組織創新脈絡關係模式之研究--以台灣LED產業為例

An Empirical Study of LED Industry Organizational Innovation Contextual Model in Taiwan

林政勳(Cheng-Hsun Lin)

指導教授 ： 莊立民

共同指導教授 ： 蔡明田

長榮大學/管理學院/經營管理研究所(博)/碩士(2007年)

https://doi.org/10.6833/CJCU.2007.00003

摘要

發光二極體(LED, Light Emitting Diodes)為各類光電元件中市場值最大的元件。因高科技產業本身所具備的高風險、環境快速變動、產品生命週期短的產業特質，使其必須具備更快速的因應能力方能在競爭激烈的環境中生存。因此，未來企業為取得競爭優勢以提高其組織績效的主要來源在於知識資產之持續創新。
而組織績效是企業經營上最重要的課題，有良好的組織績效，才能提升組織的競爭力與獲利能力，而企業欲求滿意的組織績效，組織學習與組織創新常被視為影響的重要因素。此外，組織學習與知識管理是密不可分的，企業從事知識管理來強化其組織效能時，亦必須將組織學習的概念一併考量進去。因此，為提升組織績效，企業應先著重組織內之組織學習、知識管理與組織創新之發展。
本研究以台灣LED產業之從業人員及中、高階單位主管以上為研究對象，發出350 份問卷，有效樣本為225 份，本研究以SPSS10.0 統計軟體進行敘述統計、因素分析、信度分析、迴歸分析、變異數等分析。主要結論如下：
1. 本研究探討台灣LED產業之研究構面(組織學習、知識管理、組織創新與組織績效)間，兩兩關係間均呈現正向顯著影響。
2. 組織創新分別對組織學習及知識管理與組織績效具有中介效果，且組織學習與知識管理對組織創新有顯著之交互作用。
3. 台灣LED產業中，員工數為100~1000人之公司對本研究各構面之表現大抵優於員工人數少於100人之公司；公司成立年數為11~30年、發展階段屬成長期，尤其成熟期之公司對各構面之表現最佳；公司資本額及資本屬性之差別對該產業較無差別影響。

關鍵字

組織學習 ； 知識管理 ； 組織創新 ； 組織績效

並列摘要

Light Emitting Diodes (LED) has the best market value in kinds of Optoelectronic Devices. Because high tech industry has some special attributes, which is like high risk, the fast environment change, and the short product life cycle, etc. For these reasons, in order to be survived in the environment with intense competition, high tech industry should have faster resources. Thus, the main approach to have more competitive advantages is to keep innovating the knowledge.
The organization performance is the most important topic to administer a enterprise. The enterprise could increase the competitiveness and make more profits, when it has high organization performance. Also, both the organizational learning and organizational innovation are usually the factors that affect the organization performance. In addition, organizational learning and knowledge management are inseparable. Thus, when the enterprise would aggrandize the organization performance by carrying out knowledge management, the enterprise should consider to carrying out organizational learning, too. Therefore, in order to promote the organization performance, the enterprise has to put emphasis on organizational learning, knowledge management, and organizational innovation.
In this research, there were 225 effective questionnaires returned among 350 questionnaires distributed to the staffs and department superintendents of LED enterprises within Taiwan. The data were analyzed by a variety of statistical methods, such as descriptive statistic, factor analysis, reliability analysis, regression analysis, and ANOVA, etc. The conclusions of this study are：
1. In the process of facilitating actions relevant to organizational learning, knowledge management, organizational innovation, and organizational performance, we have observed strong and positive influence on each other, i.e. upgrading on one aspect will improve the effect on the other three aspects.
2. The intermediary effect of organizational innovation is formed between organizational learning and organizational performance；the intermediary effect of organizational innovation is formed between knowledge management and organizational performance.
3. In the LED industry, the enterprises is with 100~1000 staffs, established 11~30 years, or under growth phase, especially in mature phase that have better performance on each variable of this study.

並列關鍵字

Organizational Learning ； Knowledge Management ； Organizational Innovation ； Organizational Performance

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