| Summary: | 碩士 === 南台科技大學 === 高階主管企管碩士班 === 102 === Under highly uncertain economic environment, companies tend to implement organizational learning(OL) in response to their existence and continous growth because learning is the maior key for surviving. Organizational learning can not only improve individual performance( Liu & Fu,2007) but also generate the positive impact on business(Hsu, Chou & Fang,2007). Recent researches showed that Dynamic Capability(DC) also contributes to maintain strong competitive advantage. Based on Teece, Pisano & Shuen’s(1994,1997) studies, dynamic capability can create new products as well as new processes, and make the serial responses to market environment changes. These empirical researches indicated that there is some kind of causality between organizational learning, dynamic capability and competitive advantage.
In the pase, organizational learning researches were done by human resource management field and dynamic capability was developed in the strategy management field. Both studies exhibit rare intersection. This study started on onganizational learning, and further the company competitive advantage can be set up by itself. In addition, Market Orientation topic is used to be considered as a major factor on organizational learning and development by most scholars. Thus, we are interested in whether the market orientation will appear any interference in organizational learning and dynamic capability. The relationships between market orientation and organizational learning as well as dynamic capability will be also tested in this study.
After the survey of Taiwanese companies, we received 315 qualified questionnaires and all of these were analyzed by SPSS 17 software. The result showed that there is a positive correlation between organizational learning and dynamic capability. The solid correlation between dynamic capability and competitive advantage is also found. Simolaneously, dynamic capability demonstrated the partial mediator effect on the relationship between organizational learning and competitive advantage, while the market orientation showed the interference effect between organizational learning and dynamic capability.
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