Industrial External Environment, Marketing Organization Behavior, Organization Structure and Innovate Strategy to Research Innovation Performance Influence Model

• Main Authors: Sin-Ling Liu, 劉馨琳
• Other Authors: Hsieh-Sheng Chen
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/84917929145031817835

碩士 === 樹德科技大學 === 經營管理研究所 === 96 === 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. The Taiwan’s fasteners industry is the research object, and the fasteners industry knowledge of Taiwan inclines to be the type of the implicit knowledge. However, this industry has been focused on the innovation for several decades, which corresponds to this research institute about the innovation strategy. This research was conducted by “2006-2007 roster of the Taiwan industrial fastener institute” in 464 fastener factories. Of 186 responded questionnaires, 174 questionnaires were effective and 12 invalid questionnaires. The response rate accounts for 40.08%. 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 (Product and Process). 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. In the aspect of process innovation performance, regular manufacturers are fit for degree of technical change, decentralization, and cost orientation. Revolution manufacturers are fit for degree of market change, formalization. Niche manufacturers are fit for degree of technical change, cost orientation. Architectural manufacturers are fit for degree of merchant interaction, degree of technical change, degree of manufacturer competition, specialization, and competitor orientation. Eventually, the four types business of manufacturers fitting the best for internal and external strategy can promote the innovation performance.