| Summary: | 碩士 === 國立東華大學 === 國際企業學系 === 101 === To avoid losing their positions in industry when faced with technology, most firms have established corporate R&D departments in recent years and hope to promote their radical innovation performance. Most firms are aware of the trend that they need to have greater innovation performance radically rather than incrementally, but we have found only a few firms that really have succeeded in increasing their radical innovation performance.
Unlearning is a new concept that has attracted many researchers’ interests. In order to prevent core-competencies from becoming core-rigidities or competency traps, unlearning emphasizes that firms perform memory elimination, since established and accepted beliefs and methods are often the main barriers to innovation, and in particular change their beliefs, norms, values, procedures, and routines.
This study firstly investigates the relationship between unlearning and radical innovation. Then, we examine the influence of slack resource and social capital on radical innovation. Finally, we consider the interaction of unlearning and slack resource on radical innovation, and the interaction of unlearning and social capital on radical innovation.
A total of 125 electronics manufacturing firms constitute the analytical sample. Hierarchical regression analysis reveals that unlearning and social capital have a positive effect on radical innovation. The results also show that, when a firm has a greater unlearning, the effect of social capital on radical innovation will be weakened. However, there are no effects both between slack resource and radical innovation and the interaction effect with unlearning on radical innovation.
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