產業外部環境、行銷組織行為、組織結構與創新策略對創新績效影響模式之研究－以螺絲產業廠商為例

Industrial External Environment, Marketing Organization Behavior, Organization Structure and Innovate Strategy to Research Innovation Performance Influence Model-the Example of Fastener Industry

10.6736/JPSR.200906_6(2).0002

陳協勝(Hsieh-Sheng Chen)；劉馨琳(Sin-Ling Liu)

創新策略 ； 組織結構 ； 行銷組織行為 ； 產品創新績效 ； 螺絲產業 ； Innovation Strategy ； Organization Structure ； Marketing Organization Behavior ； Innovation Performance ； Fasteners Industry

績效與策略研究

6卷2期（2009 / 06 / 01）

19 - 36

繁體中文

策略設計學派的觀點，企業制定策略時必須考量內外部的條件與狀態，在權衡取捨之下，制定最佳策略以達企業目標，亦即策略乃是在內外部調和與配適下的結果。本研究深入瞭解四種廠商創新策略（規律型創新、革命型創新、利基型創新及結構型創新），在面臨何種外部環境（互動溝通、技術變動、市場變動、產業競爭）下，應配合哪種組織結構（正式化、分權化、專業化）及何種行銷組織行為（顧客導向、競爭者導向、成本導向）時，才可締造最佳創新績效。實證結果發現台灣螺絲廠商，如果是規律型廠商，採取正式化組織結構與競爭導向、成本導向之行銷組織行為時，有較佳的產品創新績效。革命型廠商如配合正式化或分權化組織結構及採顧客導向行銷組織行為，有較佳的產品創新績效。利基型廠商如果在面臨技術變動外在環境下及採競爭者導向行銷組織行為，會有較佳的產品創新績效。而結構型廠商如在面臨廠商互動高、市場變動大時，配合專業化組織結構及競爭導向行銷組織行為，會有較佳的產品創新績效。

From the strategy design scholar's viewpoint, when an enterprise formulates its strategy, it must consider both the external and internal conditions to select the most prominent strategy. After the analysis and evaluation for the strategy, the best-chosen strategy can reach the business goal; that is, the strategy which fits both the external and internal conditions properly in the result. Our research thoroughly emphasizes four kinds of manufacturers innovation strategies (Regular, Revolution, Niche, Architectural), related with external environment (Degree of Merchant Interaction, Degree of Technical Change, Degree of Market Change, Degree of Industry Competition), organizational structure coordinates (Formalization, Decentralization, Specialization) and marketing organization behaviors (Customer Orientation, Competitor Orientation, Cost Orientation). Only when Fasteners apply the strategy with all those aspects do they possess the best innovation performance. The result shows Fastener manufacturers in the aspect product innovation performance. Regular manufacturers are fit for formalization, competitor orientation, and cost orientation. Revolution manufacturers are fit for formalization, decentralization, customer orientation. Niche manufacturers are fit for degree of technical change, competitor orientation. Architectural manufacturers are fit for degree of merchant interaction, degree of market change, specialization, and competitor orientation.

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