本論文從實體系統、知識與技能、管理系統與價值觀等構面,研究台灣軟體公司導入「整合能力成熟度模型(CMMI)」之前中後,公司能力/能耐變化之情形。研究方法係採用質性分析為基礎的多重個案方法,並以半結構化問卷作為資料蒐集之工具,藉以找出與CMMI有關之組織常規(routines)。紮根(grounding)於這些常規之上,我們將公司能力/能耐與價值共生之理論與文獻與之進行整合後,我們提出了一個共同演化的模型,該模型指出軟體公司能力/能耐係從組織的標準作業程序(SOPs)與客戶計畫間共同演化所產生的。因此,本研究有助於從價值共生觀點對公司動態能力之理論加以補充。此外,我們也分析了是否軟體公司所建立的能力可以成為公司的策略性資產。最後,我們建議對軟體公司而言,CMMI導入並不至於造成競爭優勢之無差異化,而能促使與客戶間建立一個高效益的價值共生機制。
This paper studies the change for capabilities/competencies of Taiwan software firms through physical systems, knowledge and skills, managerial system, and value and norm aspects before and after they introduce CMMI. By conducting qualitative-based multiple case-study approach and using semi-structural questionnaire as the tool, we identified CMMI related organization routines. Grounding on these routines, we integrate capabilities/ competencies related literatures and value co-production studies to propose a co-evolution model, which suggest that capabilities/competencies of software companies come from the co-evolution between organizational standard operation procedures (SOPs) and customer projects. The co-evolution model would be useful to supplement the dynamic capabilities theory of firm from the value co-production viewpoint. Further, it is analyzed whether these capabilities can become the strategic assets of the software firms. Finally, we recommend that the introduction of CMMI is not only the behavior for Taiwan software firms to build their competitive advantage without differences, but also to build a high performance mechanism for co-producing value with their customers.