| Summary: | 碩士 === 國立中央大學 === 企業管理學系 === 101 === In today's increasingly competitive environment, organizations must learn new knowledge, techniques and practices incessantly to keep their competitive advantages and cultivate their abilities to adapt the changing environment. Recent studies pay close attention to organizational learning and IT leveraging competence. Yet little is known of how organizational learning affects the competence of IT leveraging. This paper attempts to fill this important gap in the integration of organizational learning and IT leveraging competence through empirical research using a comprehensive framework of organizational learning under the context of new product developing. We conducted a longitudinal study that involved 266 cases of 133 individuals in new product developing team from top 2,000 manufacturing firms in Taiwan. We aimed to discuss the organization whether improve their ambidexterity and change capability through organizational learning, and leverage the IT competence to enhance the cooperation among team members or not. Our results show that intuiting and interpreting of team members in new product developing project have a positive impact on the ambidexterity, and that both integrating among team members and institutionalizing also have a positive impact on ambidexterity. Furthermore, we found that ambidexterity has a positive impact on IT leveraging competence.
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