策略聯盟合作關係中社會化機制、知識屬性與創新活動之關聯性研究

The Influences of Socialization Mechanisms and Knowledge Attributes on Innovation Activities in Strategic Alliances

黃筱筑(Siao-Jhu Huang)

指導教授 ： 劉佳玲

國立臺灣大學/管理學院/商學研究所/碩士(2019年)

https://doi.org/10.6342/NTU201901230

摘要

觀察現今企業之間的往來，除了一般正式會議、正式員工訓練等，越來越多企業選擇融入非正式的活動，增進彼此的往來，並且進行內隱知識與外顯知識之移轉；另一方面，面對瞬息萬變的外部環境，企業愈來愈重視創新能力，不論創新活動是內部產生抑或是與外部企業經知識移轉後而產生，產生的創新活動則可能為突破性或漸進式的。本研究的研究目的是探討不同社會化機制與不同知識屬性的移轉之間的關聯與比較，以及不同知識屬性的移轉與不同創新活動之間的關聯與比較；此外，也對於內隱知識之移轉是否有助於外顯知識之移轉進行探討。

本研究使用問卷調查法，發放對象並未鎖定特定產業，填答人則鎖定企業內部主管階級以上且有策略聯盟合作經驗者，並請填答人選擇一間對於該企業而言，近年內最重要或合作最頻繁的策略聯盟合作夥伴，以進行後續問項之填答。本研究共計回收116份有效問卷。

本研究使用統計軟體SPSS 22.0與Mplus進行統計分析，以敘述性統計、信度與效度分析、結構方程模型分析等方式進行資料分析、直接式假說驗證與比較式假說驗證。研究結果發現，正式與非正式社會化機制對於內隱知識之移轉皆有正向影響，正式社會化機制亦對於外顯知識之移轉有正向影響，企業與策略聯盟合作夥伴更傾向以正式社會化機制進行外顯知識之移轉；另外，外顯知識之移轉相較內隱知識之移轉，更有助於企業與策略聯盟夥伴在移轉知識後，共同產生應用型創新；內隱知識之移轉則反之，更有助於企業與其夥伴移轉知識後，共同產生探索式創新。

本研究認為，企業在經營上，應思考正式與非正式社會化機制、內隱與外顯知識之移轉，以及應用型與探索式創新之中，哪些因素是更為重要的，在企業資源有限的情況下，評估對於自身而言，如何達成更有效率或更佳的資源配置，以進行知識管理與維繫企業競爭力。

關鍵字

策略聯盟 ； 社會化機制 ； 內隱知識 ； 外顯知識 ； 應用型創新 ； 探索式創新

並列摘要

In addition to formal meetings and employee trainings, more and more firms nowadays collaborate with their strategic alliance partners through informal socialization mechanisms and transfer tacit and explicit knowledge with each other. Furthermore, facing the constantly-changing world, firms are paying more and more attention to innovation capabilities. Innovation activities may be generated internally or co-developed with partners through exploitation or exploration of knowledge. The purpose of this study is to find the relationship between socialization mechanisms, knowledge transfers, and innovation activities, and then make a comparison of the relationship between socialization mechanisms and knowledge transfers as well as knowledge transfers and innovation activities. This study also addresses the relationship between tacit knowledge transfer and explicit knowledge transfer.

This study collects survey data from 116 managers with strategic-alliance-related experiences, and there is no restriction regarding the industries. Respondents are required to choose a partner company that either is most important or has most frequent collaboration experiences with their own company in recent years, for answering the questions in the questionnaire.

This study utilizes SPSS 22.0 and Mplus for statistics analysis, and conducts descriptive statistics, reliability and validity analysis, and Structural Equation Model (SEM) for direct relationship and comparison hypothesis testing. The results reveal that formal and informal socialization mechanisms are both positively related to tacit knowledge transfer while formal socialization mechanisms are positively related to explicit knowledge transfer. Firms tend to transfer explicit knowledge with their strategic alliance partner through formal socialization mechanisms more. Explicit knowledge transfer is more helpful for firms to co-develop exploitative innovations with their strategic alliance partner while tacit knowledge transfer is more helpful for them to co-develop exploratory innovations.

Among formal and informal socialization mechanisms, tacit and explicit knowledge transfer, and exploitative and exploratory innovations, this study suggests that firms should consider the factors that are rather important to themselves. Facing the situation of limited resources, firms should try to achieve more efficient and better resource allocation for knowledge management to achieve competitive advantages.

並列關鍵字

strategic alliances ； socialization mechanisms ； tacit knowledge transfer ； explicit knowledge transfer ； exploitative innovations ； exploratory innovations

參考文獻

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