| Summary: | 碩士 === 國立雲林科技大學 === 企業管理系碩士班 === 91 === With competitive environment turning into hypercompetitive environment, the value chain, and the central and satellite system becomes value networks gradually, and firms have to establish a community such as the value network to compete in hypercompetition because no firm could survive alone. All firms’ activities about value creation are considered into the operative process, even learning. In the pass, firms always learn alone, and do not care about learning activities of other members. But firms have to collaboratively learn with others in the value network, and this kind of learning called interorganizational learning. All members in the value network not only advance competitive advantage by learning effect, but also create collaboratively new value for their customers.
This study explores the knowledge diffusion of two focal companies by perspectives of interorganizational learning, and tries to build a learning organizational structure of the value network to be a strategic consultation for industrial firms.
Conclusions of this study:
1. Internal organizational learning of core members in value network spread interorganizational learning throughout the entire value network; consequently, they dominate interorganizational learning of value network.
2. Interorganizational learning behaviors are related to grouping degree and knowledge diffusivity. The choice of interorganizational learning types on different knowledge application level will show particular interorganizational learning strategy in the value network.
3. Knowledge contents of interorganizational learning in the value network relate to strategic integration, tactical integration, and operative integration.
4. The direction of value propositions of interorganizational learning in the value network depends on interorganizational knowledge contents from core members and interorganizational learning strategy used by core members.
Based on conclusion of the study, following suggestions are given.
1. Value network members, especially core ones, look actively for any knowledge sources and contents that supply or create new valuation for the whole value network.
2. Value network members draft interorganizational learning strategy to collectively learn or share useful knowledge.
3. Because the interorganizational learning in the value network is highlighted, follow members have to understand the value propositions of core members and prepare to learn with core members to prevent from that competitors in the same network replace self-valuation
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