百貨業環境複雜度與組織變革之關係：以M百貨與U品牌為例

Relationship between Environmental Complexity and Organizational Change in the Department Store Industry: A Case Study on M-Department Store and U-Brand

趙義隆(Yi-Long Jaw) ； 許旭緯(Hsu-Wei Hsu)

《行銷評論》 Volume 10 Issue 2 (2013/06) Pp. 117-144

Abstracts

M百貨與U品牌之間的合作型態有別於過去20年間本土企業與跨國百貨的合資經營模式。因此本研究以個案訪談研究法，結合靜態的交易成本理論與動態能力觀點，探討任務環境對組織變革的影響。研究結果顯示：百貨業的環境複雜度與組織變革之間的關係，會受到動態能力與控制機制的干擾。換言之，若企業擁有較強的動態能力，可順利將過去累積的資源加以轉化並重新配置，使其更容易執行新策略；而夥伴之間的信任與合作關係，也能讓降低環境對變革的影響。

Keywords

交易成本 ； 動態能力 ； 百貨業 ； 個案研究

Parallel abstracts

Over the last twenty years, cooperation between M-department store and U-brand has diverged from the joint venture model involving a domestic enterprise and a multinational department store. Thus, this study adopted interview techniques to investigate the influence of the environment on organizational change from the perspectives of static transaction costs theory and the dynamic capabilities theory of an organization. Our results indicate that the relationship between environmental complexity and organizational change in the department store industry is largely influenced by the dynamic capabilities and control mechanisms. In other words, enterprises with stronger dynamic capabilities are better able to transform and reallocate their accumulated resources more effectively, thereby facilitating the implementation of new policies. The mutual trust among partners reduces the influence of the environment on organizational change.

Parallel keywords

transaction cost ； dynamic capability ； department store industry ； case study

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