企業創新策略、核心競爭力類型及其配適對經營績效影響之研究-以海峽兩岸台商企業網路互賴觀點實證

王國烜

doi:10.6840/cycu200100356

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企業創新策略、核心競爭力類型及其配適對經營績效影響之研究-以海峽兩岸台商企業網路互賴觀點實證

Strategic Fit of Business Innovation and Core Competence Types with Performance－Taiwanese Firm in Taiwan and Mainland China Interdependence View

王國烜 , Masters　　Advisor：呂鴻德　　

繁體中文 DOI： 10.6840/cycu200100356

核心競爭力；網路互賴；經營績效；創新；台商； Interdependence ； Taiwanese Firm ； Innovation ； Performance ； Core Competence

Abstract │ Reference (121) │ Times Cited (14) │ Altmetrics

Abstract 〈TOP〉

Parallel Abstract 〈TOP〉

In 2001, Hamel pointed out “Innovation is the only instrument or capability which enterprises will exist.”  Christensen also indicated that “ core competencies－internal processes－have been thought to make organization’s competitive advantage more enduring.”  Furthermore, the trade in Taiwan and Mainland is frequent, the trend which domestic enterprises entry into Mainland is forming.  Besides, Jen-Chieh Liu expressed that division of labor in international market is that division of labor in Taiwan and Mainland.
In accordance with two dimensions of Business-Innovation strategy and core competence are divided into four types: innovation-oriented, reactive original, competence-oriented, proactive maturity.  These four typologies present different strategies which enterprises take in the competitive environment.  In addition, this study is discussed the influence with performance.  Furthermore, this empirical study also considers two immediate varieties-the types of industry and interdependence; One contextual variety –area.  There, this study is discussed the relationship between strategic fit and performance, and the causes of the types of industry, organizational dependence and area influence above.
The Major research object is Taiwanese manufacturer in Taiwan and Mainland China 973 companies were requested to answer the questionnaires by mail and the effective respondents were 114 sets.  After analyzing those data, the conclusions are summarized as following:
1.	The strategy of business innovation is divided into two types: proactive and reactive then performance of proactive in achievement and satisfaction and entire is better, than reactive.
2.	Core competence is divided into two types: original and maturity, then performance of maturity in achievement and satisfaction, objective and entire is better than original.
3.	No matter in achievement, satisfaction or objective and entire performance, the proactive-maturity is the best one, second is competence-oriented, third is innovation-oriented and the last is reactive-original.
4.	As to satisfaction, the performance of innovation-oriented in high-tech industry is better than others; However, the performance of proactive-maturity in traditional industry is better than others.
5.	As to achievement, the performance of proactive-maturity in high-interdependence type is better than others; However, the performance of innovation-oriented in low-interdependence type is better than others. Besides, as to objective and entire performance, no matter what types of interdependence type are, the proactive-maturity is better than others.
6.	It is insignificant different in area, industry, interdependence and strategic fit types with achievement and satisfaction.

Reference ( 121 ) 〈TOP〉

29. 林靈宏（民82），消費品類型、創新類型與新產品行銷策略關係研究，國立政治大學企業管理研究所未出版博士論文。
連結：
44. 陳明璋（民86），「數位化時代的企業創新策略」，貿易雜誌第13期，台北市進出口商業同業公會出版。
連結：
57. 曾寶玲（民88），企業核心能力與人力資源策略關係之研究，國立台臺灣師範大學工業科技教育研究所未出版碩士論文。
連結：
1. Abernathy and Clark (1985), “Innovation: Mapping the Winds of Creative Destruction”, Research Policy, pg. 3, 19pgs.
連結：
6. Briance, M. et. al. (1998),“Dynamics of core competencies in leading multinational companies”, California Management Review, Berkeley, 40(4), pg. 117, 16 pgs.
連結：

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