A Study of Knowledge-Based Resource and Controlled Modes in Taiwan Governmental Organizations
DOI:
https://doi.org/10.4335/13.3.1067-1093(2015)Keywords:
governmental organization, knowledge-based resource, controlled mode, controlled premises, social controlAbstract
In the past, the majority of research on governmental organizational control and the establishment of a control system focused on the possession of authority itself, but ignored the contribution of knowledge-based resources, which has been increasingly valued by researchers in recent years. Taking the perspective of knowledge-based resource, this thesis examines the relationship between control premises and control modes, and its influence on governmental organization in Taiwan. The research found: 1.intangible knowledge-based resource contribution also plays a key role in the control system; 2.knowledge-based resources has a significant influence on output control, process control, and social control; 3.the variables of governmental agencies and service units do not have different views on the knowledge resources and controlled mode. The results have enlarged the research scope of controlled theories in governmental organizations, thus providing a valuable reference for the design and application of a practical control system.
References
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Hult, G. T. M., Ketchen, D. J. & Slater, S. F. (2005) Market orientation and performance: an integration of disparate approaches, Strategic Management Journal, 26(12), pp. 1173–1181.
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Jolly, D. R. (2005) The exogamic nature of Sino-foreign joint ventures, Asia Pacific Journal of Management, 22(3), pp. 285–306.
Joreskog, K. G. & Sorbom, D. (1992) LISREL 6: Analysis of linear structural relationships by the method of maximum likelihood, 5th ed. (Chicago: Scientific Software International, Inc.).
Ketchen, D. J. Jr., Hult, G. T. M. & Slater, S. F. (2007) Toward greater understanding of market orientation and the resource-based view, Strategic Management Journal, 28(9), pp. 961–964.
Kedia, B. L. & Bhagat, R. S. (1988) Cultural constraints on transfer of technology across nations. Academy of Management Review, 13(4), pp. 559–571.
Kirsch, L. J. (1996) The management of complex tasks in organizations: controlling the systems development process, Organization Science, 7(1), pp.1–21.
Kirsch, L. J. (1997) Portfolios of control modes and IS project management, Information Systems Research, 8(3), pp. 215–239.
Kumar, S. & Seth, A. (1998) The design of coordination and control mechanisms for managing joint venture-parent relationships, Strategic Management Journal, 19(6), pp. 579–599.
Lado, A. A. & Wilson, M. C. (1994) Human resource systems and sustained competitive advantage: a competency-based perspective, Academy of Management Review, 19(4), pp. 699–727.
Leonard-Barton, D. (1992) Core capabilities and core rigidities: a paradox in managing new product development, Management Journal, 13(S1), pp. 111-125.
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Long, C. P., Burton, R. M. & Cardinal, L. B. (2002) Three controls are better than one: a simulation model of complex control systems, Computational & Mathematical Organization Theory, 8(3), pp. 197–220.
Luo, Y. & Park, S. H. (2004) Multiparty cooperation and performance in international equity joint ventures, Journal of International Business Studies, 35(2), pp. 142–160.
Luo, Y., Shenkar, O. & Nyaw, M. (2001) A dual parent perspective on control and performance in international joint ventures: lessons from a developing economy, Journal of International Business Studies, 32(1), pp. 41–55.
MacCallum, R. C. & Hong, S. (1997) Power analysis in covariance structure modeling using GFI and AGFI, Multivariate Behavioral Research, 32(2), pp. 193-210.
Mahoney, J. T. (1995) The management of resources and the resource of management. Journal of Business Research, 33(2), pp. 91–101.
Makhija, M. V. & Ganesh, U. (1997)The relationship between control and partner learning in learning-related joint ventures, Organization Science, 8(5), pp. 508–527.
Matti, S., & Petri, P. (2007) From strategic fit to customer fit, Management Decision, 45(3), pp. 582-601.
McDonald, R. P. & Ho, M. H. R. (2002) Principles and practice in reporting structural equation analyses. Psychological Methods, 7(1), pp. 64–82.
McEvily, S. K. & Chkravarthy, B. (2002) The persistence of knowledge-based advantage: an empirical test for product performance and technological knowledge, Strategic Management Journal, 23(4), pp. 285-305.
Merchant, K. A. (1985) Control in Business Organizations (Marshfield, MA: Pitman).
Miller, D. & Shamsie, J. (1996) The resource-based view of the firm in two environments: the Hollywood film studios from 1936 to 1965, Academy of Management Journal, 39(3), pp. 519–543.
Mjoen, H. & Tallman, S. (1997) Control and performance in international joint ventures, Organization Science, 8(3), pp. 257–274.
Morgan, G. (1983) More on metaphor: why we cannot control tropes in administrative science, Administrative Science Quarterly, 28(4), pp. 601–607.
Mowery, D. C., Oxley, J. E. & Silverman, B. S. (1996) Strategic alliances and interfirm knowledge transfer, Strategic Management Journal, 17(S2), pp. 77-92.
Nahapiet J. & Ghoshal, S. (1998) Social capital, intellectual capital, and the organizational advantage, Academy of Management Review, 22(2), pp. 242–266.
Nonoka, L. & Takeuchi, H. (1995) The knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (Oxford University Press: New York).
Nunnally, J. C. (1978) Psychometric Theory (New York: McGraw-Hill).
Osborn, R. N. & Baughn, C. C. (1990) Forms of inter-organizational governance of multinational alliances, Academy of Management Journal, 33(3), pp. 503–519.
Ouchi, W. G. (1977) The relationship between organizational structure and organizational control, Administrative Science Quarterly, 22(1), pp. 95-133.
Ouchi, W. G. (1978) The transmission of control through organizational hierarchy. Academy of Management Journal, 21(2), pp. 173-192.
Ouchi, W. G. (1979) A conceptual framework for the design of organizational control mechanisms. Management Science, 25(9), pp. 833–848.
Peng, M. W. & Heath, P. S. (1996) The growth of the firm in planned economies in transition: institutions, organizations, and strategic choice, Academy of Management Review, 21(2), pp. 492–528.
Penrose, E. (1959) The Theory of the Growth of the Firm (New York: Wiley).
Prahalad, C. K. & Hamel, G. (1990) The core competence of the corporation, Harvard Business Review, 68(3), pp. 79-91.
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2015-09-24
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