A Case Study on the Organizational Structure, the Human Resources and the Organization Climate to the Technology Innovation Capabilities Influence -- Take the Electronic Companies as Examples

• Main Authors: Wen-Chieh Wei, 魏文杰
• Other Authors: Tser-Yieth Chen
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/342nz4

碩士 === 銘傳大學 === 管理研究所碩士在職專班 === 93 === This thesis is aimed at exploring the probable influence of organizational structure, human resource and organization climate on innovation capabilities. The case study is focused on the three Web-communication products manufacturers in Taipei while the relative verification; investigations and analyses will be discussed along with it. The life cycle of products has been shorter compared with before, in order to create a higher value, many corporations must unceasingly innovate, satisfies the consumer to gain the profit. However, must have the unceasing innovation in the shortest time of the product, depend on the knowledge quick accumulation. The knowledge is sharing, both sides obtain the information and the experience can the presenting growth, if again continues and the other people exchanges the knowledge, and question back coupling and extension, then can fast grow the experience. Knowledge sharing and leader’s behavior also contribute to an entrepreneur’s technology innovation capabilities while they are under the influence of organizational structure, strategies of human resource and organization climate. In terms of management, this case study is informative and applicable to R & D managers, product managers and top managers. As to a corporation’s innovation capabilities, top managers can take into consideration the proportion of new products, the maturity of products and the life cycle of products when setting the strategically goals for the short-run, mid-run and long-run development of corporation. Based on the objective management principles in Hoshin planning, these three goals can be developed in a Top Down style. However, various management styles like OEM, ODM and one’s own brand affect the patterns of knowledge sharing when entrepreneurs attempt to achieve its the short-run, mid-run and long-run goals for technology innovation capabilities.