| Summary: | 碩士 === 義守大學 === 管理科學研究所 === 90 === In the dynamic competitive circumstance, technologies vary from minute to minute and flood with uncertainty. Faces to this situation, an enterprise who wants to keep alive should create enduring core competitive competence. The raising of knowledge economy and network economy just fit with dynamic competitive circum stance. Compare with certainty circumstance that emphasis productive factors such as land, capital and labor etc., dynamic competitive circumstance produce in “knowledge”, and the outputs also be “knowledge”. These outputs are the source of competitive advantage because it provide with appropriation, elasticity and hard to imitate. This source of advantage can be obtained from technology transfer, but in the consideration of cost, strategies and organizational learning etc., organizations recently participate strategic alliance to make R＆D so that they can get new, external technology.
Scholars discuss the subject about strategic alliance such as knowledge creation, knowledge transfer and organizational learning by the view of social capital gradually. Social capital emphasizes ties and location that embed in each individual, so that it can mold a platform that makes knowledge share and learning about the subject above. So we will base on social capital for a theoretical framework and discuss that how an organization uses it’s social capital to accumulate advantages---organizational knowledge assets. The main questions of this framework include: (1) the meaning of social capital of organizations (2) how do organizations accumulate knowledge (3) can organizational knowledge assets develop it’s potential value to achieve performance of technology transfer (4) what role does organizational learning competence play between social capital and organizational knowledge. About the empirical study, we select the firms that participate into ITRI (Industrial Technology Research Institution) R&D consortium, with the government’s support. Through the questionnaire survey method, this study might draw some conclusions and implications for management practice and academic research.
Empirical results show that: (1) the stronger the orientation of firms trust on ITRI, the direct ties and recognition context with partner firms, the more firms accumulate their knowledge (2) the direct ties with ITRI and the orientation of firms trust on partners can assist firms to accumulate market knowledge (3) the more firms understand market trend, the more economic benefits they can catch (4) the more knowledge firms possess, the more competitive advantages they have (5) firms who possess difference learning capabilities will influence their knowledge assets accumulation by social capital.
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