簡易檢索 / 詳目顯示

研究生: 廖信堯
Hsin-Yao Liao
論文名稱: An institutional framework of problem solving speed and creativity through technology orientation towards exploitative and exploratory innovation
An institutional framework of problem solving speed and creativity through technology orientation towards exploitative and exploratory innovation
指導教授: 盛麗慧
Li-Huei Sheng
口試委員: 陳正綱
Zheng-Gang Chen
吳宗成
Zong-Cheng Wu
學位類別: 碩士
Master
系所名稱: 管理學院 - 企業管理系
Department of Business Administration
論文出版年: 2020
畢業學年度: 108
語文別: 英文
論文頁數: 43
中文關鍵詞: 應用式創新探索式創新問題解決速度問題解決創意技術導向制度理論制度化
外文關鍵詞: exploitative innovation, exploratory innovation, problem solving speed, problem solving creativity, technology orientation, institutional theory, institutionalization
相關次數: 點閱:350下載:0
分享至:
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報
  • 本篇研究發展制度框架,解釋問題解決速度和問題解決創意透過技術導向來達成應用式創新及探索式創新。問題解決速度幫助組織快速發展並執行大量解決方案,而問題解決創意幫助組織找尋並執行創意且具有成本效率的解決方案。透過維持、破壞、改變制度這些制度化過程,公司從問題解決速度和問題解決創意這兩項能力中獲得的知識,得以藉由技術導向來達成應用式創新和探索式創新。因此,本篇研究將技術導向視為公司的制度,其中的制度化過程為公司發展應用式創新和探索式創新的核心流程。


    This study develops an institutional framework of problem solving speed and creativity through technology towards exploitative and exploratory innovation. Problem solving speed helps organizations discover and implement a large number of solutions speedily. Problem solving creativity helps organization find and implement novel and cost-effective solutions. The paper examine the effect of problem solving speed and problem solving creativity on firm’s exploitative and exploratory innovation. Furthermore, we argue that exploitative and exploratory innovation would depend on firm’s technology orientation to combine and transform the knowledge generated from problem solving speed and creativity through institutionalization, which is maintenance, disruption and change of institutions. Technology orientation is considered as institution in the framework and institutionalization, defined as the maintenance, disruption and change of institutions, is the central process to attain exploitative and exploratory innovation.

    摘要 iii ABSTRACT iv CONTENT.....v CHAPTER1 INTRODUCTION 1.1 Introduction 1 CHAPTER2 LITERATURE REVIEW 7 2.1 Conceptual framework 7 2.2 Hypothesis development 10 2.2.1 Exploitative innovation and Exploratory innovation 10 2.2.2 Technology orientation 11 2.2.3 Problem solving competence 13 2.2.4 The mediating effect of technology orientation 16 CHAPTER3 RESEARCH METHOD 19 3.1 Data and sampling 19 3.2 Construct measures 20 3.3 Reliability and validity 22 3.4 Control variable 24 3.5 Assessment of common method bias 26 CHAPTER4 ANALYSES AND RESULTS 27 4.1 Analyses and results 27 4.2 Post Hoc tests 29 CHAPTER5 DISCUSSIONS 30 5.1 Theoretical and managerial implications 30 5.2 Limitations and future research directions 35 REFERENCES 36

    Abernathy, W. J., & Clark, K. B. (1993). Innovation: Mapping the winds of creative destruction. Research Policy, 22(2), 102-102.
    Ahlstrom, D., & Bruton, G. D. (2002). An institutional perspective on the role of culture in shaping strategic actions by technology-focused entrepreneurial firms in China. Entrepreneurship Theory and Practice, 26(4), 53-68.
    Appleyard, M. M., Brown, C., & Sattler, L. (2006). An international investigation of problem‐solving performance in the semiconductor industry. Journal of Product Innovation Management, 23(2), 147-167.
    Atuahene-Gima, K. (2003). The effects of centrifugal and centripetal forces on product development speed and quality: How does problem solving matter?. Academy of management journal, 46(3), 359-373.
    Atuahene‐Gima, K. (1995). An exploratory analysis of the impact of market orientation on new product performance: a contingency approach. Journal of Product Innovation Management: an international publication of the product development & management association, 12(4), 275-293.
    Atuahene-Gima, K. (2005). Resolving the capability–rigidity paradox in new product innovation. Journal of marketing, 69(4), 61-83.
    Atuahene‐Gima, K., & Wei, Y. (2011). The vital role of problem‐solving competence in new product success. Journal of Product Innovation Management, 28(1), 81-98.
    Auh, S., & Menguc, B. (2005). Balancing exploration and exploitation: The moderating role of competitive intensity. Journal of business research, 58(12), 1652-1661.
    Alshahran, B., Al-Ashaab, A., & Mclaughlin, P. (2017). The Initial Study of Problem-solving in Customer Services in the Airlines’ Sector. International Journal of Economics and Management Systems, 2.
    Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
    Baumol, W. J., Litan, R. E., & Schramm, C. J. (2007). Good capitalism, bad capitalism, and the economics of growth and prosperity.
    Battilana, J., Leca, B., & Boxenbaum, E. (2009). 2 how actors change institutions: towards a theory of institutional entrepreneurship. Academy of Management annals, 3(1), 65-107.
    Bala Subrahmanya, M. H. (2013). External support, innovation and economic performance: what firm level factors matter for high-tech SMEs? How?. International Journal of Innovation Management, 17(05), 1350024.
    Barley, S. R., & Tolbert, P. S. (1997). Institutionalization and structuration: Studying the links between action and institution. Organization studies, 18(1), 93-117.
    Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, 51(6), 1173.
    Benner, M. J., & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of management review, 28(2), 238-256.
    Bhide, A. (2003). The origin and evolution of new businesses.
    Bledow, R., Frese, M., Anderson, N., Erez, M., & Farr, J. (2009). A dialectic perspective on innovation: Conflicting demands, multiple pathways, and ambidexterity. Industrial and Organizational Psychology, 2(3), 305-337.
    Bonchek, M. S., & Shepsle, K. A. (1996). Analyzing politics: Rationality, behavior and institutions. New York: W.
    Callon, M. (1998). The laws of the markets. Sociological review monograph.
    Chandy, R. K., & Tellis, G. J. (1998). Organizing for radical product innovation: The overlooked role of willingness to cannibalize. Journal of marketing research, 35(4), 474-487.
    Clark, K. B. (1985). The interaction of design hierarchies and market concepts in technological evolution. Research policy, 14(5), 235-251.
    Coccia, M. (2016). Problem-driven innovations in drug discovery: co-evolution of the patterns of radical innovation with the evolution of problems. Health Policy and Technology, 5(2), 143-155.
    Coccia, M. (2017). Sources of technological innovation: Radical and incremental innovation problem-driven to support competitive advantage of firms. Technology Analysis & Strategic Management, 29(9), 1048-1061.
    Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative science quarterly, 128-152.
    Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic management journal, 23(12), 1095-1121.
    Day, G. S., & Wensley, R. (1988). Assessing advantage: a framework for diagnosing competitive superiority. Journal of marketing, 52(2), 1-20.
    Day, G. S. (1999). Misconceptions about market orientation. Journal of market-focused management, 4(1), 5-16.
    De Luca, L. M., & Atuahene-Gima, K. (2007). Market knowledge dimensions and cross-functional collaboration: Examining the different routes to product innovation performance. Journal of marketing, 71(1), 95-112.
    Powell, W. W., & DiMaggio, P. J. (Eds.). (2012). The new institutionalism in organizational analysis.
    DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American sociological review, 147-160.
    Eisenhardt, K. M. (1989). Building theories from case study research. Academy of management review, 14(4), 532-550.
    Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they?. Strategic management journal, 21(10‐11), 1105-1121.
    Etro, F. (2004). Innovation by leaders. The Economic Journal, 114(495), 281-303.
    Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization science, 2(1), 88-115.
    Gatignon, H., & Xuereb, J. M. (1997). Strategic orientation of the firm and new product performance. Journal of marketing research, 34(1), 77-90.
    Geels, F. W. (2004). From sectoral systems of innovation to socio-technical systems: Insights about dynamics and change from sociology and institutional theory. Research policy, 33(6-7), 897-920.
    Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of management Journal, 47(2), 209-226.
    Giddens, A. (1984). The constitution of society. Berkeley.
    Grinstein, A. (2008). The relationships between market orientation and alternative strategic orientations. European journal of marketing.
    Hair Jr, J. F., Hult, G. T. M., Ringle, C., & Sarstedt, M. (2016). A primer on partial least squares structural equation modeling (PLS-SEM).
    Hamel, G., & Prahalad, C. K. (1991). Corporate imagination and expeditionary marketing. Harvard business review, 69(4), 81-92.
    Hamel, G., & Prahalad, C. K. (1994). Competing for the Future (Harvard Business School Press, Boston, MA). McCarthy IP (2004), Manufacturing strategy understanding the fitness landscape.
    Han, J. K., Kim, N., & Kim, H. B. (2001). Entry barriers: A dull-, one-, or two-edged sword for incumbents? Unraveling the paradox from a contingency perspective. Journal of marketing, 65(1), 1-14.
    Hardy, C., & Maguire, S. (2008). Institutional entrepreneurship. The Sage handbook of organizational institutionalism, 1, 198-217.
    Henderson, J. C., & Venkatraman, H. (1999). Strategic alignment: Leveraging information technology for transforming organizations. IBM systems journal, 38(2.3), 472-484.
    Harryson, S. J. (1997). How Canon and Sony drive product innovation through networking and application‐focused R&D. Journal of Product Innovation Management: AN INTERNATIONAL PUBLICATION OF THE PRODUCT DEVELOPMENT & MANAGEMENT ASSOCIATION, 14(4), 288-295.
    He, Z. L., & Wong, P. K. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization science, 15(4), 481-494.
    Hult, G. T. M., Hurley, R. F., & Knight, G. A. (2004). Innovativeness: Its antecedents and impact on business performance. Industrial marketing management, 33(5), 429-438.
    Li, H. (2006). Growth of New Technology Ventures in China’ s Emerging Market.
    Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: antecedents and consequences. Journal of marketing, 57(3), 53-70.
    Jepperson, R. (1991). Institutions, institutional effects, and institutionalism. The new institutionalism in organizational analysis, 143-163.
    Kaya, N., & Seyrek, I. H. (2005). Performance impacts of strategic orientations: Evidence from Turkish manufacturing firms. Journal of American Academy of Business, 6(1), 68-71.
    Kohli, A. K., & Jaworski, B. J. (1994). The influence of coworker feedback on salespeople. Journal of Marketing, 58(4), 82-94.
    Lawrence, T. B., & Suddaby, R. (2006). 1.6 institutions and institutional work. The Sage handbook of organization studies, 215-254.
    Leca, B., Lawrence, T. B., Suddaby, R., & Leca, B. (2009). Introduction: Theorizing and studying institutional work. TB Lawrence, R. suddaby & B. Leca (eds.), Institutional Work: Actors and Agency in Institutional Studies of Organizations, 1-27.
    Lei, D., Hitt, M. A., & Bettis, R. (1996). Dynamic core competences through meta-learning and strategic context. Journal of management, 22(4), 549-569.
    Levinthal, D. A., & March, J. G. (1993). The myopia of learning. Strategic management journal, 14(S2), 95-112.
    Lewin, A. Y., & Volberda, H. W. (1999). Prolegomena on coevolution: A framework for research on strategy and new organizational forms. Organization science, 10(5), 519-534.
    Li, J. J. (2005). The formation of managerial networks of foreign firms in China: The effects of strategic orientations. Asia Pacific Journal of Management, 22(4), 423-443.
    Lin, T. C., Chen, C. M., Hsu, J. S. C., & Fu, T. W. (2015). The impact of team knowledge on problem solving competence in information systems development team. International Journal of Project Management, 33(8), 1692-1703.
    Lukas, B. A., & Ferrell, O. C. (2000). The effect of market orientation on product innovation. Journal of the academy of marketing science, 28(2), 239-247.
    Macher, J. T., & Mowery, D. C. (2003). “Managing” learning by doing: an empirical study in semiconductor manufacturing. Journal of Product Innovation Management, 20(5), 391-410.
    March, J. G. (1991). Exploration and exploitation in organizational learning. Organization science, 2(1), 71-87.
    Menon, A., Jaworski, B. J., & Kohli, A. K. (1997). Product quality: Impact of interdepartmental interactions. Journal of the Academy of Marketing Science, 25(3), 187.
    Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American journal of sociology, 83(2), 340-363.
    Narayanaswamy, R., Grover, V., & Henry, R. M. (2013). The impact of influence tactics in information system development projects: A control-loss perspective. Journal of Management Information Systems, 30(1), 191-226.
    Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of marketing, 54(4), 20-35.
    North, D. C. (1990). Institutions, institutional change and economic performance.
    Peng, M. W. (2001). How entrepreneurs create wealth in transition economies. Academy of Management Perspectives, 15(1), 95-108.
    Gray, P. H., & Chan, Y. E. (2000). Integrating knowledge management practices through a problem solving framework. Communications of the Association for Information Systems, 4(1), 12.
    Quintana-García, C., & Benavides-Velasco, C. A. (2008). Innovative competence, exploration and exploitation: The influence of technological diversification. Research policy, 37(3), 492-507.
    Sainio, L. M., Ritala, P., & Hurmelinna-Laukkanen, P. (2012). Constituents of radical innovation—exploring the role of strategic orientations and market uncertainty. Technovation, 32(11), 591-599.
    Scott, W. R. (2001). Institutions and Organizations. Thousand Oak.
    Wr, S. (2008). Institutions and organizations: Ideas and interests.
    Shane, S., & Foo, M. D. (1999). New firm survival: Institutional explanations for new franchisor mortality. Management Science, 45(2), 142-159.
    Sheremata, W. A. (2000). Centrifugal and centripetal forces in radical new product development under time pressure. Academy of management review, 25(2), 389-408.
    Slater, S. F., Hult, G. T. M., & Olson, E. M. (2007). On the importance of matching strategic behavior and target market selection to business strategy in high-tech markets. Journal of the Academy of Marketing Science, 35(1), 5-17.
    Sundbo, J., & Gallouj, F. (2000). Innovation as a loosely coupled system in services. Innovation systems in the service economy, 43-68.
    Thomke, S., & Fujimoto, T. (2000). The effect of “front‐loading” problem‐solving on product development performance. Journal of Product Innovation Management: AN INTERNATIONAL PUBLICATION OF THE PRODUCT DEVELOPMENT & MANAGEMENT ASSOCIATION, 17(2), 128-142.
    Tushman, M. L., & O'Reilly III, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California management review, 38(4), 8-29.
    Utterback, J. (1994). Mastering the dynamics of innovation: How companies can seize opportunities in the face of technological change. University of Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship.
    Von Hippel, E. (1990). Task partitioning: An innovation process variable. Research policy, 19(5), 407-418.
    Vargo, S. L., Wieland, H., & Akaka, M. A. (2015). Innovation through institutionalization: A service ecosystems perspective. Industrial Marketing Management, 44, 63-72.
    Wang, C. L., & Rafiq, M. (2014). Ambidextrous Organizational Culture, Contextual Ambidexterity and New Product Innovation: A Comparative Study of UK and Chinese High‐tech Firms. British Journal of management, 25(1), 58-76.
    Wierenga, B., & Van Bruggen, G. H. (1997). The integration of marketing problem-solving modes and marketing management support systems. Journal of marketing, 61(3), 21-37.
    Zhang, J., & Wu, W. P. (2013). Social capital and new product development outcomes: The mediating role of sensing capability in Chinese high-tech firms. Journal of World Business, 48(4), 539-548.
    Zhou, K. Z., Yim, C. K., & Tse, D. K. (2005). The effects of strategic orientations on technology-and market-based breakthrough innovations. Journal of marketing, 69(2), 42-60.
    Zomerdijk, L. G., & Voss, C. A. (2010). Service design for experience-centric services. Journal of service research, 13(1), 67-82.
    Leng, Z., Liu, Z., Tan, M., & Pang, J. (2015). Speed leaders and quality champions. Management Decision.
    Zucker, L. G. (1988). Where do Institutions Come From? Organizations as Actors in Social Systems. Institutional Patterns and Organizations. Cambridge, MA: Ballinger, 23-49.

    無法下載圖示 全文公開日期 2025/02/03 (校內網路)
    全文公開日期 本全文未授權公開 (校外網路)
    全文公開日期 本全文未授權公開 (國家圖書館:臺灣博碩士論文系統)
    QR CODE