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林亮宏 學歷 : 國立中山大學企管博士 國立成功大學工管碩士 國立成功大學工管學士 經歷 : 國立高雄應用科技大學國際企業系

林亮宏 學歷 : 國立中山大學企管博士 國立成功大學工管碩士 國立成功大學工管學士 經歷 : 國立高雄應用科技大學國際企業系 助理教授 和春技術學院企管系講師 / 助理教授. 本次演講題目. Applying IE methods to expand the research of  business management Liang-Hung Lin

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林亮宏 學歷 : 國立中山大學企管博士 國立成功大學工管碩士 國立成功大學工管學士 經歷 : 國立高雄應用科技大學國際企業系

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  1. 林亮宏 學歷: 國立中山大學企管博士 國立成功大學工管碩士 國立成功大學工管學士 經歷: 國立高雄應用科技大學國際企業系 助理教授 和春技術學院企管系講師 / 助理教授

  2. 本次演講題目 Applying IE methods to expand the research of  business management Liang-Hung Lin Assistant Professor, National Kaohsiung University of Applied Sciences

  3. Paper 1:Product quality and product innovation: An empirical study of the global automotive industry (和IE的關聯: Quality management) Authors: Liang-Hung Lin & Iuan-Yuan Lu Published in Total Quality Management and Business Excellence (2006, Vol. 17, No. 2)

  4. 1.1 Arguments 1. Quality management 與 Innovation management 是否有關? 2. Quality management → Innovation management 3 Innovation management → Quality management

  5. 1.2 Innovation • Innovation: new ideas for organizations (Downs & Mohr, 1976) • Innovation involves invention and commercialization (Afuah, 1998). • Tushman and Nadler (1986) considered that innovations include new products, services or production processes introduced by firms.

  6. 1.2 Innovation • Recently from an organizational perspective, innovation has been defined as the adoption of an internally generated or purchased device, system, policy, program, process, product or service that is new to the adopting organization (Damanpour, 1991)

  7. 1.3 Innovation improves quality: • Dubey and Wu (2002) and Fishman and Rob (2002) proved that production firms attempted costly and risky product innovation to improve the quality of their products. • Koufteros et. al. (2002) also supported the claim that product innovation seems positively to affect quality.

  8. 1.4 High quality enhances innovation activities: • Product innovation does not necessarily improve product quality since the innovative products normally bear uncertainty in the initiation stage (Damonpour, 1991; Aa & Elfring, 2002)

  9. (續) • Management of quality may help innovation management. (Keogh & Bower, 1997 ; Bossink, 2002 ) • Still no rigid model or empirical survey supports the argument that product quality will enhance product or service innovation.

  10. 1.7 Introduction (1) • Considering the patenting activities and product quality of global vehicle manufacturers, This study aims to clarify the relationship between product quality and product innovation.

  11. 1.8 Research methodology • Measure of Quality: For simplicity and objectivity, this investigation introduces the general error (problems) in products sold and used by customers (Cole, 2002). Information on the automobile quality of each company was sourced from the 2003 Initial Quality Study (IQS) of J.D. Power and Associates

  12. Measure of Innovation • Data comes from worldwide automotive invention patents, including data from the U.S. Patent and Trademark Office (USPTO), the European Patent Office (EPO), and the World Intellectual Property Organization (WIPO) .

  13. Measure of nationality • For this qualitative predictor variable, “1” represents automobile brands from Asian countries, including Japan and Korea, while “0” represents brands from Western countries, including the U.S. and Europe.

  14. 1.9 Sample and data collection procedures • From 2003 IQS by J. D. Power, 24 major global vehicle makers were examined to determine the quality of the products they produced. The 2003 IQS was based on responses from over 52,000 purchasers of new cars, surveyed after 90 days of ownership. This study employed the information and data from the 2003 IQS, which contained 24 automakers; 12 firms from Asia, and 12 from the U.S. and Europe.

  15. Definition of variables • Y, represents the number of patents issued by an automaker in 2003; • quantitative predictor, X1: the problems per new car discovered by the consumers after 90 days of ownership in 2003; • qualitative predictor, X2, : “1” if the motor firm is located in Asia, and “0” otherwise.

  16. 1.10 Analyses and results: Table 1. Summary statistics

  17. 1.11 Results of regression analyses:

  18. 1.12 RESULTS Ln (Y)= B0 + B1X1 + B2X2 + e Y: Patents X1: Problems X2: Nationality for Western automakers becomes E{Ln (Y)} = 7.01 – 3.22 X1 (X2=0) for Asian automakers becomesE{Ln (Y)} = 8.31 – 3.22 X1 (X2=1)

  19. Patents 8.31 Patents= 7.01 – 3.22 Problems (Western automakers) 7.01 Patents= 8.31 – 3.22 Problems (Asian automakers) 0 Problems Results: Figure 1. Fitted regression lines

  20. 1.13 Conclusion • This study strongly supports the argument that firms producing high-quality products will be active in product innovation. • This investigation also describes how automobile nationality affects product innovation. Asian automakers issue higher level patents and adopt more innovation activities than Western automakers.

  21. Conclusion • Notably, Asian automobiles often have four years product life cycles – roughly two years shorter than cars from the U.S. and Europe. • Asian automakers dazzlingly outperform their competitors in new product offerings.

  22. Paper 2:Adoption of virtual organization by Taiwanese electronics firms: An empirical study of organization structure innovation (和IE的關聯:Information Technology) Authors: Liang-Hung Lin & Iuan-Yuan Lu Published in Journal of Organizational Change Management (2005, Vol. 18, No. 2)

  23. 2.1 Arguments • the need of IT, e-business, and virtual organization from a perspective of organization adaptation and structure/ environment fitness. (contingency theory) • Strategy follows structure vs. Structure follow strategy 3. To search determinants of VO successful adoption in the Taiwanese electronics industry

  24. 2.2 Definition of VO • Virtual organization, as an important form of structural innovation, is a combination of geographically distributed, functionally and culturally diverse entities (persons and/or organizations), which are devoted to achieving a collective goal by pooling their core competencies and resources.

  25. Organic structure design • The members in a virtual organization are dependent upon information technology (IT) for the coordination of their activities. The result of a virtual organization is a firm without walls (Galbraith, 1995) that acts as a collaborative network of workers, regardless of spatial and temporal diversification (Hedberg et al., 1997).

  26. 2.3 The need of VO • Virtual organizations have become the emerging logical organizational form when implementing business-to-business (b-to-b) e-business (Black and Edwards, 2000). Applying advanced information technology, this new organizational form is highly adaptive, and well suited to changing and uncertain environments.

  27. 圖一：與創新匹配的組織 (Peter F. Drucker )

  28. Advantages of VO • The advantages of virtual organization include increased flexibility and competitiveness, access to new organizational activities and new consumer relationship management, and the ability to pursue global corporate alliances and collaboration (Estallo, 2000; Black and Edwards, 2000)

  29. VO as a structure innovation when undertaking organization change • Evolutionary change vs. Revolutionary change • 漸進式變革(evolutionary change):逐步的, 漸進的, 有特定焦點的. • 就組織策略與結構的基本特性而言, 漸進式變革意味的不是激烈或迅速的變革, 而是不斷的嘗試漸進式改良, 適應, 調整結構與策略以配合環境所發生的改變. Ex. TQM.

  30. 革命性變革(Revolutionary change) • 是迅速的, 激烈的, 涉及整個組織的 • 漸進式變革意味著試圖增進組織現行營運的效率, 而革命性變革意味著試圖發現有效率的新方法 • 革命性變革更可能造成戲劇性變動, 包含全新的作業方式, 新目標, 新結構. • 革命性變革包含: 流程再造, 結構重整, 創新

  31. 流程再造(Reengineering) • 流程再造意味著為了增進組織效能, 對企業流程的重新思考與設計. • 從事流程再造的組織刻意忽略現有的任務, 角色, 工作活動安排, 而從顧客著手. • ex:郵局, 銀行, 戶政之單一窗口. • 流程再造 vs. TQM 之互補性.

  32. 結構重整(Restructuring) • 基本步驟: (1)組織藉由裁減事業部, 部門, 或層級來降低其分化與整合的複雜程度 (2) 組織藉由精簡減少員工人數進行規模縮減, 以降低營運成本. • Restructuring vs. downsizing • Restructuring vs. structure innovation • 主動提出 vs. 被動精簡

  33. 2.4 New structure in the information age • Virtual organization • Vertically integrated electronic organization • Virtual component • Modular structure • Process-based structure

  34. 2.5 Research Hypotheses • Individual influences on virtual organization adoption • Hypothesis 1: Administrator professionalism positively influences the adoption of virtual organization. • Hypothesis 2: Employee training positively influences the adoption of virtual organization.

  35. Organizational influences on virtual organization adoption • Hypothesis 3: Organization age positively influences the adoption of virtual organization. • Hypothesis 4: Organization size positively influences the adoption of virtual organization. • Hypothesis 5: The level of process management implementation positively influences the adoption of virtual organization.

  36. Environmental influences on virtual organization adoption • Hypothesis 6: Level of competition positively influences the adoption of virtual organization. • Hypothesis 7: Financial distress positively influences the adoption of virtual organization.

  37. 2.6 Research Methodology • Population: Taiwanese information and electronics industry • TAIEX and OTC markets and included 305 firms • Sample size: 124

  38. 2.7 Measures Dependent variable: Virtual organization adoption Relative to your principal competitors, please indicate the extent to which your firm undertakes virtual organizational structure. Independent variables: Professionalism How many formal educational years does your firm’s CEO have?

  39. (續) Training How many average hours of annual on-the-job training time for your firm’s employees were given last year? Organizational age How many years were there since your firm established? Organizational size How many full-time workers are employed in your company?

  40. (續) Process management Rate your firm relative to its major competitors over the last three years on the extent to which it has: Implemented total quality management (TQM). Owned the number of ISO quality program certifications. Advanced six sigma programs.

  41. (續) Competition How many major global competitors does your firm face? Debt Please indicate the ratio of firm debts to firm assets.

  42. 2.8 Results Virtual organization adoption Independent variables b t Individual variables Professionalism .10 .79 Training .30 2.46*

  43. (續) Virtual organization adoption Independent variables b t Organizational variables Organizational age .30 2.83** Organizational size .09 .84 Process management .43 3.54***

  44. (續) Virtual organization adoption Independent variables b t Environmental variables Competition .22 1.84 Debt .01 .13 R .58 F8.49*** Notes: n = 124, * p < 0.05, .** p < 0.01, *** p < 0.001

  45. 2.9 Main Findings • The findings report significant effects of certain individual (on-the-job employee training ) and organizational factors (organizational age, process management ), but no effect of environmental variables.

  46. 2.10 Conclusions • First, information technologies may provide the potential means to implement innovative organization structures, such as virtual organization, to respond to the pressures of change. • strategy/structurefit & environmental response might increase corporate performance?

  47. (續) • Coping with the challenge of change and competition, organizations must sometimes undertake structural innovation when their strategic situation changes. Managers should keep themselves informed regarding the latest developments in technological, organizational, and industrial changes.

  48. 2.11 Limitations • other determinants • cross-industry • longitudinal investigations • Cross country / culture

  49. END Thank You! Email: lhlin@cc.kuas.edu.tw

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