A Study on the Antecedents and Consequences of Partnership: A Rresearch Based on Examples of Co-operation Between University-operated Incubation Centers and Their Participating Enterprises

• Main Authors: Shu-Ju Liao, 廖淑如
• Other Authors: Yung-Ching Ho
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/14130614864261704102

碩士 === 國立中正大學 === 企業管理所 === 95 === Small and medium-sized enterprises (SME) are facing ferocious competition, and therefore need to rapidly transform themselves to adapt to market conditions. Since 1996, the Small and Medium Enterprise (SME) Administration of the Ministry of Economic Affairs has initiated a policy for the incubation of entrepreneurial firms, established mechanisms for educating SMEs about entrepreneurship, and enhanced the technological innovation, intelligence capital, and brand value of enterprises in order to align with what is developing in the world. This study investigates the impact of the cooperative partner’s perception characteristics on relationship capital, and those of relationship capital on innovation performance directly and through the mediation of dynamic capability, resulting in a model of antecedents and consequences for the partnership between incubation centers and participating enterprises. The sample of this study includes the manufacturing enterprises in the 94 incubation centers in Taiwan. It is found that cooperative partner’s perception characteristics are positively associated with relationship capital, meaning that consistent goals, complementary resources and capabilities, close interaction would enhance the accumulation of relationship capital among the partners. Secondly, relationship capital is partially positively related to dynamic capability. That is, only the socio-psychological aspects (i.e. trust, and commitment) of relationship capital are related to dynamic capability. Thirdly, relationship capital and dynamic capability are positively related to innovation performance respectively. Higher levels of cooperative relationship capital and dynamic capability would enhance innovation performance. Finally, this study explores the good practice of management from understanding the importance of selecting cooperative partner’s perception characteristics, extending the effectiveness of partnership management, and developing dynamic capability of the enterprises.