| Summary: | 碩士 === 國立交通大學 === 資訊管理學程碩士班 === 91 === Abstract
Immediately after joining the World Trade Organization (WTO), Taiwan must confront with problems of world competition. How to establish and maintain competitive advantage has become a main issue of Taiwan enterprise. This study uses the Habitual Domain Theory to study enterprise innovation. Case studies are used to substantiate the discussions. The following observations are useful for management practice. They can also be used for further academic studies.
1. Environmental inputs and charge structures: They come from internal and external environmental changes. They determine the attention allocation of the management. These charge structure can become the driving force for innovation.
2. Competence and Resources: Competence and new resource can be developed through training. Through the expansion of Habitual Domains, and optimizing the usage of existing competence and resources, new competence and resources can be created. They enable enterprise’s capability for innovation.
3. Creating value: The new products and services must be able to contribute value as to earn customers’ acceptance, and to accumulate the competence and resources of the company.
In order to compete successfully, the company must innovate continuously. The external competitions create charges and effort for innovation. By upgrading Habitual Domains, we can better use the existing competence and resources as to create new products and new services to serve customers timely and properly as to create value and competitive edge for the company.
Keywords: Habitual Domains, Charge Structure, Competence and Resources, Innovation, Value.
|
|---|
