| Summary: | 博士 === 國立暨南國際大學 === 國際企業學系 === 103 === Literature has stressed the priority of capability develop of the firm but specific augmentation about which capability should be developed first for those resource-limited firm is rare. Accordingly, we aim to unfold the priority of technology or market capability development for firms with limited resources. The 8-years longitudinal extended case method of two Taiwanese TFT-LCD equipment providers helps us to figure out two routes of capability development：The first one is to develop technology capability first, and then market capability; the second is market capability first, and then technology capability. We conclude that the route of capability development and learning mechanism lies in lens of organizational culture and resource characteristics. A firm possessing absorptive capacity should take in-and-out route to develop technology capability first, and then market capability through intra-organizational learning guiding inter-organizational learning; while a firm possessing social capital should take out-and-in route to develop market capability first, and then technology capability through inter-organizational learning guiding intra-organizational learning. Academic and practical implication are also discussed.
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