跨組織學習與創新：競合觀點

A Co-opetition Perspective on Interorganizational Learning and Innovation

本研究以關係特性中的「競合」觀念為調節變數，探討跨組織學習機制對創新績效的影響。研究包含質性分析及量化調查兩部分，從兩場焦點訪談、20篇次級個案，以及電子業114家上市、上櫃公司的資料進行分析，結果顯示，競合學習確實是組織學習的重要途徑。具體的研究發現包括：一、競合關係包括夥伴競合與產業競合兩個層次；二、企業建立愈多的夥伴關係，將明顯有益於探索創新，且此關係受夥伴競合的調節而減弱；三、夥伴關係與利用創新之間所呈現的是倒U型關係；四、同業僱用與探索創新無顯著關係，但與利用創新之間則呈現倒U型關係，且此關係會受產業競合的負向調節。

Adopting “co-opetition” as the moderator, this paper examines the influence of interorganizational learning on innovation. It contains both a qualitative and a quantitative study. The former includes data from two focus groups and 20 archival case studies, while the latter utilizes survey responses from 114 firms in the electronic industry. Results confirm that co-opetition learning is one key learning type of organizational learning. Specifically, this study uncovers three major findings: 1) co-opetition entails both partner-level and industry-level; 2) partner relationship is positively related to exploration innovation, and partner coopetition negatively moderates this relation. On the other hand, partner relationship has an inverted U-shaped relation with exploitation learning. Finally, the practice of hiring employees from peer firms shows no relation with exploration innovation, but is has an inverted U-shaped relation with exploitation innovation. Furthermore, industry co-opetition negatively moderates this relation.