An Empirical Study of the Impacts of Intellectual Capital and Environmental Scanning on the Organizational Learning and Organizational Control: A Case Study in Government Sector

• Main Authors: CHEN, HAI-HSIUNG, 陳海雄
• Other Authors: CHEN, YU-SHAN
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/aa7v6q

博士 === 國立臺北大學 === 企業管理學系 === 106 === The core concept of the organizational control established by organizational and strategic theories is the foundation of all organizations, which is used to link organizational aims with activities or performance. As regards organizational control, the achievement of administrative aims and the effective use of resources require knowledge of the output of the control. In the literature related to organizations and strategies, earlier researchers emphasized the control of performance outputs; in recent years, scholars of organizational control have started to document the issues involved in the establishment of a control system and the process of utilizing a range of control modes to realize organizational aims. Therefore, an understanding of the key components of control has great theoretical value for organizational management. In the past, the majority of research on governmental organizational control and the establishment of control systems advocates the application of the transaction cost economics perspective and the social exchange perspective, and most researchers focused on control modes in the process and output of the system itself, while neglecting the power of emotional interaction and knowledge-sharing in organizational control. Drawing on the related literature, the thesis attempts to apply the perspective of knowledge-Based Resource (KBR) and organizational learning, to discuss the effect between in intellectual capital, environmental scanning, organizational learning and organizational control on the government sector. The empirical results presented by the relevant management implications, and for the management practices make relevant recommendations. There are many contributions in this study. Mainly are as follow. First of all, the use of the knowledge base theory and organizational learning theory enrich organizational control studies; secondly, through discussion and verification of causality between different intellectual capital, environmental scanning, organizational learning and organizational control, and strengthen the connotation of organizational control theory; Furthermore, according to the study presented the results and its management implications, trying to make up for the traditional bureaucratic organizations use social exchange and transaction costs perspective for organizational control, arising from a number of limitations.