizational dynamic capability. 2. The quality of occupation training shows significant and positive effect on training effectiveness. 3. The quality of occupation training shows significant and positive effect on individual’s competence. 4. Individual’s competence shows significant and positive effect on training effectiveness. 5. Dynamic capability shows significant and positive effect on training effectiveness. 6. Individual’s competence shows significant mediating effect on occupation training quality and training effectiveness.

碩士
輔仁大學
織品服裝學系
94
ABSTRACT The Relationships among Organization Capability, Organization Dynamic Capability, Customer Relationship Management and Competitive Advantage in Textile Industry （Total Pages: 65） AUTHOR：Pao Chuan Chang SUPERVISOR：Dr. Kuo Feng Liao DEGREE：MS Textiles and Clothing Fu Jen Catholic University Graduate Institute of Textiles and Clothing： Textiles & Fashion Business and Consumer Studies Section DATE OF GRADUATION：June 30, 2006 KEY WORDS：organization ability, organization dynamic and customer relationship and competitive advantage In the past, if textile firms can manufacture or research and develop good products, they would get competitive advantage; but now, as era and environment changing, making them competing more violently, and leading them facing more challenges than before. Hence, they must recheck their main characteristics and use suitable strategies to promote their competitive advantage. Therefore, to enhance their competitiveness in textile industry, most companies have already set up factories in the countries with lower factor costs. Besides, they have confronted with the great challenges of leveraging information technology to improve customer relationship management. Hamel & Prahalad (1990) disclose the concept regarding organization competence increasing competitive advantage. In view of this, I explore the relationship among organization ability, organization dynamic and customer relationship as well as competitive advantage, constructing a conceptual framework. Finally, according to the research that I find out the following results: (1) When firms attatch more and more importance to establish and maintain organization ability, they can get competitive advantage easier; (2) When firms attatch more and more importance to establish and maintain organization capability, they can get competitive advantage easier; (3) When firms attatch more and more importance to establish and maintain customer relationship management, they can get competitive advantage easier;

碩士
國立雲林科技大學
企業管理系碩士班
91
In the past, if firms can manufacture or research and develop good products, they would get competitive advantage; but now, as era and environment changing, making them competing more violently, and leading them facing more challenges than before. So, they must recheck their main characteristics and use fit strategies to promote their competitive advantage. Basing on these reasons, and there are many literatures about competitive advantage, but still no one developed an integrative model about combining firm’s internal nature and external resources so far. Even though, Hamel & Prahalad(1990) disclose the concept about organization competence increasing competitive advantage; however, it’s not concrete and not completely in the suggestion. In view of this, I explore the relationships among organization ability, organization competence, organization dynamic capability and competitive advantage, constructing a conceptual framework, expecting to bring up a new viewpoint of understanding the nature and sources of firm’s competitive advantage, and naming it “Core Cone Model”. In order to examine the differences between theory and practice, I choose the preceding 1000 large manufacturing companies, 500 large servicing companies, and 100 large banking companies as research targets in this study. I use proportionate stratified sampling, and the rate of sampling is 50%, so I mail 714 copies of questionnaires, 359 effective copies are retrieved, and the effective rate of retrieve is 50.28%. And then, I use SPSS10.0 and LISREL 8.3 as analysis tools. Finally, I find out: (1) When firms attach more and more importance to establish and maintain organization dynamic capability, they can get competitive advantage easier; (2) When firms attach more and more importance to establish and maintain organization ability, they can proceed more and more specialized investments through inter-organizational relationship strategy; (3) When firms attach more and more importance to establish and maintain organization competence, they can proceed more and more knowledge transfer through inter-organizational knowledge management strategy; (4) When firms attach more and more importance to develop inter-organizational knowledge management strategy with their partner suppliers, they can increase their organization dynamic capability easier. In addition, I also find out: (1) Inter-organizational relationship strategy can affect inter-organizational knowledge management strategy positively and significantly; (2) Organization competence can affect and transfer to organization dynamic capability positively and significantly; (3) Organization ability can affect and transfer to organization dynamic capability positively and significantly. At last, according to the conceptual framework and research findings, I provide some meaningful suggestions to further studies and firms.

博士
國立中央大學
人力資源管理研究所
99
Recently the concept of “Dynamic Capability” is extensively applied to organization’s ability to adjust itself in order to face dynamic environments. There are two purposes of this research. First purpose is to develop a dynamic capability scale of public training institutions from private organizations’ theoretical and empirical researches. The second purpose is to understand the dynamic capability in public training institutes in order to provide the possible strategies when facing organization and environment changing. There are two research focuses. Research one is to develop the scale of organization’s dynamic capability in public training institute. The research samples, 44 public training institutes, are divided into two categories. First category, 14 institutes and 123 questionnaires, proceeds item analysis and Exploratory Factor Analysis. Second category, 30 institutes and 250 questionnaires, proceeds multi-normality assessment and Confirmatory Factor Analysis. Research two is to explore the organization’s dynamic capability and performance in public training institutes when facing a dynamic environment. According to research findings, dynamic capability in public training institutes differs from private organization. Dynamic capability in public training institutes can evaluate from five dimensions including organizational and human resources, leaders in organizations, environment sensing, past experiences, and fiscal resources. In addition, the research findings show a positive association between the dynamic capability and the performance in public training institutes. Finally, this research provides practical implications, and future research suggestions.

博士
國立屏東教育大學
教育行政研究所
97
Recently, higher education has to face the challenges and influence of liberalization, globalization and internationalization. All the universities need to develop unique characteristics that can be comparing with other schools. That will help the model of higher education interactions can reflect to the mechanisms of educational market. This research mainly focuses on markerization, to explore and discuss the related issues of dynamic competitive capability and organizational governance in higher education organizations/universities. This research used by case study method; take a university in Taiwan to know the competition problems of universities at present. And try to find out the foundation and directions that could help universities keep developing. The aims of this research as follows: A) To understand the contents and situations of marketization of higher education. B) To examine the idea of marketization, and its influence to higher education development. C) To find the key influence factors about the dynamic competitive capability of higher educations/universities. D) To integrate the factors of higher educations/universities governance mechanisms. E) To analyze the case university’s the reflections that how to face the challenges of organizational changes. For organizational management and developing, all universities should establish, maintains its competitiveness, and responses to demands for market. Especially, reposition is the key when university faces to organizational changes; organizations should seek for helps or collaboration with others, maybe not to be the No.1, but can be the only one.

博士
國立屏東大學
教育行政研究所
106
The purpose of this research is to establish the evaluation criteria of Taiwan Prosecutors Office. This research sort out every indicator that is valuable to prosecution organization evaluation system by collecting and analyzing literature, consulting with lots of scholars and experts, using Delphi technique to analyze, and inviting some scholars and experts to express their opinions through in-depth interview. The conclusion and suggestions in this research are based on all these research and information and will be used as a reference to the authority in Taiwan. 　　In conclusion, there are some findings after research. First, it is necessary for Taiwan Prosecutors Office to implement prosecution organization evaluation system. Second, the government should establish evaluation indicators before implementing evaluation system. Third, this research has built up five aspects of indicators, 15 secondary indicators, and 98 index questions. Finally, the indicators that are constructed by this research are administrative integration, organizational learning and knowledge management, innovation and transformation, and evaluation of core competencies and technology application. These indicators can be used in Taiwan Prosecutors Office to enhance the efficiency and organization dynamic capability.

碩士
國立中興大學
企業管理學系所
103
Owing to the rapid changes of science and economic environments, it becomes harder and harder to maintain the competitive advantages for firms. It’s not easy to maintain the core competitive advantages only by their internal resources and capabilities. However, there are many valuable resources and capabilities around the firms. For the firms, the key way to keep their market position is trying to get more information and knowledge from suppliers, competitors, collaborators and customers. The information and knowledge from stakeholders can often make up for a lack of capabilities and strengthen existing advantages in firms. Based on the dynamic capabilities view, this study attempts to figure out that how the firms develop service innovation by sensing, seizing, and transforming capabilities, finding out that which kind of capabilities in the three steps need to be emphasized by firms. To sum up, firms need to combine their internal and external resources and capabilities to develop service innovation, build up the competitive advantages and maintain their sustainable development. The sample of this study is the service firms in Taiwan, and the questionnaires were mailed to firms ranked at top 650 service firms or ranked at top 100 financial firms according to Common Wealth magazine. A total of 749 questionnaires were mailed, and 123 valid questionnaires were collected, with an effective response rate of 16.42%. We tested for the extent of non-response bias and common method variance, and no serious problems were found. Then the reliability analysis, validity analysis, SEM approach analysis, and multiple regression analysis were conducted to evaluate for the research hypotheses. The major findings of this study are as follows: (1) market sensing capability has a positive impact on knowledge integration capability; (2) alliance learning positively influences knowledge integration capability; (3) knowledge integration capability has a positive impact on incremental innovation; (4) transforming capability has a positive impact on radical innovation; (5) transforming capability has a positive impact on incremental innovation; (6) transforming capability enhances the effect of knowledge integration capability on radical innovation. According to the study results, the theoretical and managerial implications and suggestions for future research are discussed and provided.

碩士
國立中正大學
勞工關係學系暨研究所
103
To expand the training categories, and respond to demand of industry manpower flexibly, government commissioned the private sector to conduct vocational training for the unemployed. The quality of outsourcing vocational training becomes more important. However, small and medium-scale associations have their inherent barriers and restrictions in equipment and teachers, and cannot be likened to the public vocational training centres. Observed in practice, training units use civil training resources embedded in the social network and their dynamic management capabilities, to meet business objectives and training performance at the same time. The study is to explore that training units need to integrate and coordinate social relationships and resources dynamically and flexibly during the around 3-5 months training, such as planning different training courses, converting teachers in real time, and even monitoring the training quality and effect. For the performance of manpower training and development, dynamic strategic competence is clearly vital. This study mainly discussed the mediating effect of dynamic capability on the relationship between social capital and the organization performance. This research takes private pre-service training units, which were evaluated in 2011 by government, as sampling main body. There are 210 responses and 10 of them are invalid. We conclude that social capital has positive impact on dynamic capability, and both social capital and dynamic capability have partially effect on organization performance. Moreover, dynamic capability partially mediates on the relationship between social capital and organization performance. Therefore, private pre-service training units are recommended to intensify their technical, credit and system assets, to strengthen the dynamic elastic strain, and to encourage their staffs’ on-job training, and further to build up a dense social network, with strategic action to achieve organization performance.

碩士
國立交通大學
傳播研究所
94
The competitiveness is one of the motive sources of firms to grows up continuously, core capability is essential for enterprise to survive in the environment of the competition. However, core capability has characteristic of organizing the special quality, it is only in organization under a specific environment that this capability could create the economic profit which other enterprises can't obtain. Organization’s capability often evolve with time, this evolution emerge in different ways depending on the specification of technique, the intension of external market competition, and the characteristics of internal organizational management. This means a firm cannot sustain its competition advantage with its primary capability; a continuous development of new capability is required. In recent years, because Publishing industry in Taiwan faces changing with capitalization and globalization, and the impact of information technology, so this research on the case study to the Cite Publishing Holding Group will explore how organization creates and refines the capability , in order to maintain the competitiveness. This research discover that the tactics goal of organization decide capability to develop; The formulation of the tactics goal is to detect the external environmental trend and threaten. Achievement of tactics goal of organization is that through deploy specific resource to obtain different capabilities.The capabilities of supporting the development of tactics is gradually and accumulated ; In addition, the leader play an important role to expand the company’s scale and gain financial resource; In moderately dynamic markets of publication, dynamic capability of organization are embedded in experience of running media. In high-velocity dynamic market, dynamic capabilities rely extensively on the ways of simple and experimental to accumulate the knowledge and experience of Internet.