| Summary: | 博士 === 元智大學 === 管理研究所 === 97 === Research on dynamic capabilities is important in determining firm’s ability to operate in a rapidly changing environment. Drivers of dynamic learning mechanism play a decisive role in dynamic capability evolution in the process of organization that is previous traditional RBV misidentifies the locus. This research focuses on implicative studies between drivers of dynamic learning mechanism and high-level management capabilities in strategic alliances, we hope this approach can define drivers of dynamic learning mechanism for operation and create dynamic competitive capabilities in high-level management. Hopefully this research can make up for the gap in the literature and the vagueness of previous research on RBV, thus complementing past tautological questions on RBV.
Using an empirical methodology and a sample of 363 strategic alliances in Taiwanese industries, the empirical result suggests that learning intent and learning embedded positively influence drivers of dynamic learning mechanism (DLM) (e.g., manager integration power, external linkages, codification of experience, and ambiguity) to positively affect dynamic competitive capabilities (DCC) development in the high-level management of strategic alliances. Our findings identify the important roles that manager integration power, external linkages, codification of experience, and ambiguity play in DCC development. The results of this investigation show that DCC exist in special learning routines, with DCC production being based on an organization’s DLM. This research can begin to fill in the theoretical gaps in the literature concerning DCC development via a DLM, offering a clear theoretical model.
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