In the present day, the worldwide competition has emerged in the high-tech industry, such as semi-conductor, information, and software etc. Industry observers have perceived a dilemma companies encountered. A large number of companies have accumulated some valuable resources, but they can¡¦t transfer their valuable resources into useful capabilities, let alone using them to build the long-term competitive advantage. However, in the shadow of worldwide recession, game software industry acts in the opposite way. Due to the prosperity of online games, increasing numbers of game software companies perform quite well, even more go on pubic offerings. In fact, the game software industry is a highly competing and turbulent context. In this industry, understanding how these firms striving to accumulate and make use of their resources and capabilities to achieve the expected performance brings the motive of this research. The focal point lies in the interrelationship between these processes.
To react to the new type of competition, the research starts from dynamic capability viewpoints, analyzing the operating processes of game software industry firms towards resources and capabilities and interrelationship between them and organizational performance. The result shows in two dimensions:
1. The mutual influence between dynamic capabilities
In the evolutionary process of a firm, the development of a successful path has been influenced by the intensity and direction of firm¡¦s learning capability. In a high velocity market, learning capability has obtained not only from the performance and trial and error experiences from events, but also from external environment. Besides, learning capability facilitates the fostering of resources reconfiguration when it¡¦s necessary to make any prompt correction. In such a turbulent context, in order to lower the increasing complexity of internal resources position resulted from external risks, firms tend to enhance the elaboration towards managerial process, such as the capabilities of integration, learning, reconfiguration, and transformation. Systematic tools used in traditional managerial process have difficulty when applying to the high velocity markets. To improve the timeliness of integration, informal interactions become the most important parts of internal operations.
2. The relationship between dynamic capability and organizational performance
Due to high organizational flexibility firms in the game software industry need, more emphasis should be put on the integration of managerial processes and routines of execution. The consistency within process and routine can be regarded as one of the standards of performance evaluation because the well development of managerial process and routine will facilitate the building of competitiveness. Meanwhile, research shows, in a high velocity market, both the technological capabilities and timeliness of interaction between complementary assets are the two main factors in the process of commercialization of new technology, thus become another factors that influence on the market performance of organizations. In responding to the change of external industrial structure, in order to improve the performance by external resources, firms tend to make use of their high popularity and reputation to form alliance with different industries. This move not only improves their popularity but also facilitates the fostering and obtaining of new capabilities.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0624103-235116 |
| Date | 24 June 2003 |
| Creators | Huang, Yu-Ju |
| Contributors | Feng-Lee Lin, Ming-Rea Kao, Pei-How Huang |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0624103-235116 |
| Rights | not_available, Copyright information available at source archive |
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