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題名 透過內部與外部學習建構核心能力
Building Core Competencies through Internal and External Learning
作者 許逸泉
Cotio, Vincent Sy
貢獻者 林月雲
許逸泉
Vincent Sy Cotio
日期 2002
上傳時間 10-May-2016 15:49:07 (UTC+8)
摘要 　　本研究探討組織如何透過內部與外部學習培養其核心能力。所謂內部學習是取自Huber (1991)的資訊理論，檢視組織取得，傳遞，儲存以及擷取資訊的流程；所謂外部學習則是檢視組織如何從策略聯盟的關系中取得資訊並進行學習。本研究採用個案研究法，對中華汽車以及元大京華的高級主管進行訪談。本研究發現，經由妥善規劃與執行的策略聯盟及購併，合併，以及各種資訊取得、傳遞、及擷取的活動，組織得以吸取學習，並進一步發展其核心能力。
　　This research studies how organizations, through internal and external learning, go about to develop core competencies. By internal learning, we derive from Huber`s (1991) information theory approach, looking at the processes with which organizations acquire, distribute, store and retrieve information. By external learning, we look at how organizations acquire information and learn from strategic alliances. This research adopted the case study approach and interviewed top ranking officers from two companies, one from the automobile industry and one from the brokerage industry. We show that firms, through well-planned and well-executed strategic alliances and/ or mergers and acquisitions, as well as various information acquisition, distribution, storage and retrieval activities, are able to absorb, learn, and eventually develop core competencies.
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Argyris, C. & Schön, D. (1978). Organizational Learning: A Theory of Action Perspective. Addison-Wesley, Reading.
Barney, J. (1986). Organization culture: can it be a source of sustained competitive advantage? Academy of Management Review, 11(3): 656-665.
Bleeke, J. & Ernst, D. (1991). The Way to Win in Cross-Border Alliances. Harvard Business Review, 69(6): 127-135.
Bogner, W. C. & Thomas, H. (1994). Core Competence and Competitive Advantage: A Model and Illustrative Evidence from the Pharmaceutical Industry. In Hamel, G. & Heene, A. (eds): Competence-Based Competition. New York: John Wiley.
Boston Consulting Group (1975). Strategy Alternatives for the British Motorcycle Industry. London: HMSO.
Boyatzis, R. E. (1982). The Competent Manager: A Model for Effective Performance, New York, Wiley.
Cangelosi, V. E. & Dill, W. R. (1965). Organizational learning: observation toward a theory. Administrative Science Quarterly, 10: 175-203.
Cohen, W. M. & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35: 128-152.
Cook, S. & Yanow, D. (1993). Culture and Organizational Learning. Journal of Management Inquiry, 2(4): 373-390.
Culpan, R. & Eugene, K. A. (1993). Cross-national corporate partnerships: Trends in alliance formation. In R. Culpan (ed.), Multinational Strategic Alliances. Hayworth Press, New York, pp. 153-171.
Cyert, R. M. & March, J. G. (1963). A Behavioral Theory of the Firm. Prentice-Hall, Englewood Cliffs, NJ: Prentice-Hall.
Daft, R. L. & Weick, K. E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9: 284-295.
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Dunphy, D., Turner, D. & Crawford, M. (1997). Organizational learning as the creation of corporate competencies. Journal of Management Development, 16(4): 232-
Durand, R. & Quélin, B. V. (2000). Linking competencies, sustainable competitive advantage, and performance: An Empirical Investigation. In Sanchez, R. & Heene, A. (eds): Advances in Applied Business Strategy, Vol. 6C, pp. 97-123. Greenwich, CT: JAI Press.
Dussauge, P., Garrette, B. & Mitchell, W. (2000). Learning from Competing Partners: Outcomes and Durations of Scale and Link Alliances in Europe, North America and Asia. Strategic Management Journal, 21(2): 99-126.
Easterby-Smith, M. (1997). Disciplines of Organizational Learning: Contributions and Critiques. Human Relations, 50(9): 1085-1113.
Fiol, C. & Lyles, M. (1985). Organizational learning. Academy of Management Review, 10(4): 803-813.
Friedlander, F. (1983). Patterns of Individual and Organizational Learning. In S. Srivastva and Associates (eds): The Executive Mind: New Insights on Managerial Thought and Action. San Francisco: Jossey-Bass.
Garvin, D. A. (1993). Building a learning organization. Harvard Business Review, 71(4): 78-91.
Gorman, P. & Thomas, H. (1997). The Theory and Practice of Competence-based Competition. Long Range Planning, 30(4): 615-620.
Gulati, R. (1995). Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38: 85-112.
Hall, R. (1991). The contribution of intangible resources to business success. Journal of General Management, 16(4): 41-52.
Hamel, G. (1991). Competition for Competence and Inter-Partner Learning Within International Strategic Alliances. Strategic Management Journal, 12(Summer): 83-103.
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描述 碩士
國立政治大學
企業管理學系
88355079
資料來源 http://thesis.lib.nccu.edu.tw/record/#A2010000531
資料類型 thesis
dc.contributor.advisor 林月雲zh_TW
dc.contributor.author (Authors) 許逸泉zh_TW
dc.contributor.author (Authors) Vincent Sy Cotioen_US
dc.creator (作者) 許逸泉zh_TW
dc.creator (作者) Cotio, Vincent Syen_US
dc.date (日期) 2002en_US
dc.date.accessioned 10-May-2016 15:49:07 (UTC+8)-
dc.date.available 10-May-2016 15:49:07 (UTC+8)-
dc.date.issued (上傳時間) 10-May-2016 15:49:07 (UTC+8)-
dc.identifier (Other Identifiers) A2010000531en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/95883-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 企業管理學系zh_TW
dc.description (描述) 88355079zh_TW
dc.description.abstract (摘要) 　　本研究探討組織如何透過內部與外部學習培養其核心能力。所謂內部學習是取自Huber (1991)的資訊理論，檢視組織取得，傳遞，儲存以及擷取資訊的流程；所謂外部學習則是檢視組織如何從策略聯盟的關系中取得資訊並進行學習。本研究採用個案研究法，對中華汽車以及元大京華的高級主管進行訪談。本研究發現，經由妥善規劃與執行的策略聯盟及購併，合併，以及各種資訊取得、傳遞、及擷取的活動，組織得以吸取學習，並進一步發展其核心能力。zh_TW
dc.description.abstract (摘要) 　　This research studies how organizations, through internal and external learning, go about to develop core competencies. By internal learning, we derive from Huber`s (1991) information theory approach, looking at the processes with which organizations acquire, distribute, store and retrieve information. By external learning, we look at how organizations acquire information and learn from strategic alliances. This research adopted the case study approach and interviewed top ranking officers from two companies, one from the automobile industry and one from the brokerage industry. We show that firms, through well-planned and well-executed strategic alliances and/ or mergers and acquisitions, as well as various information acquisition, distribution, storage and retrieval activities, are able to absorb, learn, and eventually develop core competencies.en_US
dc.description.tableofcontents Table of Contents-----i
LIST OF TABLES-----iii
LIST OF FIGURES-----iii
ACKNOWLEDGMENTS-----iv
ABSTRACT-----v
中文摘要-----vi
CHAPTER 1 INTRODUCTION-----1
　　I. MOTIVATION OF THIS RESEARCH-----1
　　II. RESEARCH OBJECTIVES-----3
　　III. RESEARCH QUESTIONS-----4
　　IV. THE RESEARCH PROCESS-----5
　　V. OUTLINE OF THIS RESEARCH-----5
CHAPTER 2 LITERATURE REVIEW-----6
　　I. CORE COMPETENCE-----6
　　　　1. Definitions-----6
　　　　2. Core competence and competitive advantage-----9
　　　　3. Building core competence-----11
　　　　4. Protecting and sustaining competence-----14
　　　　5. Summary-----15
　　II. ORGANIZATIONAL LEARNING-----16
　　　　1. Definitions-----16
　　　　2. The Information Theory Approach to Organizational Learning-----18
　　　　3. Summary-----28
　　III. STRATEGIC ALLIANCES-----28
　　　　1. Definitions and Overview-----28
　　　　2. Strategic Alliances and Learning-----29
　　　　3. Summary-----32
CHAPTER 3 RESEARCH METHODOLOGY-----33
　　I. CONCEPTUAL FRAMEWORK-----33
　　II. RESEARCH SCOPE-----34
　　III. DEFINITION OF CONCEPTS-----35
　　　　1. Learning from strategic alliances-----35
　　　　2. Information Acquisition-----35
　　　　3. Information Distribution-----36
　　　　4. Information storage and retrieval-----36
　　　　5. Core competence-----37
　　IV. RESEARCH DESIGN-----37
　　　　1. Purpose of study-----37
　　　　2. Case selection-----39
　　　　3. Data collection-----40
CHAPTER 4 RESULTS-----42
　　I. CHINA MOTORS CORPORATION-----42
　　　　1. Company Background-----42
　　　　2. External Learning-----48
　　　　　　2.1 Learning from Strategic Alliances-----48
　　　　3. Internal Learning-----51
　　　　　　3.1 Information Acquisition Process-----51
　　　　　　3.2 Information Distribution Process-----54
　　　　　　3.3 Information Storage and Retrieval Process-----56
　　　　4. Core Competence-----59
　　　　5. Case Summary-----60
　　II. YUANTA CORE PACIFIC SECURITIES CO., LTD.-----62
　　　　1. Company Background-----62
　　　　2. External Learning-----65
　　　　　　2.1 Learning from Strategic Alliances-----65
　　　　　　2.2 Learning from Mergers and Acquisitions-----67
　　　　　　2.3 Learning from Other External Sources-----69
　　　　3. Internal Learning-----70
　　　　　　3.1 Information Acquisition Process-----70
　　　　　　3.2 Information Distribution Process-----72
　　　　　　3.3 Information Storage and Retrieval Process-----74
　　　　4. Core Competence-----77
　　　　5. Case Summary-----78
　　III. CROSS CASE ANALYSIS-----79
　　　　1. External Learning-----80
　　　　2. Internal Learning-----82
　　　　3. Core Competence-----89
　　　　4. Internal and External Learning and Core Competencies-----91
CHAPTER 5 CONCLUSIONS AND RECOMMENDATIONS-----96
　　I. RESEARCH FINDINGS-----96
　　II. LIMITATIONS OF THIS RESEARCH-----103
　　III. SUGGESTIONS FOR FURTHER RESEARCH-----104
REFERENCES-----106
APPENDIX 1 CHINA MOTORS CORPORATION`S ALLIANCE WITH MITSUBISHI MOTORS AND YULON MOTORS-----1
APPENDIX 2 YUANTA CORE PACIFIC SECURITIES CO., LTD.`S ALLIANCE WITH ACER, INC.-----6
APPENDIX 3 GUIDE QUESTIONS USED DURING THE INTERVIEWS-----8

List of Tables
TABLE 2.1　FACTORS THAT AFFECT COMPETENCE-BUILDING-----12
TABLE 2.2　SOME DEFINITIONS OF ORGANIZATIONAL LEARNING-----16
TABLE 2.3　PROPOSITIONS CONCERNING iNFORMA TION DlSTRIB UTION IN ORGANIZATIONS-----21
TABLE 2.4　FRAMEWORK FOR MANAGING ALLIANCES TO PROMOTE LEARNING-----31
TABLE 3.1　PROFILES OF INTERVIEWEES-----41
TABLE 4.1　MAJOR MILESTONES IN CHINA MOTORS CORPORATION`S HISTORY-----43
TABLE 4.2　COMPARATIVESALES FIGURES FOR TAIWAN`S TOP 5 AUTOMOBILE COMPANIES FOR THE MONTH OF DECEMBER, 2001-----47
TABLE 4.3　COMPARATIVE SALES FIGURES FOR TAIWAN`S TOP 5 A UTOMOBILE COMPANIES FOR THE YEAR 2001-----47
TABLE 4.4　CMC`s 2001 RESULTS-----48
TABLE 4.5　CMC`s PERFORAIANCE FIGURES FOR THE MONTH OF DECEMBER, 2001 AND FOR THE YEAR 2001-----48
TABLE 4.6　MAJOR MILESTONES IN YUANTA SECURITIES` HISTORY-----62
TABLE 4.7　KEY FINANCIAL FIGURES FROM YUANTA `S2001 ANNUAL REPORT-----65
TABLE 4.8　TABLE COMPARING CMC AND YUANTA`S LEARNING FROM EXTERNAL SOURCES-----80
TABLE 4.9　TABLE COMPARING CMC AND YUANTA`S INFORMATION ACQUISITION PROCESSES-----82
TABLE 4.10　TABLE COMPARING CMC AND YUANTA`S INFORMATION DISTRIBUTION PROCESSES-----85
TABLE 4.11　TABLE COMPARING CMC AND YUANTA`S INFORMATION STORAGEAND RETRIEVAL PROCESSES-----87
TABLE 4.12　TABLE COMPARING THE CORE COMPETENCIES OF CMC AND YUANTA-----89
TABLE 4.13　TABLE SHOWING LINKAGE BETWEEN CMC AND YUANTA `S INTERNAL AND EXTERNAL LEARNING PRACTICES AND THEIR RESPECTIVE CORE COMPETENCIES-----91

List of Figures
FIGURE 3.1　CONCEPTUAL FRAMEWORK-----34
FIGURE 3.2　SOME OF PREVIOUS RESEARCH INVOLVED STUDYING THE RELATIONSHIP BETWEEN CORE COMPETENCIES AND SUSTAINABLE COMPETITIVE ADVANTAGE-----38
FIGURE 3.3　SOME OF PREVIOUS RESEARCH INVOLVED STUDYING THE RELATIONSHIP BETWEEN STRATEGIC ALLIANCES AND ORGANIZATIONAL LEARNING-----38
FIGURE 3.4　SOME OF PREVIOUS RESEARCH INVOLVED STUDYING THE RELATIONSHIP BETWEEN ORGANIZATIONAL LEARNING AND CORE COMPETENCIES-----38
FIGURE 3.5　SOME OF PREVIOUS RESEARCH INVOLVED STUDYING THE RELATIONSHIP BETWEEN STRATEGIC ALLIANCES, ORGANIZATIONAL LEARNING.AND CORE COMPETENCIES-----38
FIGURE 4.1　CHINA MOTORS CORPORATION`S ORGANIZATIONAL CHART-----45
FIGURE 4.2　YUANTACOREPACIFICSECURITIES` ORGANIZATIONALCHART-----64		zh_TW
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#A2010000531en_US
dc.title (題名) 透過內部與外部學習建構核心能力zh_TW
dc.title (題名) Building Core Competencies through Internal and External Learningen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) Allen, T. J. (1977). Managing the Flow of Technology, Cambridge, MA: MIT Press.
Argyris, C. & Schön, D. (1978). Organizational Learning: A Theory of Action Perspective. Addison-Wesley, Reading.
Barney, J. (1986). Organization culture: can it be a source of sustained competitive advantage? Academy of Management Review, 11(3): 656-665.
Bleeke, J. & Ernst, D. (1991). The Way to Win in Cross-Border Alliances. Harvard Business Review, 69(6): 127-135.
Bogner, W. C. & Thomas, H. (1994). Core Competence and Competitive Advantage: A Model and Illustrative Evidence from the Pharmaceutical Industry. In Hamel, G. & Heene, A. (eds): Competence-Based Competition. New York: John Wiley.
Boston Consulting Group (1975). Strategy Alternatives for the British Motorcycle Industry. London: HMSO.
Boyatzis, R. E. (1982). The Competent Manager: A Model for Effective Performance, New York, Wiley.
Cangelosi, V. E. & Dill, W. R. (1965). Organizational learning: observation toward a theory. Administrative Science Quarterly, 10: 175-203.
Cohen, W. M. & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35: 128-152.
Cook, S. & Yanow, D. (1993). Culture and Organizational Learning. Journal of Management Inquiry, 2(4): 373-390.
Culpan, R. & Eugene, K. A. (1993). Cross-national corporate partnerships: Trends in alliance formation. In R. Culpan (ed.), Multinational Strategic Alliances. Hayworth Press, New York, pp. 153-171.
Cyert, R. M. & March, J. G. (1963). A Behavioral Theory of the Firm. Prentice-Hall, Englewood Cliffs, NJ: Prentice-Hall.
Daft, R. L. & Weick, K. E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9: 284-295.
De Leo, F. (1994). Understanding the Roots of Your Competitive Advantage. From Product/Market Competition to Competition as a Multiple-Layer Game. In Hamel, G. and Heene, A. (eds): Competence-Based Competition. New York: John Wiley.
Drejer, A. (2000). Organisational learning and competence development. The Learning Organization, 7(4): 206-220.
Duncan, R. D. & Weiss, A. (1979). Organizational learning: implications for organizational design. In Shaw, B., et al. (eds): Research in Organizational Behaviour. Vol. 1, pp. 75-123. Greenwich, CT: JAI Press.
Dunphy, D., Turner, D. & Crawford, M. (1997). Organizational learning as the creation of corporate competencies. Journal of Management Development, 16(4): 232-
Durand, R. & Quélin, B. V. (2000). Linking competencies, sustainable competitive advantage, and performance: An Empirical Investigation. In Sanchez, R. & Heene, A. (eds): Advances in Applied Business Strategy, Vol. 6C, pp. 97-123. Greenwich, CT: JAI Press.
Dussauge, P., Garrette, B. & Mitchell, W. (2000). Learning from Competing Partners: Outcomes and Durations of Scale and Link Alliances in Europe, North America and Asia. Strategic Management Journal, 21(2): 99-126.
Easterby-Smith, M. (1997). Disciplines of Organizational Learning: Contributions and Critiques. Human Relations, 50(9): 1085-1113.
Fiol, C. & Lyles, M. (1985). Organizational learning. Academy of Management Review, 10(4): 803-813.
Friedlander, F. (1983). Patterns of Individual and Organizational Learning. In S. Srivastva and Associates (eds): The Executive Mind: New Insights on Managerial Thought and Action. San Francisco: Jossey-Bass.
Garvin, D. A. (1993). Building a learning organization. Harvard Business Review, 71(4): 78-91.
Gorman, P. & Thomas, H. (1997). The Theory and Practice of Competence-based Competition. Long Range Planning, 30(4): 615-620.
Gulati, R. (1995). Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38: 85-112.
Hall, R. (1991). The contribution of intangible resources to business success. Journal of General Management, 16(4): 41-52.
Hamel, G. (1991). Competition for Competence and Inter-Partner Learning Within International Strategic Alliances. Strategic Management Journal, 12(Summer): 83-103.
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