系統識別號 U0026-0702201715142100
論文名稱(中文) 網絡能力、主動式市場導向以及需求不確定性對商業模式與企業績效之影響:以科技動盪為調節變數
論文名稱(英文) The Influence of Network Capabilities, Market Driving Orientation and Demand Uncertainty on Business Model Innovation and Firm Performance
校院名稱 成功大學
系所名稱(中) 企業管理學系
系所名稱(英) Department of Business Administration
學年度 104
學期 2
出版年 105
研究生(中文) 劉瑋茹
研究生(英文) Wei-Ru Liou
學號 R46031052
學位類別 碩士
語文別 中文
論文頁數 67頁
口試委員 口試委員-蔡惠婷
中文關鍵字 網絡能力  主動式市場導向  需求不確定性  商業模式創新  科技動盪 
英文關鍵字 Networking Capabilities  Market Driving Orientation  Demand Uncertainty  Business Model Innovation  Technology Turbulence 
中文摘要 二十世紀末,公司從過去在國內或區域間互相競爭,轉變為現今競爭白熱化的全球化競爭型態,除了產品與流程上的改良,在面對市場以及科技動盪的大環境下,更必須突破以往傳統的商業模式。在組織外部,透過網絡能力取得所需之互補性資源;組織內部,採取主動式市場導向,積極地預測市場、創造潛在需求的產品,使企業有能力與動機創新商業模式,進而使企業能夠發揮其競爭優勢,且提升企業長久生存的能力。本研究目的主要是瞭解企業之網絡能力與主動式市場導向以及市場因素如何影響商業模式創新,且在科技變動劇烈之下為企業帶來良好的績效表現。
本研究採用 SPSS 20.0 和 AMOS 21.0 統計軟體分析,使用敘述性統計、信度與效度分析、結構模型分析等方法進行樣本分析與假說驗證。研究結果發現:(1) 網絡能力和主動式市場導向對商業模式創新有正向影響;(2)商業模式創新對企業績效有正向影響;(3)科技動盪對於商業模式創新與企業績效之關係具有調節效果。
英文摘要 At the end of the 20th century, the patterns of competition between companies change from within nations or regions in the past into global competition today. When facing market and technology turbulence, companies need not only to improve their products and process but also to break through the traditional business model. Acquiring the complementary resources outside the organization through networking capabilities as well as adapting market driving orientation within internal organization to predict the market actively and create products for potential demands, so that companies have the abilities and motivation to innovate business models, thus enabling companies to exploit their competitive advantages and achieve higher level of corporate sustainability. The purpose of this study is to verify whether networking capabilities, market driving orientation, demand uncertainty and business model innovation are positively associated with firm performance.
The samples are not restricted in any particular industries. This study targets on presidents, general managers, section chiefs, senior sales and senior engineers. Data was collected from April 2016 to May 2016. I finally received 150 valid questionnaires. This study uses SPSS 20.0 and AMOS 21.0 to analyze data with descriptive statistics, reliability and validity analysis, and structural model analysis for examining the proposed hypotheses.
The results of study show: (1) networking capabilities and market driving orientation have positive influences on business model innovation; (2) business model innovation has positive influence on firm performance; (3) technology turbulence will positively moderate the relationship between business model innovation and firm performance.
論文目次 目錄
摘要 I
致謝 V
表目錄 VIII
圖目錄 IX
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第三節 研究流程 5
第二章 文獻探討 6
第一節 網絡能力 (Networking Capabilities) 6
第二節 主動式市場導向 (Market Driving Orientation) 8
第三節 需求不確定性 (Demand Uncertainty) 10
第四節 商業模式創新 (Business Model Innovation) 11
第五節 科技動盪 (Technology Turbulence) 14
第六節 企業績效 (Firm Performance) 15
第三章 研究方法 18
第一節 研究架構 18
第二節 研究假說 19
第三節 變數操作型定義及衡量 24
第四節 問卷設計與抽樣方法 30
第五節 資料分析方法與工具 32
第四章 研究結果與分析 35
第一節 敘述統計分析 35
壹、樣本基本資料分佈 35
貳、研究問項資料分析 39
參、無回覆偏誤 (Non-response bias) 40
肆、共同方法偏誤 (Common Method Bias) 41
第二節 信效度分析 41
壹、信度分析 41
貳、效度分析 43
第三節 結構模型分析與假說驗證 45
壹、 結構方程模型分析 45
貳、 假說驗證 46
參、 調節變數之驗證 46
肆、 控制變數對結構方程模型分析之影響 47
第五章 結論與建議 49
第一節 研究結論與發現 49
第二節 理論與實務意涵 51
第三節 研究限制 56
第四節 後續研究之建議 56
參考文獻 58
附錄 63
參考文獻 參考文獻
Behn, R. D. 2003. Why measure performance? Different purposes require different measures. Public Administration Review, 63(5): 586-606.
Cadogan, J. W., Cui, C. C., & Kwok Yeung Li, E. 2003. Export market-oriented behavior and export performance: The moderating roles of competitive intensity and technological turbulence. International Marketing Review, 20(5): 493-513.
Campbell, D. T., & Fiske, D. W. 1959. Convergent and discriminant validation by the multitrait-multimethod matrix. Psychological bulletin, 56(2): 81.
Carbonell, P., & Rodríguez-Escudero, A. I. 2009. Relationships among team's organizational context, innovation speed, and technological uncertainty: An empirical analysis. Journal of Engineering and Technology Management, 26(1): 28-45.
Carrillat, F. A., Jaramillo, F., & Locander, W. B. 2004. Market-driving organizations: A framework. Academy of Marketing Science Review, 5(1): 1-14.
Cavalcante, S., Kesting, P., & Ulhøi, J. 2011. Business model dynamics and innovation:(Re) Establishing the missing linkages. Management Decision, 49(8): 1327-1342.
Chen, Y.-C., Li, P.-C., & Evans, K. R. 2012. Effects of interaction and entrepreneurial orientation on organizational performance: Insights into market driven and market driving. Industrial Marketing Management, 41(6): 1019-1034.
Cheng, C. C., & Krumwiede, D. 2012. The role of service innovation in the market orientation—new service performance linkage. Technovation, 32(7): 487-497.
Christensen, C. M., Horn, M. B., & Johnson, C. W. 2008. Disrupting class: How disruptive innovation will change the way the world learns: McGraw-Hill New York, NY.
Contractor, F. J., & Lorange, P. 1988. Why should firms cooperate? The strategy and economics basis for cooperative ventures. Cooperative Strategies In International Business: 3-30.
Covin, J. G., & Slevin, D. P. 1991. A conceptual model of entrepreneurship as firm behavior. Entrepreneurship: Critical Perspectives On Business and Management, 3.
Desyllas, P., & Sako, M. 2013. Profiting from business model innovation: Evidence from Pay-As-You-Drive auto insurance. Research Policy, 42(1): 101-116.
Di Benedetto, A., & Mu, J. 2012. Networking capability and new product development. IEEE Transactions on Engineering Management, 59(1): 4-19.
Elg, U. 2000. Firms' home-market relationships: Their role when selecting international alliance partners. Journal of International Business Studies: 169-177.
Fornell, C., & Larcker, D. F. 1981. Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research: 39-50.
Ghauri, P. N., Elg, U., Tarnovskaya, V., & Fatima, W. 2011. Developing a market driving strategy for foreign markets: Internal capabilities and external activities. Schmalenbach Business Review, 11(3): 1-23.
Ghauri, P. N., & Holstius, K. 1996. The role of matching in the foreign market entry process in the Baltic States. European Journal of Marketing, 30(2): 75-88.
Girotra, K., & Netessine, S. 2011. How to build risk into your business model. Harvard Business Review, 89(5): 100-+.
Girotra, K., & Netessine, S. 2014. The risk-driven business model: Four questions that will define your company: Harvard Business Press.
Guillen, M. F. 2000. Business groups in emerging economies: A resource-based view. Academy of Management Journal, 43(3): 362-380.
Gulati, R., & Sytch, M. 2007. Dependence asymmetry and joint dependence in interorganizational relationships: Effects of embeddedness on a manufacturer's performance in procurement relationships. Administrative Science Quarterly, 52(1): 32-69.
He, Z.-L., & Wong, P.-K. 2004. Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4): 481-494.
Homburg, C., & Bucerius, M. 2006. Is speed of integration really a success factor of mergers and acquisitions? An analysis of the role of internal and external relatedness. Strategic Management Journal, 27(4): 347-367.
Hong, J., Song, T. H., & Yoo, S. 2013. Paths to success: How do market orientation and entrepreneurship orientation produce new product success? Journal of Product Innovation Management, 30(1): 44-55.
Hwang, J., & Christensen, C. M. 2008. Disruptive innovation in health care delivery: A framework for business-model innovation. Health Affairs, 27(5): 1329-1335.
Index, G. I. 2015. Global Innovation Index 2015.
Jarillo, J. C. 1988. On strategic networks. Strategic Management Journal, 9(1): 31-41.
Jaworski, B., Kohli, A., & Sahay, A. 2000. Market-driven versus driving markets. Journal of the Academy of Marketing Science, 28(1): 45-54.
Jaworski, B. J., & Kohli, A. K. 1993. Market orientation: Antecedents and consequences. The Journal of Marketing: 53-70.
Johnson, M. W., Christensen, C. M., & Kagermann, H. 2008. Reinventing your business model. Harvard Business Review, 86(12): 57-68.
Karimi, J., & Walter, Z. Corporate entrepreneurship, disruptive business model innovation adoption, and its performance: The case of the newspaper industry. Long Range Planning.
Karimi, J., & Walter, Z. 2015. Corporate entrepreneurship, disruptive business model innovation adoption, and its performance: The case of the newspaper industry. Long Range Planning.
Kumar, N., Scheer, L., & Kotler, P. 2000. From market driven to market driving. European Management Journal, 18(2): 129-142.
LaBahn, D. W., & Krapfel, R. 2000. Early supplier involvement in customer new product development: A contingency model of component supplier intentions. Journal of Business Research, 47(3): 173-190.
Lamore, P. R., Berkowitz, D., & Farrington, P. A. 2013. Proactive/responsive market orientation and marketing—research and development integration. Journal of Product Innovation Management, 30(4): 695-711.
Li, J. J., & Zhou, K. Z. 2010. How foreign firms achieve competitive advantage in the Chinese emerging economy: Managerial ties and market orientation. Journal of Business Research, 63(8): 856-862.
Maglio, P. P., & Spohrer, J. 2013. A service science perspective on business model innovation. Industrial Marketing Management, 42(5): 665-670.
Markides, C. 2006. Disruptive innovation: In need of better theory*. Journal of Product Innovation Management, 23(1): 19-25.
Mitchell, D. W., & Bruckner Coles, C. 2004. Business model innovation breakthrough moves. Journal of Business Strategy, 25(1): 16-26.
Mu, J., & Di Benedetto, A. 2012. Networking capability and new product development. IEEE Transactions on Engineering Management, 59(1): 4-19.
Narver, J. C., & Slater, S. F. 1990. The effect of a market orientation on business profitability. Journal of Marketing, 54(4): 20-35.
Narver, J. C., Slater, S. F., & MacLachlan, D. L. 2004. Responsive and proactive market orientation and new‐product success*. Journal of Product Innovation Management, 21(5): 334-347.
Nidumolu, R., Prahalad, C. K., & Rangaswami, M. 2009. Why sustainability is now the key driver of innovation. Harvard Business Review, 87(9): 56-64.
Oliver, C., & Holzinger, I. 2008. The effectiveness of strategic political management: A dynamic capabilities framework. Academy of Management Review, 33(2): 496-520.
Peng, M. W., Lee, S.-H., & Wang, D. Y. 2005. What determines the scope of the firm over time? A focus on institutional relatedness. Academy of Management Review, 30(3): 622-633.
Podsakoff, P. M., & Organ, D. W. 1986. Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4): 531-544.
Raphael, A., & Zott, C. 2001. Value creation in e-business. Strategic Management Journal, 22(6/7): 493.
Sandström, C. G. 2010. A revised perspective on disruptive innovation: Exploring value, networks and business models: Chalmers University of Technology.
Sandstrom, C., & Osborne, R.-G. 2011. Managing business model renewal. International Journal of Business and Systems Research, 5(5): 461-474.
Simmons, G., Palmer, M., & Truong, Y. 2013. Inscribing value on business model innovations: Insights from industrial projects commercializing disruptive digital innovations. Industrial Marketing Management, 42(5): 744-754.
Tapscott, D., & Caston, A. 1993. Paradigm shift: The new promise of information technology: ERIC.
Teece, D. J. 2010. Business models, business strategy and innovation. Long Range Planning, 43(2): 172-194.
Tongur, S., & Engwall, M. 2014. The business model dilemma of technology shifts. Technovation, 34(9): 525-535.
Tushman, M. L., & Anderson, P. 1986. Technological discontinuities and organizational environments. Administrative Science Quarterly: 439-465.
Velu, C. 2015. Business model innovation and third-party alliance on the survival of new firms. Technovation, 35: 1-11.
Vidal, E., & Mitchell, W. 2013. When do first entrants become first survivors? Long Range Planning, 46(4): 335-347.
Voss, G. B., & Voss, Z. G. 2000. Strategic orientation and firm performance in an artistic environment. Journal of marketing, 64(1): 67-83.
Wang, C. L., & Chung, H. F. 2013. The moderating role of managerial ties in market orientation and innovation: An Asian perspective. Journal of Business Research, 66(12): 2431-2437.
Zhang, J., Hoenig, S., Di Benedetto, A., Lancioni, R. A., & Phatak, A. 2009. What contributes to the enhanced use of customer, competition and technology knowledge for product innovation performance?: A survey of multinational industrial companies' subsidiaries operating in China. Industrial Marketing Management, 38(2): 207-218.
Zheng Zhou, K., 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.
Zott, C., & Amit, R. 2008. The fit between product market strategy and business model: Implications for firm performance. Strategic Management Journal, 29(1): 1-26.
Zott, C., & Amit, R. 2010. Business model design: An activity system perspective. Long Range Planning, 43(2): 216-226.

  • 同意授權校內瀏覽/列印電子全文服務,於2017-02-13起公開。
  • 同意授權校外瀏覽/列印電子全文服務,於2017-02-13起公開。

  • 如您有疑問,請聯絡圖書館