研究限制與建議

本研究有別於以量化統計分析來解析企業族群之競爭優勢，而改採用研究主張之論 述，主因為配合現今競爭環境之快速變化，欲推導企業真正優勢來源，就必須檢視傳統 競爭理論之不足，並重新解構組織作為。以本研究之文獻推論及架構主張，共有三種可 促進持續性競爭優勢之組織作為，分別是認知「組織錯誤」、強化「資源構型」(resource configuration)以及打造組織為「雙手同能」(organizational ambidexterity)，並重「探索」

與「開發」之資源配置。其研究限制在於如何將這些組織作為有效納入研究觀察。本次 研究僅能以產業界可取得之次級資料來推論其組織作為，並以研究主張佐證或論述，縱 使推論組織作為之主張為觀念性，例如組織犯錯不限於企業規模大小，資源構型的實際 配置亦存在於所有組織當中。但其一，引以為論述說明之個案數及取樣之產業條件多元 性仍嫌不足，邏輯論證上還有大量可強化舉證之空間。其二，則是企業實際資源配置條 件及所犯錯誤很難可由外部直接觀察，仍需要比對財務績效結果來加以推論為當。

有關研究建議部分，因資源構型決策之機率是以「條件概率」來表達，但條件概率 背後之「貝氏認識論」(Bayesian epistemology)並未納入此次質性研究之推論假設，建議 日後研究可以將貝氏理論納入資源構型的決策條件之試算，以充分表達「條件概率」對 於推進組織績效之重要性。此外，亦建議可針對「組織錯誤」、「資源構型」以及「組織 雙手同能」分項推論更細緻之量化指標及相關研究，並以各式競爭環境或產業做推論，

以佐證此三種作為確實可創造企業持續性之競爭優勢。

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