本研究主要目的為根據文獻進行顧客知識管理流程的分類及定義，並且依據動態能力觀點來驗證這些流程對於顧客回應能力(顧客回應速度及顧客回應專長)和組織績效(財務績效及非財務績效)的影響。本研究也進一步驗證互動管理對於顧客知識管理流程與顧客回應能力之間關係的調節效果。經由對於台灣千大企業問卷調查所回收的資料進行分析，結果顯示，在顧客回應能力方面，顧客知識協作及產生流程將會正向影響顧客回應速度。而顧客知識分析及產生流程將會正向影響顧客回應專長。在組織績效方面，顧客回應速度只對於非財務績效具有正向影響，而顧客回應專長對於財務績效及非財務績效皆具有正向影響。本研究也進一步驗證顧客回應能力之中介效果，顧客回應速度方面，顧客回應速度具有顧客知識創造對於非財務績效之完全中介效果。顧客回應專長方面，顧客回應專長具有顧客知識分析對於財務績效之部分中介效果，以及具有顧客知識分析對於非財務績效之部分中介效果，也具有顧客知識創造對於非財務績效之完全中介效果。互動管理的調節效果，在顧客知識管理流程與顧客回應速度關係方面，互動管理負向調節顧客知識協作與顧客回應速度之關係，也正向調節顧客知識創造與顧客回應速度之關係。在顧客知識管理流程與顧客回應專長關係方面，互動管理負向調節顧客知識紀錄與顧客回應專長之關係，還有正向調節顧客知識分析與顧客回應專長間之關係。以及負向調節顧客知識協作與顧客回應專長之關係。

近年來服務產業迅速的擴張與發展，對於經濟的影響力也不斷提升，其中中小型的企業(SMEs)扮演了相當重要的角色。先前許多研究顯示回應能力對於中小企業績效成長的重要性，然而卻少有文獻提及如何定義中小企業的回應能力與如何發展中小企業的回應能力。本研究從文獻回顧中分別定義出了三個層面的回應能力：市場感應能力、顧客連結能力與敏捷度。此外，我們認為中小企業可以透過資訊科技為基礎之協同合作促進本身的回應能力，提供更佳的服務給顧客，進而提升企業績效。因此，我們提出研究架構來驗證資訊科技為基礎之協同合作、企業回應能力以及企業績效三者之間的關係，並且選擇宜蘭縣枕頭山休閒農業區為我們的實驗對象。從研究結果中我們發現中小企業透過 資訊科技為基礎之協同合作來提升回應能力並且也使績效有正向的成長。也幫助中小企業更了解如何運用科技化協同合作提升企業績效。 / The service economy has been expanding recently, with small- and medium-sized enterprises (SMEs) playing an important role. Previous research has shown that responsiveness is one of the most important strategic capabilities that SMEs should consider for enhancing their performance; however, how to define responsiveness and how to develop it in the SME context are seldom discussed. A review of the literature leads us to propose three dimensions of responsiveness in the SME context: market sensing, customer linking, and promptness. Moreover, we propose that IT-enabled collaboration should facilitate this capability. We develop a research framework to examine the relations between IT-enabled collaboration, responsiveness, and organizational performance. To verify our research framework, a case study that was deployed in the Mt. Pillow Leisure Agricultural Area in Yilan County. We observe that SMEs can achieve higher level of performance after they have enhanced responsiveness through cooperation via the IT-enabled platforms. The results of this study can also help SMEs improve their performance by realizing the importance of responsiveness and how to enhance responsiveness through IT-enabled collaboration.

有越來越多品牌商除了管理直接客戶(代理商)外，也會積極與非直接客戶(下游客戶)建立關係，這樣的拉式策略不但能夠幫助品牌商取得市場資訊，也可藉此讓下游客戶對品牌商產生偏好，讓代理商因此對品牌商的產品產生需求；在這樣的情況下，代理商可能套牢在與該品牌商的關係中。本論文探究在品牌商的拉式策略下，對於品牌商、代理商與下游客戶的三方交換關係所造成的影響，以及處於中樞地位的代理商應如何降低負面衝擊。 本論文以台灣代理商為研究對象，藉由177份有效樣本進行實證研究。子研究一以品牌商觀點出發，研究結果指出，「品牌商對下游客戶的專屬資產投入」與「品牌商的品牌形象」將正向影響「下游客戶對品牌商的關係承諾」，進一步提高「代理商對品牌商的依賴」；另外，此研究也發現，代理形式將在「下游客戶對品牌商的關係承諾」與「代理商對品牌商的依賴」兩者的關係間扮演調節變數的角色。 子研究二則從代理商觀點出發，研究結果指出，當「下游客戶對品牌商與代理商的關係承諾正向差距」越大，則「代理商對品牌商的依賴」將越高；在這樣的情況下，若代理商提高「對下游客戶的專屬資產投入」與「對下游客戶的快速回應能力」，將有助於減少「下游客戶對品牌商與代理商的關係承諾正向差距」。另外，「代理商高層與下游客戶高層間的人際關係」與「代理商與品牌商的結盟程度」在本研究中則扮演調節變數角色，當「代理商高層與下游客戶高層間的人際關係」及「代理商與品牌商的結盟程度」越好時，將弱化「下游客戶對品牌商與代理商的關係承諾正向差距」與「代理商對品牌商的依賴」的負向關係。 / Increasing numbers of brand owners are actively investing marketing resources in not only their direct customers(distributors), but also those customers’ customers (downstream customers). This indirect customer marketing approach follows the “pull strategy” principle proposed in the channel literature. This kind of strategy provides the brand owner with valuable market information, creates product preference among the downstream customer, and aims to stimulate derived demand. Thus, the distributor faces a lock-in situation, and this leads to the brand owner occupying a stronger position and enhancing its profits. Under such a situation, the distributor may change its cooperative behaviors with the brand owner. The study interviewed 177 independent distributors who sell brand owners' products to downstream customers. The dissertation has two sub-studies. Study One is from the brand owner's perspective to investigate how the brand owner get stronger position in the channel system when it expands in overseas markets. The result showed specific investments from the brand owner to the downstream customer and the brand owner's good brand image may increase the downstream customer's relationship commitment to the brand owner. If the downstream customer’s commitment to the brand owner is high, the distributor may increase its dependent on the brand owner. In addition, the research also found that the number of distributors plays a moderating role in this study. If there are multiple distributors, the positive relationship between commitment of the downstream customer to the brand owner and the dependence of the distributor on the brand owner may become stronger. Study Two of the dissertation is from the distributor’s perspective. The brand owner's pull strategy may cause a decrese in the relationship performance of the distributor to the downstream customer. In order to solve this difficult situation, the study provides the distributor with the following solutions. The distributor can make specific investments to the downstream customer or improve its responsive ability to decrease the difference of commitment between the downstream customer to the distributor and the downstream customer to the brand owner. Moreover, the distributor can develop personal guanxi with the downstream customer or try to align with the brand owner to reduce the negative impact from this commitment disparity.