Sun Yat-Sen Management Review

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Sun Yat-Sen Management Review  2020/3

Vol. 28, No.1  p.157-194


Ambidexterity in Potential and Realized Absorptive Capacity: The Roles of Dual Networks and Dual Ties
(146_M5e732ed11c44b_Full.pdf 1,157KB)

Shu-Mi Yang, Chia-Hui Chou, Chun-Ju Huang/

Department of Business Administration, Ling Tung University; Department of Marketing and Logistics Management, Nan Kai University of Technology; Department of International Business, National Taichung University of Science and Technology



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Drawing from social network theory with dual embeddedness and dual ties perspectives, the main purpose of this study is to examine the differing influences of bridge ties and strong ties in the supply chain network and competitive network on potential and realized absorptive capacity. According to the empirical results, the bridge ties both in the supply chain network and competitive network are positively related to a firm’s potential absorptive capacity, while bridge ties in the competitive network are more powerful in improving potential capability. The strong ties both in the supply chain network and competitive network are positively related to a firm’s realized absorptive capability, while strong ties in the supply chain network are more effective in realized absorptive capability. Besides, ambidexterity (the product term of potential absorptive capacity and realized absorptive capacity) has significant affects on a firm’s innovative performance. Finally, we discuss implications of this research and offer suggestions for future research.

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Bridge Ties, Strong Ties, Potential Absorptive Capacity, Realized Absorptive Capacity, Innovative Performance

Policy and management implications
(Available only in Chinese)

本研究根據社會網絡理論的雙重鑲嵌與雙元套繫之觀點,探討同時鑲嵌於垂直供應網絡與水平競爭網絡中的廠商,其在兩種網絡中所發展的套繫形式(強套繫與橋接套繫)對吸收能力(潛在吸收能力與實現吸收能力)之影響,從實證結果獲得以下兩點管理意涵以供實務業界參考。 第一,對於高科技產業製造商的高階管理者來說,本研究的實證結果對其相關資源運作的機制改善將是一項非常有用的資訊。經由合作產生的網絡套繫關係對於企業發展有所助益雖已是眾所皆知的事,但在資源有限的前提下,如何做最有效率的套繫建構與安排,對於身處競爭網絡的同業該傾向使用何種合作模式,對於身處供應網絡的夥伴又該傾向發展何種套繫關係才能有最好的結果等,長久以來都是廠商極欲知道的經營課題。本研究實證結果建議應加強競爭網絡同業的橋接套繫,因其能帶來較多的潛在吸收能力;對於供應網絡的夥伴則應加強彼此的強套繫,因其能帶來較多的實現吸收能力。管理者能夠以本研究的實證結果為指引,更有效的將有限資源聚焦在強套繫或橋接套繫關係的發展,藉以實現最佳的潛在以及實現吸收能力。 第二,同時兼具潛在與實現吸收能力的廠商在創新績效上表現較佳。此結果意味著,廠商在發展吸收能力時,潛在與實現吸收能力不可捨棄其中一項,否則將因導致落入失敗陷阱或成功陷阱 (Jansen et al., 2005; Cepeda-Carrion et al., 2012),而不利於組織創新,因此兩個路線都應該均衡發展,不可偏廢。本研究所稱的創新成果(新產品或新服務)與過往研究認為吸收能力有助於廠商發展新產品、技術與知識使用效率等 (Gupta & Govindarajan, 2000; Lane et al., 2001; Vasudeva & Anand, 2011),亦能互相呼應,廠商藉由吸收能力產生的創新成果尋求提升公司的財務績效,當產品或服務較同業出色,其在市場上受到青睞的機會也會相對提高,進而對於實際的財務績效有所助益。


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