Overcoming organizational inertia to strengthen business model innovation: Organizational learning perspective
碩士 === 國立高雄應用科技大學 === 商務經營研究所 === 98 === According to the organizational change perspective, this work explores how firms use effective organizational learning to change organizational inertia for creating organizational innovation. Accordingly, the primary objective of this study is to investigate...
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ndltd-TW-098KUAS87680242015-10-13T18:58:40Z http://ndltd.ncl.edu.tw/handle/66029478603789709942 Overcoming organizational inertia to strengthen business model innovation: Organizational learning perspective 克服組織慣性以強化商業模式創新之研究:組織學習的觀點 Ti-Ying Fan 范迪嫈 碩士 國立高雄應用科技大學 商務經營研究所 98 According to the organizational change perspective, this work explores how firms use effective organizational learning to change organizational inertia for creating organizational innovation. Accordingly, the primary objective of this study is to investigate the potential impact on business model innovation and firm performance of organizational inertia. In addition, this study determines whether or not organizational learning mediates the relationships among contextual variables. Thus, this work devises a hypothesized model for exploring the links among contextual variables and collects data via a questionnaire design. Accordingly, in the conceptual model, organizational inertia is conceptualized as a second-order construct comprised of three complementary first-order dimensions: insight inertia, action inertia, and psychological inertia, and organizational learning is conceptualized as a second-order construct comprised of four complementary first-order dimensions: knowledge acquisition, information distribution, information interpretation, and organizational memory. To clarify the relationships among these variables, structural equation modeling (SEM) is used to examine the hypothesized model’s fit and hypotheses. Using data from a study of 158 Taiwanese manufacturing firms, the empirical result shows that organizational inertia has a significantly negative influence on organizational learning. The SEM results clearly demonstrate the fully mediating role of organizational learning in the relationship between organizational inertia and both business model innovation and firm performance. In addition, the result suggests that business model innovation strengthens firm performance. Moreover, this paper offers a contribution to the current literature by adding empirical evidence from manufacturing firms on the role of organizational learning in the business model innovation. Hao-Chen Huang 黃豪臣 2010 學位論文 ; thesis 116 zh-TW |
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碩士 === 國立高雄應用科技大學 === 商務經營研究所 === 98 === According to the organizational change perspective, this work explores how firms use effective organizational learning to change organizational inertia for creating organizational innovation. Accordingly, the primary objective of this study is to investigate the potential impact on business model innovation and firm performance of organizational inertia. In addition, this study determines whether or not organizational learning mediates the relationships among contextual variables. Thus, this work devises a hypothesized model for exploring the links among contextual variables and collects data via a questionnaire design. Accordingly, in the conceptual model, organizational inertia is conceptualized as a second-order construct comprised of three complementary first-order dimensions: insight inertia, action inertia, and psychological inertia, and organizational learning is conceptualized as a second-order construct comprised of four complementary first-order dimensions: knowledge acquisition, information distribution, information interpretation, and organizational memory. To clarify the relationships among these variables, structural equation modeling (SEM) is used to examine the hypothesized model’s fit and hypotheses. Using data from a study of 158 Taiwanese manufacturing firms, the empirical result shows that organizational inertia has a significantly negative influence on organizational learning. The SEM results clearly demonstrate the fully mediating role of organizational learning in the relationship between organizational inertia and both business model innovation and firm performance. In addition, the result suggests that business model innovation strengthens firm performance. Moreover, this paper offers a contribution to the current literature by adding empirical evidence from manufacturing firms on the role of organizational learning in the business model innovation.
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Hao-Chen Huang |
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Hao-Chen Huang Ti-Ying Fan 范迪嫈 |
author |
Ti-Ying Fan 范迪嫈 |
spellingShingle |
Ti-Ying Fan 范迪嫈 Overcoming organizational inertia to strengthen business model innovation: Organizational learning perspective |
author_sort |
Ti-Ying Fan |
title |
Overcoming organizational inertia to strengthen business model innovation: Organizational learning perspective |
title_short |
Overcoming organizational inertia to strengthen business model innovation: Organizational learning perspective |
title_full |
Overcoming organizational inertia to strengthen business model innovation: Organizational learning perspective |
title_fullStr |
Overcoming organizational inertia to strengthen business model innovation: Organizational learning perspective |
title_full_unstemmed |
Overcoming organizational inertia to strengthen business model innovation: Organizational learning perspective |
title_sort |
overcoming organizational inertia to strengthen business model innovation: organizational learning perspective |
publishDate |
2010 |
url |
http://ndltd.ncl.edu.tw/handle/66029478603789709942 |
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