科技事業的業外投資、能耐更新與成長策略關係之研究：理論探索與實證
Other Title
Corporate Venturing Investment, Resource Reconfiguration and
Competence-based Growth Strategy
Competence-based Growth Strategy
Date Issued
2003
Date
2003
Author(s)
DOI
912416H002033
Abstract
Dynamic capability enables resource reconfiguration, which is important when the
environment constantly changes in an unanticipated way. However, it may be difficult for
current existing management to build new competence because of learning myopia, and
external search of new competence provides an alternative way to achieve this end. From
competence-based and organizational learning views, we offer a typology of corporate
venturing investment that consists of competence replicating, competence leveraging,
competence upgrading and competence building activities. This paper proposes that corporate
venturing investment can be regarded as a strategic ways to achieve resource reconfiguration.
Resource reconfiguration has synergistic and learning purposes. A synergistic type of
resource reconfiguration involves competence replicating and leveraging, and a learning type
contains competence upgrading and building activities. When the environment features high
level of uncertainty, a learning type of resource reconfiguration is more than a synergistic type
because the existing competence may be outdated. By integrating competence-based,
transaction cost economics and real options theory, we further discuss the adequate
governance structure for each type of corporate venturing investment. Managerial
implications and further research directions based on the current work are also discussed.
Subjects
Corporate Venturing Investment
Resource Reconfiguration
Competence-based View
Real Options Theory
Publisher
臺北市：國立臺灣大學國際企業學系暨研究所
Type
report
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