A Study of the Impacts of Dynamic Capabilities on the Performance through Organizational Life Cycle

• Main Authors: Shi-Chin Lee, 李世勤
• Other Authors: 邱奕嘉
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/96766080090097584759

碩士 === 國立中興大學 === 企業管理學系所 === 97 === Firms face many problems at each life cycle phase, when they were pursuing growth. In this generation based on knowledge, operations are different from past. But, the original principal of problem solving for growth is constant. No firm can be mature at once; successful enterprises are all conquer the challenges in growth process. Being winner today, advantage they possessed today cannot ensure their future. Dynamic capability plays major role on the stage which been flat by liberalized market and information technology. In the past, the researches for dynamic capability are almost sampled foreign firms. For applicability of Taiwan, research methodology of this research design carefully. Combining organization life cycle and dynamic capability these two main theories to know what kinds of business function of dynamic capability should be develop in each life cycle phase, the result indicate： 1. Over the years to increase R&D deployment, will help to enhance organizational performance. 2. Percentage changes in marketing expense deferred two years and organizational performance showed a positive correlation. 3. Percentage changes in equipment expense and organizational performance showed a ∩-shaped correlation. 4. In growing phase, the relationship between percentage changes in R&D expense and organizational performance is better than the other two groups. 5. In recession and recovery phase, the relationship between percentage changes in marketing expense and organizational performance is better than the other two groups.