English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 113478/144464 (79%)
Visitors : 51488827      Online Users : 960
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
    •  Adv. Search
    Home ‧ Login ‧ Upload ‧ Help ‧ About ‧ Administer Goto mobile version


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/50807


    Title: 知識空間、專屬資產投資、跨組織學習與代工績效關聯性之研究－以通訊代工廠商為例
    The research of relationships among knowledge space, asset specific investment, inter-organization learning and performance of outsourcing - a case study of communication subcontractors
    Authors: 陳東賢
    Chen ,Tung Hsien
    Contributors: 吳思華
    Wu ,Se Hwa
    陳東賢
    Chen ,Tung Hsien
    Keywords: 代工範疇
    先驗知識
    知識空間
    專屬性資產投資
    跨組織學習
    outsourcing scope
    prior knowledge
    knowledge space
    Asset Specific Investment
    Inter-Organization Learning
    Date: 2010
    Issue Date: 2011-09-29 16:41:20 (UTC+8)
    Abstract: 本研究基於資源基礎理論，結合組織學習、網路理論及關係學派的觀點，探討影響代工廠商跨組織學習的情境因素與績效。
    根據之前學者們研究得知，「知識因果模糊性」是影響組織學習的關鍵。知識因果模糊來自於知識的內隱、專屬及複雜本質。「知識分享」與「共同問題解決」是聯盟成員間傳遞因果模糊本質知識的學習方式。而代工廠商專屬性資產投資，除了增進品牌廠商的信任，提高品牌廠商知識分享意願外；也增進了代工廠商與品牌廠商間的互動，透過互動，促使知識外溢的產生。
    知識流學者研究指出，可移轉知識含量是知識分享的前提，也決定知識分享的強度。代工的範圍規範了可移轉知識含量；代工範疇愈複雜，可分享知識相對擴大。但知識的路徑相依本質，限制代工廠商對代工領域知識的辨識。代工廠商先驗知識深淺關係著可移轉知識空間的辦識。代工情境中，可移轉知識，主觀上，受限於代工的範疇；客觀上，則與代工廠商的先驗知識息息相關。
    傳統上檢視組織學習成效，主要來自於對經驗曲線速度的觀察。在策略聯盟夥伴間的競合關係中，學習競賽是造成策略聯盟活動重組、活動替代、或聯盟解散的重要原因。屬「雙邊契約供應聯盟關係」的代工，在經濟理性考慮下，維持與品牌廠商的聯盟關係，是代工廠商的必然選擇。但組織學習增強代工廠商的議價能力，促使代工活動的重組；因此觀察代工廠商跨組織學習的成果，除了經驗曲線，活動重組也是重要的觀察變項。
    第一章 、緒論 15
    第一節 、研究背景 15
    第二節 、研究動機與研究問題 17
    壹 、研究動機：實務面 18
    貳 、研究動機：理論面 18
    參 、研究問題 21
    第三節 、研究限制 22
    第四節 、研究流程與論文結構 23
    第二章 、文獻探討 26
    第一節 、組織學習理論 26
    壹 、組織學習層次與範圍 26
    貳 、組織學習機制 27
    參 、組織學習的形式 28
    肆 、組織學習管理程序 29
    伍 、組織學習與學習績效 31
    陸 、組織學習障礙與成功關鍵因素 32
    柒 、小結：學習環境、組織學習、企業績效 37
    第二節 、聯盟、代工與組織學習 38
    壹 、策略聯盟與代工 38
    一 、前言：策略供應網路vs代工 38
    二 、代工演進與策略性外包 38
    貳 、聯盟型態與組織學習 39
    一 、聯盟組織形態 39
    二 、聯盟統治機制與組織學習 40
    參 、可移轉知識空間與代工廠商跨組織學習 41
    一 、可移轉知識與知識分享 41
    二 、知識空間 41
    三 、知識空間與知識範圍 42
    四 、知識空間與知識關連 43
    肆 、代工知識範圍：代工範疇與可移轉知識空間 45
    一 、聯盟範疇 45
    二 、代工形式與代工範疇 45
    三 、代工範疇與代工知識範圍 47
    伍 、代工廠商先驗知識與可移轉知識空間 49
    陸 、網絡鑲嵌功能與代工跨組織學習 51
    一 、網絡鑲嵌功能與知識分享 51
    柒 、專屬性資產投資與組織學習 53
    一 、專屬性資產分類 54
    二 、專屬性資產的理論基礎：交易成本、關係與組織學習觀點 56
    三 、專屬性資產投資與企業績效 57
    四 、專屬性資產與代工廠商組織學習 58
    捌 、學習競賽、學習績效-代工活動重組 59
    玖 、小結 61
    第三章 、命題推演與研究架構 63
    壹 、代工廠商跨組織學習與代工績效 63
    貳 、可移轉知識空間與代工廠商跨組織學習 63
    參 、專屬性資產投資與代工廠商跨組織學習 65
    肆 、代工範疇與可移轉知識空間 66
    伍 、先驗知識與可移轉知識空間 68
    陸 、學理推論命題與研究架構 69
    柒 、變項定義 70
    第四章 、研究方法 72
    第一節 、個案研究方法 72
    壹 、個案研究的方法論依據 72
    貳 、研究對象選取 73
    參 、資料來源與收集 74
    肆 、分析單位的界定 76
    一 、代工專案的觀察週期 76
    二 、代工專案觀察的獨立性 77
    三 、代工專案與產品生命週期 77
    第五章 、個案廠商與代工專案說明 78
    第一節 、個案廠商背景說明 78
    壹 、品牌廠商：HSTX背景 78
    一 、HSTX的製造策略 80
    貳 、代工廠商：台揚科技背景資料 80
    一 、台揚科技無線通訊上的技術 81
    二 、台揚科技的產品 82
    三 、台揚科技在無線通訊的知識空間 84
    第二節 、HSTX代工專案的產品及其知識本質 86
    壹 、微波通訊產品的應用與技術 86
    一 、微波通訊產品的應用 86
    二 、微波通訊技術與因果模糊特質 87
    三 、微波通訊技術與路徑相依特質 89
    第三節 、代工廠商篩選、產品認證與代工週期 93
    一 、代工廠商的選擇與評估 93
    二 、產品認證流程 94
    三 、代工週期 96
    第四節 、HSTX代工專案的知識分享與知識流 99
    一 、HSTX代工週期中知識分享 99
    二 、代工週期HSTX與代工廠商資訊分享的知識流向與節點 100
    第五節 、小結 102
    第六章 、台揚科技個案分析 105
    第一節 、代工績效 106
    壹 、代工績效 108
    貳 、代工績效的來源 111
    參 、代工績效改善所需要知識 114
    第二節 、可移轉知識空間 116
    壹 、離散式模組代工 116
    一 、離散式模組代工專案的知識領域 117
    二 、台揚科技離散模組先驗知識 119
    三 、離散模組代工專案可移轉知識空間 121
    貳 、整合式模組代工 124
    一 、整合式模組代工專案的知識領域 125
    二 、台揚科技整合模組先驗知識 125
    三 、整合模組代工專案可移轉知識空間 126
    參 、OEM系統代工 129
    一 、OEM系統代工專案的知識領域 129
    二 、台揚科技微波通訊系統的先驗知識 134
    肆 、小結 137
    第三節 、專屬資產投資與跨組織學習 141
    壹 、代工週期與專屬資產投資 141
    貳 、台揚科技對HSTX代工專案專屬資產投資 142
    一 、專屬供應鏈體系（SCM） 142
    二 、生產認證測試（PVT）測試設備 145
    三 、專屬資訊網路（IT） 146
    四 、地區專屬性資產－北美維修中心 149
    參 、專屬資產投資與跨組織學習 149
    一 、供應網路（SCN）與組織學習 150
    二 、生產驗證設備與組織學習 153
    三 、資訊系統與組織學習 155
    四 、北美維修中心與組織學習 161
    肆 、小結 167
    第七章 、對照個案與命題驗證 170
    第一節 、對照個案- BEI泰國廠 170
    壹 、廠商背景 170
    一 、BEI 泰國廠的核心能耐與產品分佈 170
    貳 、BEI泰國廠微波通信產品代工 171
    一 、BEI泰國廠在微波通訊代工與先驗經驗 171
    二 、BEI泰國廠在微波通訊產品可移轉知識空間 172
    三 、BEI泰國廠在微波產品代工的專屬資產投資 173
    四 、BEI泰國廠微波產品之代工績效 174
    五 、BEI泰國廠代工技術問題解決 175
    六 、BEI泰國廠代工資訊流 176
    參 、小結 176
    第二節 、命題驗證與討論 178
    壹 、可移轉知識空間－描繪學習路徑的知識地圖 178
    一 、定義 179
    二 、學理推論命題、研究命題與個案驗證 179
    三 、說明與討論： 183
    貳 、代工績效的演化觀點－一場重組代工活動的學習競賽 184
    一 、定義 185
    二 、學理推論命題、研究命題與個案驗證 185
    參 、代工廠商的跨組織學習－創造互惠氛圍，達成知識外溢效果 188
    一 、定義 189
    二 、學理推論命題、研究命題與個案驗證 189
    三 、說明與討論 196
    肆 、小結 200
    第八章 、研究結論與建議 203
    第一節 、研究結論與貢獻 203
    壹 、研究結論 203
    貳 、研究貢獻 206
    一 、理論面貢獻 206
    二 、實務面貢獻 209
    第二節 、研究建議 217
    壹 、知識外溢與知識保護的平衡 217
    貳 、知識管理應該回歸的本質：組織對知識流的控制 217
    第九章 參考文獻 219
    壹 、中文書籍 219
    貳 、中文期刊 219
    參 、英文書籍 220
    肆 、英文期刊 222
    Reference: 壹、中文書籍
    1. 吳思華 著，2001，《策略九說：策略思考的本質》，台北：臉譜出版。
    2. 司徒達賢 著，2005，《策略管理新論 觀念架構與分析方法》，台北：智勝文化。
    3. 查爾斯 范恩（Charles Fine） 著，李筠 譯，2000，《脈動速度下的決策者》，台北；大塊文化。
    4. 林東清 著，2003，《知識管理》，台北：智勝文化。
    貳、中文期刊
    1. 方世杰，2008，「知識管理研究之本質-組織知識統治」，組織與管理，一卷二期 1-35
    2. 王慧美，2001，國際代工夥伴關係下之資產專屬性與能力建構－供應商觀點分析，國立台灣大學國際企業研究所未出版之博士論文。
    3. 朱文儀、黃延聰，2002，「國際策略聯盟中廠商間知識移轉與廠商能力發展」，台灣管理學刊，二（一）: 105-124。
    4. 佘日新、梁家隆、陳厚銘，2000，「廠商如何經由國外夥伴之技術合作提昇企業技術能力—以台灣資訊電子廠商為例」，管理學報，十七（二）：297-319。
    5. 康敏平和司徒達賢，2007，「關係專屬投資是一種負債？台灣代工廠商的個案研究」，台大管理論叢，第18卷第一期 21-54。
    36. Grant, R. M., & Baden-Fuller, C. （1995）. “A knowledge-based theory of inter-firm collaboration. ” Academy of Management Best Paper Proceedings p.17-21.
    37. Gulati R.,and Singh H.,（1998）“The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances”Administrative Science Quarterly. Ithaca: Vol. 43, Iss. 4; p. 781-815.
    38. Gulati, R., Nohria, N., & Zaheer A.,（2000）“Strategic networks”Strategic Management Journal. Chichester: Vol. 21, Iss. 3; p. 203-215.
    39. Gulati, R.,（1998）“Alliances and networks”Strategic Management Journal. Chichester: Vol. 19, Iss. 4; p. 293-317.
    40. Gupta A. K, and Govindarajan V.,（2000）“Knowledge flows within multinational corporations”Strategic Management Journal. Chichester: Vol. 21, Iss. 4; p. 473.
    41. Hamel G.., Prahalad, C K（1996）“Competing in the new economy: Managing out of bounds”Strategic Management Journal. Chichester: Vol. 17, Iss. 3; p. 237.
    42. Hamel, G.（1991）“Competition for Competence and Inter-Partner Learning Within International Strategic Alliances ”Strategic Management Journal. Chichester: Vol. 12; p. 83-103.
    43. Hamel, G., Doz, Y. L.,and Prahalad, C. K..（1989）“Collaborate with Your Competitors -- and Win”Harvard Business Review. Boston:Vol. 67, Iss. 1; p. 133-140.
    44. Heide, Jan B., John, George.（1988）“The Role of dependence balancing in safeguarding transaction”Journal of Marketing. Chicago: Vol. 52, Iss. 1; p. 20 -36.
    45. Heide, Jan B., John, George.（1992）“Do Norms Matter in Marketing Relationships?”Journal of Marketing. Chicago: Vol. 56, Iss. 2; p. 32-45.
    69. Monteverde, K.,（1995）“Technical dialog as an incentive for vertical integration in the semiconductor industry”Management Science. Linthicum: Vol. 41, Iss. 10; p. 1624-1639.
    46. Heide, Jan B.,and John, George.（1990）“Alliances In Industrial Purchasing: The Determinants Of Joi ”JMR, Journal of Marketing Research. Chicago:Vol. 27, Iss. 1; p. 24-37.
    47. Helper, S. R, and Sako, M.,（1995）“Supplier Relations in Japan and the United States: Are They Converging?”Sloan Management Review. Vol. 36, Iss. 3; p. 77-85.
    48. Hennart J. F.,（1988）“A Transaction Costs Theory Of Equity Joint Ventures”, Strategic Management Journal. Chichester: Vol. 9, Iss. 4; p. 361-375.
    49. Hunt, S. D, and Morgan, R. M.,（1994）“Organizational commitment: One of many commitments or key me”Academy of Management Journal. Briarcliff Manor: Vol. 37, Iss. 6; p. 1568 (20 pages).
    50. Inkpen A. C.,（1998）“Learning and knowledge acquisition through international strategic alliances”The Academy of Management Executive. Vol. 12, Iss. 4; p. 69-81.
    51. Inkpen, A. C., Beamish, P. W. ,（1997）“Knowledge, bargaining power, and the instability of international joint ventures”Academy of Management. The Academy of Management Review. Vol. 22, Iss. 1; p. 177-203.
    52. Inkpen, A. C.,（1996）“Creating knowledge through collaboration”California Management Review. Berkeley: Vol. 39, Iss. 1; p. 123-141.
    53. Jiang, X., and Li, Y.,（2009）“An empirical investigation of knowledge management and innovative performance: The case of alliances”Research Policy. Amsterdam: Mar 2009. Vol. 38, Iss. 2; p. 358.
    54. Kale P., Singh H., and Perlmutter H.,（2000）“Learning and protection of proprietary assets in strategic alliances: Building relational capital”Strategic Management Journal. Chichester: Vol. 21, Iss. 3; p. 217.
    55. Katila R Rosenberger JD & Eisenhardt KM, （2008） “Swimming with sharks Technology ventures defense mechanisms and corporate relationships” Administrative Science Quarterly Vol. 53 Issue: 2 P. 295-332
    70. Mowery, D. C, Oxley, J. E, and Silverman, B. S.,（1996）“Strategic alliances and interfirm knowledge transfer”Strategic Management Journal. Chichester: Vol. 17; p. 77.
    56. Khanna T., Gulati R., and Nohria N.,（1998）“The dynamics of learning alliances: Competition, cooperation, and relative scope”Strategic Management Journal. Chichester: Vol. 19, Iss. 3; p. 193 .
    57. Kogut, B. and U. Zander (1992). “Knowledge of the firm, combinative capabilities, and the replication of technology” Organization Science, 3(3), pp. 383–397.
    58. Kogut, B., （1988） “Joint Ventures: Theoretical And Empirical Perspectives Strategic Management Journal. Chichester: Vol. 9, Iss. 4; p. 319-332.
    59. Lane P. J, and Lubatkin M.,（1998）“Relative absorptive capacity and interorganizational learning”Strategic Management Journal. Chichester: Vol. 19, Iss. 5; p. 461~478.
    60. Larsson, R., Bengtsson, L., Henriksson, K.,and Sparks, J.,（1998）“The interorganizational learning dilemma: Collective knowledge development in strategic alliances”Organization Science. Linthicum: Vol. 9, Iss. 3; p. 285-306.
    61. Levinson, N. S. and M. Asahi (1995)“Cross-national alliances and interorganizational learning”Organizational Dynamics. New York: Vol. 24, Iss. 2; p. 50-63.
    62. Levitt, B., & March, J. G. 1988.“Organizational learning. ” Annual Review of Sociology, 14: 319-340.
    63. Makhija, M. V, and Ganesh, U.,（1997）“The relationship between control and partner learning in learning-related joint ventures”Organization Science. Linthicum: Vol. 8, Iss. 5; p. 508-528.
    64. Masten, Scott E..（1984）“The Organization of Production: Evidence from the Aerospace Industry”Journal of Law and Economics. Chicago: Vol. 27, Iss. 2; p. 403-418.
    65. McEvily B., Perrone V., and Zaheer A.,（2003）“Trust as an organizing principle”Organization Science. Linthicum: Vol. 14, Iss. 1; p. 91 (15 pages).
    71. Muthusamy S.K, and White M. A.,（2005）“Learning and Knowledge Transfer in Strategic Alliances: A Social Exchange View”Organization Studies. Berlin: Vol. 26, Iss. 3; p. 415.
    66. McEvily B.,and Marcus A.,（2005）“Embedded ties and the acquisition of competitive capabilities”Strategic Management Journal. Chichester: Vol. 26, Iss. 11; p. 1033.
    67. Meincke and Atherton, （1976）,“Knowledge space: A conceptual basics for the organization of knowledge”Journal of American Society for information science; P16~24.
    68. Miller, D., and Friesen, P. H., (1980)“Momentum and revolution in organizational adaptation”Academy of Management Journal (pre-1986). Vol. 23, Iss. 000004; p. 591-614.
    72. Myrna,G., & Martyn, C.-H.,.（1996）“Understanding the process of knowledge transfer to achieve successful technological innovation”Technovation. Amsterdam: Vol. 16, Iss. 6; p. 301-313.
    73. Nonaka, I. （1994）,“A dynamic theory of organizational knowledge creation”Organization Science. Linthicum: Vol. 5, Iss. 1; p. 14-37
    74. Oxley J. E.,and Sampson R. C.,（2004）“The scope and governance of international R&D alliances”Strategic Management Journal. Chichester: Vol. 25, Iss. 8/9; p. 723-750.
    75. P. H., & Peridis, T.,（2000）“Knowledge creation in strategic alliances: Another look at organizational learning”Asia Pacific Journal of Management. Singapore: Aug 2000. Vol. 17, Iss. 2; p. 201-222.
    76. Petersen K. J., Handfield R. B., and Ragatz.G. L.,（2003）“A model of supplier integration into new product development”The Journal of Product Innovation Management. New York: Vol. 20, Iss. 4; p. 284.
    77. Pisano, G. P.,（1990）“The R&D Boundaries Of The Firm: An Empirical Analysis”Administrative Science Quarterly. Ithaca: Vol. 35, Iss. 1; p. 153-177.
    78. Popper, M., &, Lipshitz, R.,（1998）“Organizational learning mechanisms: A structural and cultural approach to organizational learning”The Journal of Applied Behavioral Science. Arlington:. Vol. 34, Iss. 2; p. 161-180.
    6. 陳振祥、李吉仁，1997，「ODM的成因與策略運作—水平式產業下的策略聯盟型態」，中山管理評論，五（三）：553-572。
    79. Powell et al., （1996）“Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology”Administrative Science Quarterly. Ithaca: Mar 1996. Vol. 41, Iss. 1; p. 116-145.
    80. Prahalad, C. K., Hamel, G.,（1990）“The Core Competence of the Corporation” Harvard Business Review. Boston: Vol. 68, Iss. 3; p. 79-92.
    81. Reagans R., and McEvily B.,（2003） “Network Structure and Knowledge Transfer: The Effects of Cohesion and Range”Administrative Science Quarterly. Ithaca: Vol. 48, Iss. 2; p. 240.
    82. Rokkan A. I., Heide J. B., and Wathne K. H.,（2003）“Specific investments in marketing relationships: Expropriation and bonding effects”JMR, Journal of Marketing Research. Chicago: Vol. 40, Iss. 2; p. 210.
    83. Schon B., Allan B.,and Sumita R.,（1983）“Linking business strategy and human resource management practices in multinational corporations: A theoretical framework”Advances in International Comparative Management. Greenwich: Vol. 8; p. 199 (17 pages).
    84. Shrivasteva, P., & Mitroff, 1.1. (1982) “Frames of reference managers use: A study in applied sociology of knowledge” Advances in strategic management Greenwich, CT: JAI Press. p. 161-182.
    85. Simonin, B. L.,（1999）“Transfer of marketing know-how in international strategic alliances: An empirical investigation of the role and antecedents of knowledge ambiguity ”Journal of International Business Studies. Washington: Vol. 30, Iss. 3; p. 463-490
    86. Spender, J.-C., (1996)“Making knowledge the basis of a dynamic theory of the firm”Strategic Management Journal. Chichester: Vol. 17; p. 45-62.
    87. Srivastava R. K., Fahey L., Christensen H. K.,（2001）“The resource-based view and marketing: The role of market-based assets in gaining competitive advantage ”Journal of Management. New York: Vol. 27, Iss. 6; p. 777.
    88. Subramani M. R, and Venkatraman N.,（2003）“Safeguarding investments in asymmetric interorganizational relationships: Theory and evidence”Academy of Management Journal. Briarcliff Manor: Vol. 46, Iss. 1; p. 46.
    7. 趙郁文，1998，「跨國委託製造對台灣資訊電子廠商營運能力之提昇效果」，中山管理評論，六（四）：1113-1136。
    89. Szulanski, G.,（1996）“Exploring internal stickness: Impediments to the transfer of best practice within the firm”Strategic Management Journal. Chichester: Vol. 17; p. 27.
    90. Teece, D. J., Pisano G., and Shuen A., (1997)“Dynamic capabilities and strategic management”Strategic Management Journal. Chichester:. Vol. 18, Iss. 7; p. 509-533.
    91. Teng B.S.,and Das T.K.,（2008）“Governance structure choice in strategic alliances; The roles of alliance objectives, alliance management experience, and international partners”Management Decision. London: Vol. 46, Iss. 5; p. 725.
    92. Uzzi B.,（1997）“Social structure and competition in interfirm networks: The paradox of embeddedness”Administrative Science Quarterly. Ithaca:Vol. 42, Iss. 1; p. 35-68.
    93. Van Aken J. E, and Weggeman M. P.,（2000）“Managing learning in informal innovation networks: Overcoming the Daphne-dilemma”R & D Management. Oxford: Vol. 30, Iss. 2; p. 139-150.
    94. Van De Ven A. H.,（1976）“On the nature, formation, and maintenance of relations among organizations”The Academy of Management Review (pre-1986). Vol. 1, Iss. 000004; p. 24-37.
    95. Weick, K. E.,（1983）“Misconceptions About Managerial Productivity”Business Horizons. Greenwich: Vol. 26, Iss. 4; p. 47-53.
    96. Williamson, Oliver E.,（1991）“Strategizing, Economizing, and Economic Organization”Strategic Management Journal. Chichester: Vol. 12; p. 75-95.
    97. Wright’s T.,（1936）“Factor affecting the cost of airplanes” journal of Aeronautical Sciences 3（4）:122-128
    98. Zaheer, A., and Venkatraman, N.,（1995）“Relational governance as an interorganizational strategy: An empirical test of the role of trust in economic exchange”Strategic Management Journal. Chichester: Vol. 16, Iss. 5; p. 373-395.
    8. 簡俊成、洪清德，2003，「外部知識移轉之研究－以台灣上市上櫃製造業公司為例」，管理學報，20卷5期：頁929-964。
    99. Zhuge, H; Chen, J., Feng, Y., and Chi, X. (2002) “A federation-agent-workflow simulation framework for virtual organisation development”Information & Management. Amsterdam: Vol. 39, Iss. 4; p. 325.
    100. Zhuge. H.,（2002a）“A process matching approach for flexible workflow process reuse”Information and Software Technology. Amsterdam: Vol. 44, Iss. 8; p. 445.
    101. Zhuge Hai, （2002b）， “A knowledge flow model for peer to peer team knowledge sharing” expert system with applications 23, P. 23-30
    參、英文書籍
    1. Argyris, C, & Schon, D. A. (1978) “Organizational learning;”Reading, MA: Addison-Wesley.
    2. Cyert, R. M.,and March, J. G. (1963) “A behavioral theory of the firm”Englewood Cliffs, NJ: Prentice-Hall.
    3. DiBella. A., & Nevis, E.,（1998）“How organizations learn: An integrated strategy for building learning capability”, Jossey-Bass,
    4. Dietrich Albert,（1994）“Knowledge structure”Springer Verlag; New York.
    5. Doz Y, L., and Hamel G..,（1998）“Alliance Advantage-The Art of Creating Value Through Partnering”HBS.
    6. Hedberg, B. (1981) “How organizations learn and unlearn? ”In P. C. Nystrom ft W. H. Starbuck (Eds.), Handbook of organizational design (pp. 8-27). London: Oxford University Press.
    7. Jelinek, M. (1979)“Institutionalizing innovations: A study of organizational learning systems”New York: Praeger.
    8. Linder J. G.,（2004）“ Outsourcing for Radical Change.”AMACOM Broadway, New York NY.
    9. Miles. R. H., (1982)“Coffin nails and corporate strategies.” Englewood Cliffs, NJ: Prentice-Hall.
    10. Nelson, R., & Winter, S. 1982. “An evolutionary theory of economic change”. Cambridge, MA: Harvard University Press.
    11. von Hippel, E. (1988)“The Sources of Innovation”. Oxford University Press, New York.
    12. Westney, D. E.,（1988）“Domestic and foreign learning curves in managing international cooperative strategies”. In F. J. Contractor & P. Lorange (Eds.), Cooperative strategies in international business: 339-346. Lexington, MA: Lexington Books.
    13. Wiig, K. M.,（1993）“knowledge Management Foundation” Schema Press
    14. Williamson, O. E., (1985).“The Economic Institutions of Capitalism.”Free Press, New York.
    15. Simon, H. A. (1969)“Sciences of the artificial”. Cambridge, MA: M.l.T. Press.
    肆、英文期刊
    1. Anderson, E.and, Weitz, B.,（1992）“The Use of Pledges to Build and Sustain Commitment in Distribution Channels”JMR, Journal of Marketing Research. Chicago: Vol. 29, Iss. 1; p 18-35.
    2. Appleyard Melissa M.,（1996）”How Does Knowledge Flow? Interfirm Patterns in The Semiconductor Industry” Strategic Management Journal. Chichester: Vol. 17, Iss. Winter Special Issue; pg. 137-155
    3. Aulakh, P., S., Kotabe, M., and Sahay, A.,（1997）“Trust and performance in cross-border marketing partnerships: A behavioral approach”Journal of International Business Studies. Washington: Vol. 27, Iss. 5; p 1005-33.
    4. Badaracco, J.L.（1991）“Alliances Speed Knowledge Transfer”
    Planning Review. Vol. 19, Iss. 2; p. 10-16.
    5. Barney, J., B.,（1986）“Strategic Factor Markets: Expectations, Luck, and Business Strategy” Management Science. Linthicum: Vol. 32, Iss. 10; p. 1231-1242.
    6. Bartunek, J. M. (1984) “Changing Interpretive Schemes and Organizational Restructuring: The Example of a Religious Order”Administrative Science Quarterly. Ithaca: Vol. 29, Iss. 3; p. 355-372.
    7. Beckman, T. J., （1997）“The Current State of Knowledge Management’in J. Liebowitz(ed)”Knowledge Management Handbook, Boca Raton, Fla: CRC Press.
    8. Bleeke, J., and Ernst, D., (1995).“Is Your Strategic Alliance Really a Sale? ”, Harvard Business Review: Vol 73, p. 97-105.
    9. Bresman H., Birkinshaw J., and Nobel R.,（1999）“Knowledge transfer in international acquisitions”Journal of International Business Studies. Washington: 1999. Vol. 30, Iss. 3; p. 439-63.
    10. Chandler, A. (1962) “Strategy and structure.” Cambridge, MA: M.I.T. Press.
    11. Choi, K, K., S, and Lee, H, K., I.,（1997）“An operation scheme for make-to-order job-shop production systems”Computers & Industrial Engineering. New York: Vol. 33, Iss. 3,4; p. 765-769.
    12. Clark, K., B.,and Fujimoto, T.,（1990）“The Power of Product Integrity”Harvard Business Review. Boston: Vol. 68, Iss. 6; p. 107-119.
    13. Coase, R. H. (1937)“The nature of the firm”Economica, 4, pp. 386–405.
    14. Cohen, W. M. and Levinthal D. A. (1990) “Absorptive Capacity: A New Perspective On Learning And Innovation”Administrative Science Quarterly. Ithaca:Vol. 35, Iss. 1; p. 128-152.
    15. Conner, K. and Prahalad C. K., (1996) “A resource-based theory of the firm: Knowledge versus opportunism”Organization Science. Linthicum: Vol. 7, Iss. 5; p. 477-501.
    16. Crossan M., M, and Inkpen. A., C.,（1994）“COMMENTARY Promise and Reality of Learning through Alliances” The International Executive (1986-1998). New York: Vol. 36, Iss. 3; p. 263-274.
    17. Crossan, M. M., Lane, H. W., & White, R. E. （1999）“An organizational learning framework: From intuition to institution”The Academy of Management Review. Briarcliff Manor: Jul 1999. Vol. 24, Iss. 3; p. 522-537.
    18. Das,T. K., and Teng B. S.,（1998）“Between trust and control: Developing confidence in partner cooperation in alliances”Academy of Management. The Academy of Management Review. Briarcliff Manor: Vol. 23, Iss. 3; p. 491-513.
    19. David R. J, and Han Shin-Kap.,（2004）“A systematic assessment of the empirical support for trabsaction cost economics”Strategic Management Journal. Chichester: Vol. 25, Iss. 1; p. 39.
    20. Dierickx, I., Cool, K.,（1989）“Asset Stock Accumulation And Sustainability Of Competitive”Management Science. Linthicum: Vol. 35, Iss. 12; p. 1504-1514.
    21. Dodgson, M.,（1993）“Organizational learning: A review of some literatures”. Organization Studies. Berlin: Vol. 14, Iss. 3; p. 375-395.
    22. Dussauge P., Garrette B., and Mitchell W.,（2000）“Learning from competing partners: Outcomes and durations of scale and link alliances in Europe, North America and Asia”Strategic Management Journal. Chichester: Vol. 21, Iss. 2; p. 99.
    23. Dussauge P., Garrette B., and Mitchell W.,（2004）“Asymmetric performance the market share impact of scale and link alliances in the global auto industry”Strategic Management Journal. Chichester: Vol. 25, Iss. 7; p. 701.
    24. Dyer J. H., & Singh, H.,（1998）“The relational view: Cooperative strategy and sources of interorganizational competitive advantage”The Academy of Management Review. Vol. 23, Iss. 4; p. 660-679.
    25. Dyer J. H., and Singh H.,（1998）“The relational view: Cooperative strategy and sources of interorganizational competitive advantage”Academy of Management. The Academy of Management Review. Vol. 23, Iss. 4; p. 660-680 .
    26. Dyer J. H., Cho D. S.,and Chu W.,（1998）“Strategic supplier segmentation: The next "best practice" in supply chain management”California Management Review. Berkeley: Vol. 40, Iss. 2; p. 57-78.
    27. Dyer J. H.,（1997）“Effective interfirm collaboration: How firms minimize transaction costs and maximize transaction value”Strategic Management Journal. Chichester: Vol. 18, Iss. 7; p. 535-556.
    28. Dyer, J. H., & Nobeoka, K., （2000）“Creating and managing a high-performance knowledge-sharing network: The Toyota case”Strategic Management Journal. Chichester: Vol. 21, Iss. 3; p. 345.
    29. Dyer, J. H.,（1996 a）“Specialized supplier networks as a source of competitive advantage: Evidence from the auto industry”Strategic Management Journal. Chichester: Vol. 17, Iss. 4; p. 271-292.
    30. Dyer, J. H.,（1996）“Does governance matter? Keiretsu alliances and asset specificity as sources of Japanese competitive advantage”Organization Science. Linthicum: Vol. 7, Iss. 6; p. 649-667 .
    31. Eisenhardt, K. M., Schoonhoven, C. B.,（1996）“Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms”Organization Science. Linthicum: Vol. 7, Iss. 2; p. 136-151.
    32. Fiol, C. M. & Lyles, M. A.,（1985）“Organizational Learning”Academy of Management.. Vol. 10, Iss. 4; p. 803-813.
    33. Ghosh M., and John G.,（1999）“Governance value analysis and marketing strategy”Journal of Marketing. Chicago: Vol. 63; p. 131-146.
    34. Gottfredson M., Puryear R., Phillips S.,（2005）“Strategic Sourcing: From Periphery to the Core”Harvard Business Review. Boston: Vol. 83, Iss. 2; p. 132.
    35. Grant, R. (1996)“Prospering in dynamically-competitive environments: Organizational capability as knowledge integration”Organization Science. Linthicum: Vol. 7, Iss. 4; p. 375-387.
    Description: 博士
    國立政治大學
    科技管理研究所
    91359504
    99
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0913595041
    Data Type: thesis
    Appears in Collections:[科技管理研究所] 學位論文

    Files in This Item:

    File SizeFormat
    index.html0KbHTML2496View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback