The study of the Relationship between Firm''''s Capability Development and Organizational Learning: A Study of new venturing

• Main Authors: Lu, Mei-Ling, 呂美玲
• Other Authors: Chen, Jen-Shyang
• Format: Others
• Language: zh-TW
• Published: 2001
• Online Access: http://ndltd.ncl.edu.tw/handle/87642668393127998250

碩士 === 銘傳大學 === 管理科學研究所 === 89 === The resource and capabilities are the basis for building competitive advantage of the firm, and the way to overcome the turbulence and catch new opportunities within the fast changing environment is to upgrade the effectiveness of the firms’ resource and capabilities. The research study the new venturing process from 6 in-deep interview found that their have positive relationship between capability building and organizational learning. Organizational learning is the key for capability upgrading and leverage. The conclusions of the research included: 1.If the firm’s new venturing is the dynamic capability development process, organizational learning plays an important role on the capability development process; 2.The more closer of the business within parent and subsidiary, the stronger organizational learning capability of parent firm, the more resource transferring or/and sharing with subsidiaries, and the organizational learning capability of subsidiary will be weaker. 3.From the process of creating, sharing, saving, and using the knowledge from organizational memory, new venture will share the existing organizational memory of parent firm and develop new capability further. 4.Due to the capabilities sharing and leverage, the risk of the new venture is lower during the initial stage.