The Control Mechanisms and Organizational Learning of Project Organization：An Empirical Study of ITDP

• Main Authors: Ya-Chi Kuo, 郭雅琪
• Other Authors: Shi-Jie Fang
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/78881496757603649990

碩士 === 國立高雄第一科技大學 === 企業管理研究所 === 93 === Under the globalization’s competitive situation, enterprises must face the fast changing competitive market. In these circumstances, they need to promote their innovation ability further .Therefore, the government is devoted to encouraging the industrial people's input of research and development in order to improve the national competitiveness in recent years, and carries out with the concrete policy, such as offering the R&D fund to subsidize, increasing the folk inducement of the R&D and innovative activity of input, coaching the industrial people for building and constructing the perfect R&D management system, and expecting to promote the R&D capability of enterprises. With regard to the operation of the R&D project organization, most of people took the planning and execution of the R&D management system as a basis. However, it is less likely to pay attention to “informal controlling mechanisms ", include that the mechanisms of project members' “sharing values and vision”, “informal interaction” and “informal communication networks”. Hence, this thesis divided the mechanisms of the R&D management system into two parts, one is “formal controlling mechanisms” comprise two variables as “formalization” and” reward inducement” mechanisms, that probe into formal and informal controlling mechanisms for the influence of R&D project performance, and divided the project performance into two groups as “market performance” and “innovative performance” to analyze. In addition, this thesis joined the intervening variable as “Organizational learning”, divided it into two variables as “knowledge sharing” and “knowledge combination”. From the standpoint of this, this study analyzed the setting-up of the formal and informal controlling mechanism further, whether it can promote the R&D project performance effectively through the intervening variable. The thesis analyzed questions as follows：(1) The influence of “formal and informal controlling mechanisms” on “Organizational learning”. (2) The influence of “Organizational learning” on. “project performance”. (3) The influence of “formal and informal controlling mechanisms” on “project performance”. (4) Whether “formal and informal controlling mechanisms” can promote the R&D project performance effectively through the intervening variable. This thesis took takes the manufacturers of ITDP(Industrial Technology Development Program) as the target by questionnaire investigation way, verify the conceptual framework and hypotheses of this research. The empirical results were: (1) “Formal controlling mechanisms” facilitate project organization’s “knowledge sharing”. (2) “Informal controlling mechanisms” facilitate project organization’s “knowledge combination and knowledge sharing”, only “informal interaction” doesn’t exactly helps “knowledge sharing”. (3) “Organizational learning” all contribute to the “ innovative performance” of the R&D project; but not for “market performance”. (4) “Formalization mechanism” contributes to the “innovative performance”; and “reward inducement mechanism” contributes to the “market performance”. (5) “Sharing values and vision” and “informal communication networks” mechanisms facilitate the R&D project members to reach the “innovative performance”, and promote the R&D project performance effectively through the “Knowledge integration” of “Organizational learning” as intervening variable.