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題名 | 新創企業資訊科技策略調準歷程之多個案研究--採動態能力觀點=A Multiple-Case Study on the Strategic Alignment Process with Information Technology for New Ventures: From a Dynamic Capabilities Perspective |
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作者 | 孫嘉明; 陳瑞順; | 書刊名 | 商管科技季刊 |
卷期 | 7:3 民95.09 |
頁次 | 頁475-507 |
分類號 | 494.542 |
關鍵詞 | 策略調準; 資訊科技能力; 動態能力觀點; Strategic IS alignment; IT capabilities; Dynamic capabilities perspective; |
語文 | 中文(Chinese) |
中文摘要 | 一般學者多認為在持續變動環境下,資訊科技策略與組織策略間的適配關係為動態且持續進行的策略調準歷程(a strategic alignment process),但卻少有學者提出可供分析之參考理論架構。延伸自資源基礎理論之動態能力觀點強調:在變動環境下,組織必須持續重組資源,才能維持策略性競爭優勢。因此,本研究引用動態能力觀點,透過個案研究分析台灣半導體產業兩家IC封裝廠商的創業變革歷程,藉以瞭解新創企業於劇烈變動環境與業務快速成長下,如何培養所需的資訊科技能力,發展、整合及重組資訊科技資源,以達到策略調準目標。 研究結果發現:明確的「意圖策略調準」,有助於穩定發展IT 能力與資源;金業所培養及累積的IT 能力,確實影響「實質策略調準」成果。策略調準歷程當中,不但資源轉換程序影響IT能力發展軌跡,而且IT策略與叮能力受既有資源與有限資源投入所造成的「路徑依賴」現象所影響。於不同企業變革時期,資訊部門的任務計劃,既受到前期所累積的資源所支持,同時也為資源僵固性形成的包袱所限制。如果無法持續有效學習整合資源,或是爭取足夠資源支持跳躍性的轉型與重組,則「路徑依賴」的效應將更形明顯。另外,研究中也發現:資訊科技能力真有共通性、相互替代性,使得不同資源基礎的企業,仍可獲致相近資訊科技資源配置結果(殊途同歸特性)。 |
英文摘要 | Many prior studies suggest that alignment between business strategy and IT strategy is a dynamic and continuous process, but few of them provide theoretic frameworks for this phenomenon. Extended from resource-based view, the dynamic capabilities perspective focuses on the process of resource reconfiguration to sustain competitive advantages in a velocity environment. Thus, in this study we take the dynamic capabilities perspective to analyze the entrepreneurial processes of two IC package companies in semiconductor industry of Taiwan. The purpose of this study is to explore a new venture how to develop IT capabilities to integrate and reconfigure IT resources, and reach the goal of strategic alignment. The results indicate that: explicit alignment-as-intend deeply assists with developing IT capabilities and resources, and influences the achievement of alignment-as-implemented. During the alignment process, the procedures of resource transformation affect the trajectory of IT capabilities development. Both IT strategies and IT capabilities are limited by "path dependence" phenomenon caused by existed resources and insufficient support. The mission of IT department in each stage, which challenged by momentous organization changes, is advocated by accumulative resources and is also restrained by rigidity of resources. Effective learning for resource integration and applying additional resources on disruptive transformation could mitigate path dependence effects. The results also indicate that the commonalities and substitution of IT capabilities. It implies equifinality: managers from different firms could develop similar resources from different starting point and varied paths. Resources from different starting point and varied paths. |
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