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
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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
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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)
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1.1 Arguments
1. Quality management 與 Innovation management
是否有關?
2. Quality management → Innovation management
3 Innovation management → Quality management
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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.
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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)
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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.
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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)
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(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.
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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.
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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
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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) .
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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.
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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.
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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.
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1.10 Analyses and results: Table 1. Summary
statistics
Variables
Mean
SD
Asian firms (n =12)
Patents issued
Problems per new car
1922.25
1520.75
1.31
.24
166.50
177.18
1.41
.21
Western firms (n =12)
Patents issued
Problems per new car
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1.11 Results of regression analyses:
Predictor
variables
Constant
b
t
7.01
6.75**
Problems
–3.22
–4.49**
1.30
4.06**
Nationality
R-sq
F
.69
23.20**
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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 becomes E{ Ln (Y)} =
8.31 – 3.22 X1
(X2=1)
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Results: Figure 1. Fitted regression lines
Patents
8.31
Patents= 7.01 – 3.22 Problems
(Western automakers)
7.01
Patents= 8.31 – 3.22 Problems
(Asian automakers)
0
Problems
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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.
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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.
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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)
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2.1 Arguments
1. the need of IT, e-business, and virtual
organization from a perspective of
organization adaptation and structure/
environment fitness. (contingency theory)
2. Strategy follows structure vs.
Structure follow strategy
3. To search determinants of VO successful
adoption in the Taiwanese electronics
industry
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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.
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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).
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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.
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圖一：與創新匹配的組織 (Peter F. Drucker )
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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)
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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.
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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
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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.
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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
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2.4 New structure in the information
age
Virtual organization
Vertically integrated electronic organization
Virtual component
Modular structure
Process-based structure
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2.5 Research Hypotheses
(A) 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.
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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.
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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.
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2.6 Research Methodology
• Population: Taiwanese information and
electronics industry
• TAIEX and OTC markets and included 305
firms
• Sample size: 124
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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?
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(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?
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(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.
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(續)
Competition
How many major global competitors does
your firm face?
Debt
Please indicate the ratio of firm debts to firm
assets.
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2.8 Results
Virtual organization adoption
Independent variables
b
Individual variables
Professionalism
Training
.10
.30
t
.79
2.46*
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(續)
Virtual organization adoption
Independent variables
b
Organizational variables
Organizational age
Organizational size
Process management
.30
.09
.43
t
2.83**
.84
3.54***
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(續)
Virtual organization adoption
Independent variables
b
t
Environmental variables
Competition
Debt
.22
.01
R
F
.58
8.49***
1.84
.13
Notes: n = 124, * p < 0.05, .** p < 0.01, *** p < 0.001
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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.
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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/structure fit & environmental response
might increase corporate performance?
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(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.
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2.11 Limitations
•
•
•
•
other determinants
cross-industry
longitudinal investigations
Cross country / culture
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END
Thank You!
Email: lhlin@cc.kuas.edu.tw
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