市場導向、組織學習、組織創新與組織績效之相關性研究－以臺灣主題樂園產業為例

Abstract

隨著國民教育水準普遍提高，在社會環境及生活型態快速變遷下，國人對休閒生活逐漸重視。但由於整體大環境的不景氣，觀光旅遊產業彼此的競爭也更加激烈，使得資本額龐大的主題樂園更顯劣勢。主題樂園產業具有日益月異、變化快速的特性，必須持續更新設備及進行再投資計畫，才能保持競爭優勢，綜觀目前國內相關研究，則鮮少針對主題樂園的組織績效進行調查。因此，本研究旨在探討臺灣主題樂園產業中，不同的市場導向、組織學習、組織創新與組織績效所產生的影響情形。本研究以臺灣全部的主題樂園產業的管理階層人員為研究的對象，有效分析樣本共134份。本研究分別以t檢定、變異數分析、迴歸分析、及AMOS分析等方法來進行實證並驗證本研究所提出之各項假設。本研究的主要發現為：(1)整體而言，本研究整體理論模式適合度檢定水準尚可接受，表示本研究的理論模型可獲得支持。(2)市場導向對組織學習有正向的影響關係，但對組織創新沒有顯著的影響關係，此外，雖然市場導向對組織創新的影響效果不顯著，但會透過組織學習對組織創新產生正向間接影響效果，並且間接效果大於直接效果。 (3)組織學習對組織創新有正向直接的影響關係，對組織績效沒有直接的影響關係，但對組織績效可透過組織創新有正向間接的影響關係。(4)組織創新對組織績效有正向直接的影響關係。While people have more recreational time, we pay more attention to leisure life. It makes tourism industry become the important industry in our country recently. Because of whole environmental recession, the competition between our tourism industry become more vigorously and it makes the enormous capital theme park shown disadvantage. The theme park industry has the characteristics of increasing rapidly and changes fast. They have to keep on renewing the equipment and carrying on investing the project to maintain the competitive advantage. Taking a comprehensive view of currently the domestic and related research, there were few investigations on the performance of theme park industry. Therefore, this research presents a conceptual framework for incorporating organizational learning and innovation as the mediating variable between market orientation and organizational performance. The study takes the whole administration staff in Taiwan theme park for the objects for study. There are 134 efficient samples. The quantitative methods, includes t-test, ANOVA, regression analysis, and AMOS analysis, and used to test the hypothesis of this research. The major findings of this study are summarized as following: (1) Overall, the global model fit is acceptable. This empirical result supports the relationships among the market orientation, organizational learning, organizational innovation, and organizational performance. (2) Market orientation has a positive impact on organizational learning, but the direct effect of market orientation on organizational innovation is not statistically significant. However, market orientation has a positive indirect impact on organizational innovation by organizational learning. Moreover, the indirect effect of organizational learning on organizational innovation is greater than the direct effect of market orientation on organizational innovation (3) Organizational learning has a positive direct impact on organizational innovation, but the direct effect of organizational learning on performance is not statistically significant. However, organizational learning has a positive indirect impact on performance by organizational innovation. (4) Organizational innovation has a positive direct impact on organizational performance.