English  |  正體中文  |  简体中文  |  Post-Print筆數 : 11 |  Items with full text/Total items : 88987/118697 (75%)
Visitors : 23573307      Online Users : 168
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
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/96233
    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/96233


    Title: 策略聯盟所引發的組織改變:組織慣性之化解
    Organizational change through strategic alliances: overcoming organizational inertia
    Authors: 虞邦祥
    Yu, Pang Hsiang
    Contributors: 司徒達賢
    林月雲

    Seetoo, Dah Hsian
    Lin, Yeh Yun

    虞邦祥
    Yu, Pang Hsiang
    Keywords: 組織慣性
    策略聯盟
    管理矩陣
    組織改變
    組織學習
    organizational inertia
    strategic alliances
    Management Matrix
    organizational change
    organizational learning
    Date: 2012
    Issue Date: 2016-05-10 18:50:53 (UTC+8)
    Abstract: 策略聯盟在管理理論與實務上都是重要且常被提及的議題,但因組織進入策略聯盟後績效提升的成果不一致,以致廣受學者與經理人之質疑與討論。近期研究顯示,策略聯盟是否能提升績效與組織學習或改變有關。本研究以組織慣性觀點檢視在策略聯盟過程中組織慣性之所在、展現與成因,以及透過策略聯盟如何化解組織慣性,達成焦點組織跟隨策略意圖而來的組織改變。
    Hannan與Freeman(1984)據組織生態學提出的組織慣性觀點認為,組織為使利害關係人持續投入資源,須達到當責性(accountability)與穩定性(reliability)的要求,如此將令組織在重複產出下產生慣性(inertia)。組織慣性具有效率、低成本及自動化等功能以因應穩定的環境,但當環境變遷時,組織慣性則將成為組織因應環境的絆腳石與組織改變的障礙。據此,本研究目的有二:一、希望透過聯盟雙造(多方)受訪者的觀點,探討焦點組織的組織慣性所在與展現。二、如何透過組織間的策略聯盟化解焦點組織的組織慣性,達成焦點組織策略改變之目的,找出策略聯盟成員廠商與領導廠商的條件及化解組織慣性的機制。
    組織慣性引自物理學的慣性概念,本研究利用跨領域理論之借用,嘗試與當前的聯盟研究對話,透過質性紮根的研究方式,訪談紡織產業中參與策略聯盟之廠商,以變革事件為分析單位,探索廠商參與策略聯盟過程中出現的組織慣性及其化解方式,並就本研究之發現與相關組織理論對話。
    本研究核心問題為:一、組織慣性成因;二、組織慣性之化解;三、策略聯盟如何化解組織慣性。理論貢獻包括:一、提出組織內各單位、各層級無法同步改變是組織慣性之成因。二、若可使組織內部達成同步改變,則可化解組織慣性;透過認知、誘因、資源與能力的互補提升等三種機制可影響各個個體的決策與行動。三、策略聯盟可透過對象的選擇,以鏡像脈絡與聯盟倡導人途徑造成焦點組織同步改變,化解其組織慣性。實務意涵為提供具有組織慣性的組織改變的可行途徑,以及策略聯盟夥伴的選取與聯盟化解組織慣性之機制。
    Strategic alliances are a popular practical strategy in the management field and represent an important area of academic research. The outcomes of organizations that have joined strategic alliances have been inconsistent, however, so strategic alliance is still a black box for management scholars and managers. Recent studies have shown that the performance of strategic alliances is related to the process of organizational learning or changes in the focal organizations. This research is based on the organizational inertia perspective, which analyzes the organizational inertia of a focal organization in the process of strategic alliance through the Management Matrix (Seetoo, 2005). This matrix shows the locations, causes, and presentations of the organizational inertia. Overcoming organizational inertia through strategic alliances may allow organizations to achieve expected changes in strategic intent.
    Organizational inertia was originally a concept from physics. In this study, we have borrowed from multiple theories in an attempt to dialogue with the current research on strategic alliances. According to organizational ecological theory, organizational inertia emerges when an organization wants its stakeholders to continue to input their resources into the organization, and ,in turn, the organization must provide output that meets the stakeholders’ requirements regarding accountability and reliability. After repeated production and documentation, the organization acquires inertia (Hannan & Freeman, 1984). In a stable environment, an organization with inertia is efficient, low-cost, and automated. When the environment is changing, however, organizational inertia will become an obstacle for organizations in their ability to respond to external changes.
    This study has several purposes, First, through the interviewees, who are key persons in dyadic (or multiple) partnerships in strategic alliances, we aim to investigate the locations, causes, and presentations of the focal organizations’ organizational inertia. Second, in order to analyze the process of overcoming the focal organizations’ inertia in a strategic alliance context, we aim to identify the routes, mechanisms, and characteristics of the strategic alliance partner that aid in overcoming the focal organization’s inertia.
    Through qualitative interviews with the participating organizations, all of which have joined strategic alliances in the textile industry, our analysis focuses on the events surrounding strategic change. We explore the presentations and overcoming of the focal organizations’ inertia in the strategic alliance process. The findings of this study are brought into the conversation through dialogue with relevant organization theory.
    From the analysis of the qualitative data from multiple resources, we put forward the following three propositions: First, the focal organization’s lack of coherence and synchronous change are the cause of the organizational inertia. Second, if coherence and synchronous change can be reached within the organization, organizational inertia can be resolved. Third, a strategic alliance can help the focal organization to achieve the coherent and synchronous change to overcome its organizational inertia.
    This study makes several theoretical contributions. First, we find that the focal organizations inability to enact coherent, synchronous change is the main cause of organizational inertia. Second, if synchronous change can be reached within the organization, this can resolve organizational inertia; offering new information to influence cognition, incentives, resources, and capabilities are complementary enhancement mechanisms that can affect individuals’ decisions and actions. Third, strategic alliance through the selection of an alliance partner, a mirroring context, and an alliance champion can improve the focal organizations’ ability to access synchronous change to overcome its organizational inertia. When the partners in the strategic alliance have high reputation and capability, they will accomplish these mechanisms more easily. For the coherence of multiple decision makers, one partner of the strategic alliance must mirror the focal organization to obtain a better result in overcoming focal organizational inertia. Other, there needs to be a champion in the multiple strategic alliance who can to persuade people to alter their cognition, plan incentive allocation, integrate the organizations’ capabilities and resources, and so on.
    The practical implications of this research are that it provides a viable way to overcome organizational inertia, as well as selecting strategic alliance partners and the mechanisms and routes of strategic alliances.
    Reference: 中文部分
    方世杰(1999)。科技專案產研技術合作研發聯盟動機類型、互動機制與績效之研究。中山管理評論,7(2):325-356。
    王明鳳(2007)。以管理矩陣及家族因素分析屏東縣民間老人養護機構。東海大學社會工作學系博士論文。
    司徒達賢(2001)。策略管理新論-觀念架構與分析方法。台北:智勝出版社。
    司徒達賢(2005)。管理學的新世界。台北:天下文化。
    司徒達賢(2008)。組織學習的廣博與專精。天下雜誌,354:137-139。
    司徒達賢,熊欣華(2005)。投機行為分析-價值差距、資訊差距與潛在懲罰力之影響。中山管理評論,12(4):675-707。
    吳一凡(2005)。以整合觀點分析《鹿鼎記》之管理行為。國立政治大學企業管理研究所碩士論文。
    吳孟玲(2002)。組織創建、組織死亡、及產業變遷之生態研究,國立中央大學企業管理研究所博士論文。
    吳思華(1998)。策略九說(第二版)。台北:臉譜文化出版。
    李伯璋(2001)。一步一腳印-器捐薪傳生命(To Donate Organ Is to Give Life)。台南:國立成功大學出版。
    李田樹、李芳齡(譯)(2003)。Donald N. Sull著。成功不墬─最適者再生。台北:天下。
    李淑瑛(2004)。台灣紡織產業新產品開發策略聯盟運作模式之研究。輔仁大學織品服裝學系碩士論文。
    周雪光(2003)。組織社會學十講。北京:社會科學文獻出版社。
    邱承漢(2005)。以整合觀點分析《課長島耕作》之管理行為。國立政治大學企業管理研究所碩士論文。
    柯永河(1994)。習慣心理學‧理論篇。台北:張老師文化。
    柯永河(1997)。習慣心理學‧歷史篇。台北:張老師文化。
    柯永河(2001)。習慣心理學‧辨識篇(上)(下):新的治療理論與方法。台北:張老師文化
    柯永河(2004)。習慣心理學應用篇:新的治療理論與方法。台北:張老師文化。
    酒小萍(2005)。人壽保險公司中階主管績效管理活動之解析-管理矩陣之應用。國立政治大學企業管理研究所碩士論文。
    張馥芳(2004)。廠商在策略群組間移動之研究:以台灣地區人壽保險業為例。國立政治大學企業管理研究所博士論文。
    張滄漢(2001)。台灣紡織業因應全球紡織品貿易自由化之經營策略研究。國立政治大學經營管理碩士學程論文。
    陳怡靜(2007)。從智慧資本觀點探討組織變革過程中人力資源發展實務之角色。國立政治大學企業管理研究所博士論文。
    陳家聲、鄭仁偉(1997)。自主調適與組織慣性理論之整合實證分析---以台灣電子業推動ISO9000認證活動為例。台大管理論叢,8(2):191-234。
    陳家聲、鄭仁偉(1998)。理性調適與組織慣性理論的比較分析與整合。企業管理學報,42:71-104。
    陳家聲、鄭仁偉(1999)。組織慣性特徵研究。企業管理學報,44(3):1-38。
    陳銘薰、黃榮志(1999)。組織慣性在公部門之影響。人事月刊,28(4):54~61。
    陳雯虹(2010)組織例規與彈性關聯性之研究。國立政治大學企業管理研究所博士論文。
    黃榮志(1998)。公共組織慣性之實徵研究:以中央行政機關為研究對象。國立中興大學公共行政與政策研究所碩士論文。
    黃漢儀(2008)。以整合觀點分析胡雪巖之管理行為。國立政治大學企業管理研究所碩士論文。
    黃營杉(1999)。組織慣性對組織改變績效的影響:以廠商股票申請上櫃之過程為例。台北市:國科會專題計畫成果報告。
    鄭仁偉(1995)。組織自主改變、組織慣性與改變績效的關係:台灣電子業推動ISO9000認證活動實證研究。國立台灣大學商學研究所博士論文。
    鄭彩鳳(1996)。競值途徑應用在高中職校長領導角色、學校組織文化特性與組織效能關係之研究。國立高雄師範大學教育研究所博士論文。
    鄭祥麟(2005)。策略聯盟所引發組織改變之硏究。國立政治大學企業管理研究所博士論文。
    鄭錫鍇(1993)。公民意識與公共組織結構慣性之關連性。國立台灣大學政治學研究所碩士論文。
    鄭燿男(2000)。中小學組織慣性與效能之研究:以臺南市為例。國民教育研究集刊,8:197-228。
    盧偉斯(1996)。組織學習的理論性探究。國立政治大學公共行政研究所博士論文。
    蕭瑞麟(2006)。不用數字的研究。台北:台灣培生教育。
    蕭瑞麟(2011)。讓脈絡思考創新:喚醒設計思維的三個原點。台北:天下文化。
    蕭瑞麟,廖啟旭,陳蕙芬(2011)。越淮為枳:由組織作為分析跨情境科技採納。資訊管理學報,18(2):131-160。
    謝棟梁(1998)。組織慣性與結合資訊科技的組織轉型之研究:以中國石油公司為例。國立台灣大學商學研究所博士論文。
    鍾邦友(2002)。組織慣性理論對學校組織變革的啟示。學校行政雙月刊,1:31-39。
    鍾邦友(2002)。學校組織慣性、組織自主調適與組織變革效能關係之研究。國立高雄師範大學教育研究所博士論文。

    英文部分
    Aiken L. S., & West S. G. (1992). Multiple Regressions: Testing and Interpreting Interactions. Newbury Park, CA:Sage
    Aldrich, D. A. (1979). Organizations and Environments. Englewood Cliffs, NJ: Prentice -Hall.
    Amburgey, T. L., & Miner, A. S. (1992). Strategic momentum: The effects of repetitive positional and contextual momentum on merger activity. Strategic Management Journal, 13(5): 335-348.
    Amburgey, T. L., Kelly, D., & Barnett, W. P. (1993). Resetting the clock: The dynamics of organizational change and failure. Administrative Science Quarterly, 38 (1): 51-73.
    Anand, B., & Khanna, T. (2000). Do firms learn to create value? The case of alliances. Strategic Management Journal, 21(3): 295-316.
    Anand, N., Gardner, H. K., & Morris, T. (2007). Knowledge-based innovation: Emergence and embedding of new practice areas in management consulting firms.” Academy of Management Journal, 50(2): 406–428.
    Argyris, C. (1976). Theories of action that inhibit individual learning. American Psychologist, 31(9): 638-654.
    Argyris, C. (1992). On Organizational Learning, Cambridge, MA: Blackwell.
    Argyris, C., & Schon, D. A. (1978). Organizational Learning: A Theory of Action Perspective. New York: Addison-Wesley.
    Badaracco, J. L. (1991). The Knowledge Link: Firms Compete Through Strategic Alliances. Boston: Harvard Business School.
    Barney J. (1986). Strategic factor markets: Expectations, luck, and business strategy. Management Science, 32(10): 1231-1241.
    Barney J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1): 99-120.
    Barney, J. B., & Baysinger, B. (1990).The organization of Schumpeterian innovation. In Lawless and Gomez-mejia (ed.), Strategic Management In HighTechnology Firms, pp.3-14. Greenwich, CT. JAI Press.
    Baum, J., & Oliver C. (1991). Institutional linkages and organizational mortality. Administrative Science Quarterly, 36(2): 187-218.
    Baum, J. A., Calabrese T, & Silverman B. S. (2000). Don't go it alone: Alliance network composition and startups' performance in Canadian biotechnology. Strategic Management Journal, 21(3): 267–294.
    Baum, J. A. (1990). Inertia and adaptive patterns in the dynamics of organizational change. Academy of Management Best Papers Proceedings, pp. 165-169.
    Baum, J. A., & Korn, H. J. (1996). Competitive dynamics of inter-firm rivalry. Academy of Management Journal, 39(2): 255-291.
    Benner, M. J., & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review, 28(2): 238-256.
    Bennett, J. K., & Obrien, M. J. (1994). Organizational Learning: A Theory of Action Perspective. New York: Addison-Wesley.
    Bettis, R. A., & Prahalad, C. K. (1995). The dominant logic: Retrospective and extension. Strategic Management Journal, 16(1): 5-14.
    Biemans, W. G. (1992). Managing Innovation within Networks. London & New York: Routledge.
    Bleeke, J., & Ernst, D. (1993). Collaborating to Compete: Using Strategic Alliance and Acquisitions in the Global Marketplace. New York: Wiley.
    Bleeke, J., & Ernst, D. (1991). The way to win in cross-board alliance. Harvard Business Review, 67(6): 127-135.
    Bower. J.(1970). Managing the Resource Allocation Processs: A study of corporate Planning and Investment. Boston, MA: Harvard Business School Press.
    Brown, S. J. (1996). A Study of Collective Learning in an Organization. Ann Arbor, MI: University International Dissertation Services.
    Buckley, P. J., & Casson, M. (1988). The theory of cooperation in international business. in Contractor, F. and P. Lorange (ed), Cooperative Strategies in International Business, pp. 31-34, Boston, MA: Lexington.
    Burgelman, R. A. (2002). Strategy as vector and the inertia of co-evolutionary lock-in. Administrative Science Quarterly, 47(2): 325-357.
    Burgers W. P., Hill C. W., & Kim W. C. (1993). A theory of global strategic alliances: The case of the global auto industry. Strategic Management Journal, 14(6): 419-432.
    Burt R. S. (1992). Structural Holes: The Social Structure of Competition. Boston, MA: Harvard University Press.
    Bygrave, W. D. (1989). The entrepreneurship paradigm: A philosophical look at its research methodologies. Entrepreneurship Theory and Practice, 14(1): 7-26.
    Campbell, A. & Park, R. (2005). The Growth Gamble: When Leaders Should Bet Big on New Business and How They Can Avoid Expensive Failures. London: Nicholas Brealey Publishing, ISBN 190 483 8049.
    Carroll, G. R., & Hannan, M. T. (1995). Organizations in industry: Strategy, structure, and selection. New York: Oxford University
    Chakrabarti, A. K. (1974). The role of champion in the product innovation. California Management Review, 17(2): 58-62.
    Chandler, A. (1962). Strategy and Structure. Cambridge, MA: M. I .T. Press.
    Chen, C. C., Chen, X. P., & Meindl, J. R. (1998). How can cooperation be fostered? The cultural effects of individualism and collectivism. Academy of Management Review, 23(2): 285-304.
    Chung, S., Singh, H., & Lee, K. (2000). Complementarities, status similarity and social capital as drivers of alliance formation. Strategic Management Journal, .21(1): 1-21.
    Christensen, C. M., & Bower, J. L. (1996). Customer power, strategic investment, and the failure of leading firms. Strategic Management Journal, 17(3): 197-218.
    Christensen, C. M., & Bower, J. L. (2005). Customer power, strategic investment, and the failure of leading firms. In Bower J. L. and Gilbert C. G. (ed.), From Resource Allocation to Strategy, pp. 99-134, New York: Oxford University.
    Coase, R. H. (1937). The Nature of the Firm, Economica, 4(16): 386-405.
    Cohen, W., & Levinthal, D. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1): 128-152.
    Cyert, R. M., & March, J. G. (1963). A Behavioral Theory of the Firm. Englewood Cliffs, NJ: Prentice-Hall.
    Das, T. K., & Teng, B. S. (1998). Between trust and control: Developing confidence in partner cooperation in alliances. Academy of Management Review, 23(3): 491-512.
    Das, T. K., & Teng, B. S. (2000). Instabilities of strategic alliances: An internal tensions perspective. Organization Science, 11(1): 77-101.
    Das, T. K., & Teng, B.S. (2000). A resource-based theory of strategic alliances. Journal of Management, 26(1): 31-61.
    Doz, Y. L. (1996). The evolution of cooperation in strategic alliances: initial conditions or learning processes? Strategic Management Journal, 17(special issue 1): 55-83.
    Doz, Y. L., & Hamel, G. (1998). Alliance Advantage: The Art of Creating Value through Partner. Boston, MA: Harvard University Press.
    Doz, Y. L. (2005). Resource allocation process in multidimensional organization: MNCs and Alliances. In Bower J. L. and Gilbert C. G. (ed.), From Resource Allocation to Strategy, pp. 365-392, New York: Oxford University.
    Dyer, J. H. & Hatch, W. H. (2006). Relation-specific capabilities and barriers to knowledge transfers: Creating advantage through network relationships. Strategic Management Journal, 27(8): 701-719.
    Edmondson, A. C., Bohmer, R. M., & Pisano, G. P. (2001). Disrupted routines: Team learning and new technology implementation hospitals. Administrative Science Quarterly, 46(4): 685-716 .
    Eisenhardt, K. M., (1989). Building theories from case study research. Academy of Management Review, 14(4): 532-551.
    Eisenhardt, K. M., Furr, N. R., & Bingham, C. B. (2010). Microfoundations of performance: Balancing efficiency and flexibility in dynamic environments. Organization Science, 21(6):1263-1273.
    Ellram, L. M., & Hendrick, T. E. (1995). Partnering characteristic: A dyadic perspective. Journal of Business Logistics, 16(1): 41-63.
    Endrissat, N., Müller, W. R., & Kaudela-Baum, S. (2007). En route to an empirically-based understanding of authentic leadership. European Management Journal, 25(3): 207-220.
    Farjoun, M. (2010). Beyond dualism: Stability and change as a duality. Academy of Management Review, 35(2):202-225.
    Feldman M. S., & Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48(1): 94-118.
    Fichman, M., & Levinthal, D. (1991). Honeymoons and the liability of adolescence: A new perspective on duration dependence in social and organizational relationships. Academy of Management Review, 16(2): 442-468.
    Geringer, J. M. (1991). Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business Studies, 22(1): 41-62.
    Glaser, B. (1978). Theoretical Sensitivity. Mill Valley, CA: Sociology Press.
    Glaser, B., & Strauss, A. (1967). The Discovery of Grounded Theory. Chicago: Aldine.
    Govindarajan, V., & Trimble, C. (2005). Ten Rules for Strategic Innovators: From Idea to Execution. Boston, MA: Harvard Business School.
    Granovetter, M. S., (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91(3): 481-510.
    Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(Winter Special Issue): 109-122.
    Gulati, R. (1995a). Social structure and alliance formation patterns: A longitudinal analysis. Administrative Science Quarterly, 40(4): 619-652.
    Gulati, R. (1995b). Familiarity breeds trust? The implications of repeated ties for contractual choice in alliance. Academy of Management Journal, 38(1): 85-112.
    Gulati, R. (1999). Network location and learning: The influence of network resources and firm capabilities on alliance formation. Strategic Management Journal, 20(5): 397- 420.
    Gulati, R., & Singh, H. (1998). The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances. Administrative Science Quarterly, 43(4): 781-814.
    Hagedoorn, J., &Schakenraad, J. (1994). The effect of strategic technology alliances on company performance. Strategic Management Journal, 15(4): 291- 309.
    Hambrick, D. C., & Mason, P. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2): 193-206.
    Hannan, M. T., & Freeman J. (1984). Structural inertia and organizational change. American Sociological Review, 49(2): 149-164.
    Hannan, M. T., &. Freeman, J. (1989). Organizational Ecology, Cambridge, MA: Harvard University. Press.
    Harbison, J. R., & Pekar, P. (1998). Smart Alliance: A Practical Guide to Repeatable Success. Jossey-Bass: San Francisco, CA.
    Harrigan, K. R. (1988). Joint ventures and competitive strategy. Strategic Management Journal, 9(2):141-158.
    Hoang, H. T., & Rothaermel, F. T. (2005). The effect of general and partner-specific alliance experience on joint R&D project performance. Academy of Management Journal, 48(2): 332-345
    Holmqvist, M. (2004). Experiential learning processes of exploitation and exploration within and between organizations: an empirical study of product development. Organization Science. 15(1): 70-81.
    Hoskisson, R. E., Eden, L., Lau, C. M., & Wright, M. (2000). Strategy in emerging economies. Academy of Management Journal, 43(3): 249-267.
    Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organizational Science, 2(1): 90-102.
    Iammarino, S., & Michie, J. (1998). The scope of technological globalization. International Journal of the Economics of Business, 5(3): 335-353.
    Ireland, R. D., Hitt, M. A., & Vaidyanath, D. (2002). Alliance management as a source of competitive advantage. Journal of Management, 28(3): 413-446.
    Jansen, J. P., Van Den Bosch, F., & Volberda, H. W. (2005). Managing potential and realized absorptive capacity: How do organizational antecedents matter? Academy of Management Journal, 48(6): 999-1015.
    Kale, P., & Singh, H. (2007), Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm-level alliance. Strategic Management Journal, 28(10): 981-1000.
    Kale, P., Dyer, J. H., & Singh, H. (2002). Alliance capability, stock market response, and long-term alliance success: The role of the alliance function. Strategic Management Journal, 23(8): 747- 767.
    Kang, M., Mahoney, J., & Tan, D. (2009). Why firms make unilateral investments specific to other firms: The case of OEM suppliers. Strategic Management Journal. 30(2): 117-135.
    Kaplan, K., & Henderson, R. (2005). Inertia and incentives: Bridging organizational economics and organizational theory. Organization Science, 16(5): 509-521.
    Karim, S., & Mitchell, W. (2000). Path-dependent and path-breaking change: Recon figuring Business resources following acquisitions in U.S. medical sector, 1978-1995. Strategic Management Journal, 21(1): 1061-1081.
    Keith, D. B., (1995). Strategic alliance: Choose your partners. Long Range Planning, 28(3): 18-25.
    Kelly, D., & Amburgey, T. L. (1991). Organizational inertia and momentum: A dynamic model of strategic change. Academy of Management Journal, 34(3): 591-612.
    Killing, J. P. (1983). Strategies for joint venture success. New York: Praeger.
    Kogut, B. (1988a). A study of the life cycle of join ventures. In Contractor F. J. and Lorange P. (ed.). Cooperative Strategies in International Business, pp.169-186. Boston, MA: Lexington.
    Kogut, B. (1988b). Joint ventures: Theoretical and empirical perspectives. Strategic Management Journal, 9(4): 319-332.
    Kogut, B., & Singh, H. (1988). Entering the United States by joint venture: Competitive rivalry and industry structure. In Contractor F. J. and Lorange P. (ed.), Cooperative Strategies in International Business. pp.241-251. Boston, MA: Lexington.
    Koka, B. R., & Prescott, J. E. (2002). Strategic alliances as social capital: A multidimensional view. Strategic Management Journal, 23(9): 795-816.
    Kumar, B. N. (1995). Partner selection criteria and success of technology transfer: A model based on learning theory applied to the case of Indo-German technical collaborations. International Management Review, 35(special issue): 65-78.
    Kumar, V., & Subramaniam, V. (1997). A contingency framework for the mode of entry decision. Journal of World Business, 32(1): 53-72.
    Lavie, D., & Rosenkopf, L. (2006). Balancing exploration and exploitation in alliance formation. Academy of Management Journal, 49(4): 797-818.
    Leonardi, P.M. (2011). When flexible routines meet flexible technologies: Affordance, constraint, and the imbrication of human and material agencies. MIS Quarterly, 35 (1): 147-167.
    Lewin, K. (1951). Field Theory in Social Science. New York: Harper & Row.
    Lewis, J. D. (1990). Partnerships for Profit-Structuring and Managing Strategic Alliances. New York: The Free Press.
    Li, J., & Zhong, J. (2003). Explaining the growth of international R&D alliances in China. Managerial and Decision Economics, 24(2-3): 101-115.
    Lin, Z., Yang, H., & Demirkan, I. (2007). The performance consequences of ambidexterity in strategic alliance formations: Empirical investigation and computational theorizing. Management Science. 53(10): 1645-1658.
    Lyles, M. A. (1988). Learning among joint venture sophisticated firms. Management International Review, 28: 85-98.
    Lynch, R. P. (1989). The Practical Guide to Joint Ventures and Corporate Alliances. New York: John Wiley & Sons.
    March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1): 71-88.
    Maritan, C. A., & Brush, T. H. (2003). Heterogeneity and transferring practices: Implementing flow manufacturing in multiple plants. Strategic Management Journal, 24(10): 945–959.
    Miles, M. B., & Huberman, A. M.,(1994). Qualitative Data Analysis: An Expanded Source book. Thousand Oaks, CA: Sage.
    Miller, D., & Friesen, P. (1980). Momentum and revolution in organization adaptation. Academy of Management Journal, 23(4): 591-614.
    Mishler, E. G. (1986). Research interviewing: Context and narrative. Cambridge, MA: Harvard University Press.
    Mohr, J., & Spekman, R. (1994). Characteristics of partnership success: Partnership attributes, communication behavior, and conflict resolution techniques. Strategic Management Journal, 15(2): 135-152.
    Mom, T J. M., Van den Bosch, F. A. J., & Volberda, H. W. (2009). Understanding variation in managers' ambidexterity: Investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organization Science, 20(4): 812-828.
    Nelson, R., & Winter, S. (1982). An Evolutionary Theory of Economic Change. Cambridge MA: Belknap Press of Harvard University Press.
    Nielsen, B. B., & Gudergan, S., (2012). Exploration and exploitation fit and performance in international strategic alliances. International Business Review, 21 (4):558-574.
    Nystrom, P. C., & Starbuck, W. H. (1984). To avoid organizational crises, unlearn. Organizational Dynamics, 12(4): 53-65.
    Ohmae, K. (1993). The global logic of strategic alliances. In Bleeke, J. and Ernst, D. (Eds.) Collaborating To Compete: Using Strategic Alliances And Acquisitions in The Global Marketplace. New York: John Wiley & Sons.
    Ozcan, P., & Eisenhardt, K. M.(2009). Origin of alliance portfolios: Entrepreneurs, network strategies, and firm performance. Academy of Management Journal. 52(2): 246-279.
    Parkhe, A. (1991). Interfirm diversity, organizational learning, and longevity in global strategic alliances. Journal of International Business Studies, 22(4): 579-601.
    Patton, M. Q. (1990). Qualitative Evaluation and Research Methods, Newbury Park, CA: Sage.
    Peli, G. L., Polos, L., & Hannan, M. T. (2000). Back to inertia: Theoretical implications of alternative styles of logical formalization. Sociological Theory. 18 (2):195-215.
    Penrose, E. T. (1959). Theory of the Growth of the Firm. New York: Oxford.
    Perrow, C. (1986). Complex Organizations: A Critical Essay. New York: Random House.
    Pfeffer, J. (1997). New Directions for Organization Theory Problems and Prospects. New York: Oxford University Press.
    Pfeffer, J., & Salancik, G. R. (1978), The External Control of Organizations: A Resource Dependence Perspective. New York: Harper & Row.
    Pisano, G. P., Bohmer, R. M. J., Edmondson, A. C. (2001). Organizational difference in rates of learning: Evidence from the minimally invasive cardiac surgery. Management Science, 47(6): 752-768.
    Porter, M. (1998). Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press.
    Powell, W. (1987). Hybrid organizational arrangements: New forms or transitional development. California Management Review, 30(1): 67-98.
    Powell, W. W., Kogut, K. W., & Smith-Doerr, L. (1996). Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology. Administrative Science Quarterly, 41(1): 116-145.
    Prahalad, C. K., & Bettis, R. A. (1986). The dominant logic: A new linkage between diversity and performance. Strategic Management Journal, 7(6): 485-501.
    Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators . Journal of Managemet, 34(3): 375-409.
    Ring, P. S., & Van De Ven, A. H. (1992). Structuring cooperative relationships between organizations. Strategic Management Journal, 13(7): 483-498.
    Robbins, S. P., & Coulter, M. (2005). Management, New Delhi: Pearson Education.
    Robert, E., Hoskisson, R.E., Eden, L., Lau, C.M., & Wright, M. (2000). Strategy in emerging economies. Academy of Management Journal, 43(3): 249-267.
    Rosenbloom, R. S., & Christensen, C.M. (1994). Technological discontinuties, organizational capabilities, and strategic commitments. Industrial and Corporate Change, 3(3): 655-685.
    Rothaermel, F.T., & Deeds, D. L (2004). Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management Journal, 25(3): 201-221.
    Rumelt, R. P. (1995). Inertia and transformation. In Montgomery C(ed.), Resources Based and Evolutionary Theories of the Enterprise, pp.101-132. Boston, MA: Kluwer Academic.
    Sampson, R. C. (2005). Experience effects and collaborative returns in R&D alliances. Strategic Management Journal, 26(11): 1009-1031.
    Schreyögg, G. & Kliesch, M. (2007). How dynamic can organizational capabilities be? Towards a dual-process model of capability dynamization. Strategic Management Journal, 28(9): 913–933.
    Shah, R. H., & Swaminathan,V. (2008). Factors Influencing partner selection in strategic alliances: the moderating role of alliance context. Strategic Management Journal, 29(5): 471-494.
    Shan, W., Walker, G., & Kogut, B. (1994). Interfirm cooperation and startup innovation in the biotechnology industry. Strategic Management Journal, 15(5): 387-394.
    Shapira, P. l., & Youtie, J. (1998). Evaluating industrial modernization: Methods, results, and insights from the Georgia manufacturing extension alliance. The Journal of Technology Transfer, 23(1): 17-27.
    Simon, H. A. (1991). Bounded rationality and organizational learning. Organization Science, 2(1): 125-134.
    Singh, J. V., & Lumsden, C. J. (1990). Theory and research in organizational ecology. Annual Review of Sociology, 16: 161-195.
    Spender, J. C. (1996). Making knowledge the basis of a dynamic theory of the firm. Strategic Management Journal, 17(winter): 45-62.
    Stake, R. E. (1994). Case studies. In N. K. Denzin, & Y. S. Lincoln (Eds.), Handbook of Qualitative Research, pp. 1-18. Thousand Oaks, CA: Sage.
    Strauss, A. (1987). Qualitative Analysis for Social Scientists. New York: Cambridge University Press.
    Strauss, A., & Corbin, J. (1990). Basics of qualitative research: Grounded theory procedures and techniques. Newbury Park, CA: Sage.
    Stuart, T. E. (2000). Inter-organizational alliances and the performance of firms: A study of growth and innovation rates in a high-technology industry. Strategic Management Journal, 21(8): 791-811.
    Sull, D. N. (2003). Revival of the Fittest: Why Good Companies Go Bad and How Great Managers Remake Them. Boston, MA: Harvard Business School Press.
    Summers, J. K. , Humphrey, S. E., & Ferris, G. R. (2012). Team member change, flux in coordination, and performance: effects of strategic core roles, information transfer, and cognitive ability. Academy of Management Journal, 55(2): 314-338.
    Takac, P. F., & Singh, C. P. (1992). Strategic alliances in banking. Management Decision, 30(1): 32-43.
    Thompson, J. D. (1967). Organizations in Action. New York: McGraw-Hill.
    Tjosvold, D. (1988). Cooperative and competitive dynamics within and between organizational units. Human Relations, 41(6): 425-436.
    Tripsas, M., & Gavetti, G. (2000). Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management Journal, 21(10-11): 1147-1161.
    Tripsas, M., Schrader, S., & Sobrero, M. (1995). Discouraging opportunistic behavior in collaborative R&D: A new role for government. Research Policy, 24: 367-389.
    Tsang, E. W. K., & Zahra, S. A. (2008). Organizational unlearning. Human Relations, 61(10): 1435-1462.
    Van de Ven, A. H. & Poole, M. S. (1995). Explaining development and change in organizations. Academy of Management Review, 20(3): 510-540.
    Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2): 171-180.
    Westney, D. E. (1988). Domestic and foreign learning curves in managing international cooperative strategies. In Contractor F.J. and Lorange, P. (Eds.) Cooperative Strategies in International Business, pp. 339-346. Lexington, MA; Lexington.
    Williamson, O. E. (1985). The Economic Institutions of Capitalism: Firms, Markets, Relational Contracting. New York: Free Press.
    Yin, R. K. (1994). Discovering the future of the case study method in evaluation research. Evaluation Practice, 15(3): 283-90.
    Yin, R. K. (2009). Case Study Research: Design and Methods. Thousand Oaks, CA: Sage.
    Yoshino, M., & Rangan, R. (1995). Strategic Alliances: An Entrepreneurial Approach to Globalization. Boston, MA: Harvard Business School Press
    Yu, P., & Huang, K., (2008). The age of a focal firm, alliance experience, and firm performance: An empirical study in Taiwan. Paper presented at Strategic Management Society's (SMS) 28th Annual International Conference, Cologne, Germany.
    Zahra, S. A., & George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension. Academy of Management Review, 27(2): 185-203.
    Description: 博士
    國立政治大學
    企業管理學系
    95355501
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0953555011
    Data Type: thesis
    Appears in Collections:[企業管理學系] 學位論文

    Files in This Item:

    There are no files associated with this item.



    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
    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。
    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。
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback