本研究探討組織「創新策略」與「組織創新績效」之間的關係，以及「組織策略」、「創新氣候」、「創新能力」以及「人力資源管理系統」對於上述兩者關係所可能產生之調節效果。

　　本研究之研究變數資料的取得主要透過發放問卷的方式。問卷類型共包括兩種：研發部門問卷與人力資源管理部門問卷。總計本研究共發出1005組（研發部門主管問卷1005份，人力資源部門主管問卷1005份），回收130組問卷，回收率為12.94%。最後有效樣本為122組（研發部門主管問卷122份，人力資源部門主管問卷122份），有效問卷回收率為12.14%。問卷資料經由初步統計分析歸納計算出各變數數值，再分別以相關分析、集群分析、變異數分析、迴歸分析、層級迴歸分析來探討變數彼此之間的關係。

　　研究結果顯示：（1）創新策略與「漸進創新」、「研發人員」以及「專利」呈現正向之關係。（2）採取拓荒者策略的組織，其創新策略會傾向於主動式創新策略；而採取防禦者創新策略的組織，其創新策略傾向於被動式創新策略。（3）組織策略在創新策略與「程序創新」、「漸進創新」、「突破創新」之間呈現正向調節作用。（4）創新氣候之「創新」構面與創新策略具有正向的關係。（5）創新氣候之「創新」構面在創新策略與「程序創新」、「漸進創新」、「突破創新」呈現正向調節作用；「管理效率」在創新策略與「漸進創新」、「突破創新」、「研發人員」以及「專利」之間呈現負向調節作用；「思想開放」在創新策略與「研發人員」以及「專利」之間呈現負向調節作用。（6）若採取被動式創新策略的公司，傾向需要較少的學習創新能力；而採取主動式創新策略的公司，則是傾向需要較多的研發創新能力。（7）主動式創新策略與研發創新能力之間的契合程度愈高時，對於漸進創新之組織創新績效會較佳；主動式創新策略與學習創新能力之間的契合程度愈高時，對於程序創新、漸進創新之組織創新績效會較佳。（8）當公司採行主動式創新策略時，傾向於採用市場導向型的人力資源管理系統；而採用被動式創新策略時，傾向於採用內部發展型的人力資源管理系統。（9）人力資源管理系統在創新策略與「研發人員」及「專利」之間呈現正向調節作用。

　　本研究貢獻在於：嘗試驗證創新策略與組織創新績效間四個組織變數所可能產生的調節作用，並部份獲得證實。在研究設計上，透過非單一來源資料蒐集方法，以降低共同方法變異產生的可能性，以及問卷設計上，獲得填答者之間高度一致性，增進研究變相資料的信度。希望藉此提供給後續之研究者在思考該類相關研究與作法上的啟發，以及對於實務界人士在實施創新策略時的思考方向。

　This research tries to investigate the relationship between innovation strategy and organizational innovation performance. Furthermore, the potential moderating effects coming from organization strategy, innovation climate, innovation capabilities, and HRM system were also examined.

　Taking manufacturers in Taiwan as our research targets, two versions of questionnaires were used: R&D and HRM supervisor. 1005 questionnaires were sent out, 122 matched questionnaires were usable and the return rate was 12.14%. Statistic analyses were then employed, including correlation, factor, cluster, ANOVA, MANOVA, and hierarchical regression analysis.

　The empirical results can be summarized as following nine points. First, innovation strategy is partially associated with incremental innovation, research staff, and patent. Second, firm with prospector strategy are more likely to adopt proactive innovation strategy and firm with defender strategy are more likely to adopt reactive innovation strategy. Third, the interaction between innovation strategy and organization strategy has positive impact on process, incremental, and radical innovation. Forth, innovation climate are positively associated with innovation strategy. Fifth, the interaction between innovation strategy and innovation climate has positive impact on process, incremental, and radical innovation. The interaction between innovation strategy and administration management climate has negative impact on incremental and radical innovation, research staff, and patent. The interaction between innovation strategy and open-mined climate has negative impact on research staff, and patent. Sixth, firms with proactive innovation strategy are more likely to adopt more R&D capability, and firms with reactive innovation strategy are more likely to adopt less learning capability. Seventh, higher degree of R&D capability for firms with proactive innovation strategy can have better innovation performance. Eighth, firms with proactive innovation strategy are more likely to adopt market-orientated HRM and firms with reactive innovation strategy are more likely to adopt inter-developed HRM system. Ninth, the interaction between innovation strategy and HRM system has positive impact on research staff and patent.

　This study is quite unique in the following three points. First, the impacts of moderating variables were examined in this study, which is available in the relevant researches. Second, multiple data collection source could diminish common method variance. Third, the questionnaire design acquired a high degree of inter-rater reliability.

1. Adler, P. S. & Shenbar, A. 1990. Adapting your technological base: the organizational challenge. Sloan Management Review, 25: 25-37.
2. Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. 1996. Assessing the work environment for creativity. Academy of Management Journal, 39(5): 1154-1184.
3. Anderson, R. W. 1997. The future of human resource: Forging ahead or falling behing? Human Resource Management, 36(1): 17-22.
4. Anon. 1992. OECD Proposed guidelines for collecting and interpreting technological innovation data Oslo manual. OECD publication, Paris.
5. Arthur, J. B. 1994. Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37(3): 670-687.
6. Baird, L. & Meshoulam, I. 1988. Managing two fits of strategic human resource management. Academy of Management Review, 13: 116-128.
7. Barney, J. B. 1991. Firm Resources and Sustained Competitive Advantage. Journal of Management, 17: 99-120.
8. Becker, B. & Gerhart B. 1996. The impact of human resource management on organizational performance: progress and prospects. Academy of Management Journal, 39(4): 779-801.
9. Bellamy A. R. 2003. An exploratory analysis of the influence of new technology planning and implementation on the perceptions of new technology effectiveness, working paper. The Midwest Academy of Management.
10. Betz, F. 1993. Strategic Technology Management. Research Technology Management, McGraw Hill.
11. Bharadwaj, S. & Menon A. 2000. Making innovation happen in organizations: individual creativity mechanisms, organizational creativity mechanisms or both? The Journal of Product Innovation Management, 17(6): 424-434.
12. Bird, A. & Beechler, S. 1995. Links between business and HRM strategy in U.S.-based Japanese subsidiaries: An empirical investigation. Journal of International Business Studies, 26(1): 23-46.
13. Burgelman, R., Maidique, M.A., & Wheelwright, S.C. 2004. Strategic Management of Technology and Innovation. McGraw-Hill, New York.
14. Cascio, W. F. 1991. Applied Psychology in Personnel Management, 4th ed., NewJersey, Prentice Hall.
15. Chandler Jr, A. D. 1962. Strategy and Structure: Chapters in the History of the American Industry Enterprise. Cambridge, Mass: MIT.
16. Christensen, J. F. 1995. Asset profiles for technological innovation. Research Policy, 24: 727-745
17. Cohen, W. M. & Levinthal, D.A. 1989. Innovation and learning: the two faces of R&D. The Economic Journal, 99: 569-596.
18. Conant, J.S., Mokwa, M. P., & Varadarajan, R. P.1990. Strategic types, distinctive marketing competencies and organizational performance: a multiple measures-based study. Strategic Management Journal, 11(5): 365-374.
19. Daft, R.1983. Organization theory and design. New York: West.
20. Daft, R. L. & Becker, S. W. 1978. The Innovative Organization. Elsevier, New York.
21. Damanpour, F. 1988. Innovation type, radicalness, and the adoption process. Communication Research, 15: 545-567.
22. Damanpour, F. 1991. Organizational innovation: A meta-analysis of effect of determinants and moderators. Academy of Management Journal, 34(3): 555-590.
23. Delery, J. E. 1998. Issues of fit in strategic human resource management: Implications for research. Human Resource Management Review, 8(3): 289-309.
24. Delery, J. T. & Doty, D. H. 1996. Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4): 802-835
25. Dess, G. G. & Davis, P.S. 1984. Porter's (1980) generic strategies as determinants of strategic group membership and organizational performance. Academy of Management Journal, 27(3): 467-489.
26. Dessler, G. 1976. Organization and management: A contingency approach. Englewood Cliffs, N.J., Prentice-Hall.
27. Dodgson, M.1991. Technology learning, technology strategy and competitive pressures. British Journal of Management, 2/3: 132-149.
28. Dodgson, M. 1993. Organizational learning: a review of some literatures. Organization Studies, 14 (3): 375-394.
29. Drucker, P. F. 1954. The Practices of Management: An Introductory View of Management, Harper & Row, New York.
30. Drucker, P. F. 1985. Innovation and Entrepreneurship, Harper & Row, New York.
31. Dziura, M. J. 2001. Innovation：Sources and Strategies. Int. J. Technology Management, 21 (5/6): 612-627.
32. Ettlie, J. E., Bridges, W. P., & O’Keefe, R. D. 1984. Organization Strategy and Structural and Differences for Radical versus Incremental Innovation. Management Science, 30: 682-695.
33. Fombrum, C., Tichy, N. M., & Devanna, M. A. 1984. Strategic Human Resource Management. New York: Wiley. USA.
34. Garvin, D. A. 1993. Building a learning organization. Harvard Business Review, July–August, 78-91.
35. Geroski, P.A. 1994. Market structure, corporate performance and innovative activity. Oxford: Clarendon Press.
36. Gilbert, J. T. 1994. Choosing an Innovation Strategy：Theory and Practices. Business Horizons, 37(6): 16-22.
37. Grant R. M. 1991.The Resources-based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 33: 114-135.
38. Guan, J. & Ma, N. 2003. Innovative capability and export performance of Chinese firms. Technovation, 23: 737-747.
39. Gupta, A. K. & Govindarajan V. 1986. Business unit strategy, managerial characteristics, and business unit effectiveness at strategy implementation. Academy of Management Journal, 27: 25-41.
40. Guthrie, J. 2001. The Management, Measurement and the Reporting of Intellectual Capital. Journal of Intellectual Capital, 2(1): 27-41.
41. Hage, J. 1980. Theories of Organizations. Wiley, New York.
42. Hage, J. & Aiken, M. 1970. Social Change in Complex Organizations. Englewood Cliffs, NJ: Prentice-Hall.
43. Hambrick, D. C. 1983. Some tests of the effectiveness and functional attributes of Miles and Snow’s strategic types. Academy of Management Journal, 26: 5-26.
44. Hambrick & Mason, P. A. 1984. Upper echelons：The organization as a reflection of its top managers. Academy of Management Review, 9: 193-206.
45. Heunks, F. 1998. Innovation, Creativity and Success. Small Business Economics, 10(3): 263-272.
46. He, Zi-Lin & Wong, Poh-Kam 2004. Exploration versus Exploitation：An Empirical Test of the Ambidexterity Hypothesis. Organization Science, 15(4): 481–494.
47. Hitt, M.A., Ireland, R.D., & Lee, H. 2000. Technological learning, knowledge management, firm growth and performance: an introductory essay. Journal of Engineering and Technology Management, 17 (3/4): 231-246.
48. Hofer, C. W. & Schendel, D. E.1978. Strategy Formulation：Analytical Concepts. St. Paul, West Publishing Co.
49. Hofer, C.W. & Schendel, D.E. 1979. Strategic Management: A New View of Business Policy and Planning. New York, Little Brown and Co.
50. Hoffman, K., Parejo, M., Bessant, J., & Perren, L. 1998. Small firms, R&D, technology and innovation in the UK: a literature review. Technovation, 18 (1): 39-55.
51. Kochan, T. A., Katz, H. C., & McKersie, R. B. 1986. The transformation of American industrial relations. New York: Basic Books.
52. Lall, S. 1992. Technological capabilities and industrialization. World Development, 20 (2): 165-186.
53. Lawler, E., Hall, D., & Oldman, G. 1971. Organizational Climate: Relationship to Organizational Structure, Process, and Performance. Organizational Behavior and Human Performance, 11: 139-155.
54. Lengnick-Hall C. A. & Lengnick-Hall M. L. 1988. Strategic human resources management: a review of the literature and a proposed typology. Academy of Management Review, 13(3): 454-470.
55. Li, H. & Atuahene-Gima K. 2001. Product innovation strategy and the performance of new technology ventures in China. Academy of Management Journal, 44(6): 1123-1134.
56. Litwin, G.H. & Stringer, R.A. 1968. Motivation and organizational climate, Division of Research, Graduate School of Business Administration, Boston: Harvard University.
57. Malerba, F. 1992. Learning by firms and incremental technical change. The Economic Journal, 102: 845-859.
58. Mark A. S., Kienzle, R., & Rodwell, J. J. 1999.The Relationship between Organizational Climate and Employee Perceptions of Involvement: The Importance of Support. Group & Organization Management, 24: 479-503.
59. Markus, B. & Frese, M. 2003. Innovation is not enough: Climates for initiative and psychological safety, process innovations, and firm performance. Journal of Organizational Behavior, 24(1): 45-68.
60. Miles, R. E., & Snow, C. C. 1978. Organizational strategy, structure, and process. Academy of Management Review, 3(3): 546-563.
61. Miller, D. & Friesen, P. H. 1986. Porter’s (1980) Generic Strategy and Performance: An Empirical Examination with American Data. Part І : Testing Porter. Organization Studies, 7: 37-55.
62. Mintzberg, H.1979. Mintzberg on Management, New York, NY: The Free Press.
63. Mintzberg, H.1994.The Rise and Fall of Strategic Planning：Preconceiving Roles for Planning, Plans, Planners. New York : Free Press
64. Mole, K. & Worall, L. 2001. Innovation, business performance and regional competitiveness in the West Midlands: evidence from the West Midlands Business Survey. European Business Review, 13(6): 353-364.
65. Neely, A. & Hii, J. 1998. Innovation and business performance: a literature review. Gov. Office for the Eastern Region.
66. North, D. & Smallbone, D. 2000. The Innovativeness and Growth of Rural SMEs during the 1990s. Regional Studies, 34 (2): 145-157.
67. Nunnally, J. C. 1978. Psychometric theory (2nd ed.), New York : McGraw-Hill.
68. Nystrom, P. C., Ramamurthy, K., Wilson, A. L. 2002. Organization context, climate and innovativeness：adoption of imaging technology. Journal of Engineering and Technology Management, 19: 221-247.
69. Oerlemans, L.A.G., Meeus, M.T.H., & Boekema, F.W.M. 1998. Learning, Innovation and Proximity”, Eindhoven Centre for Innovation Studies Working Paper 98/3, Faculty of Technology Management, Eindhoven University of Technology, Eindhoven.
70. Oldham, G. R. & Cummings, A.1996. Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39(3): 607-634.
71. Payne, R. & Mansfield, R.1978. Correlates of individuals’ perceptions of organization climates. Journal of Occupational Psychology, 51: 209-218.
72. Porter, M. E. 1980.Competitive Strategy：Technique for Analyzing Industry and Competitors, New York：Free Press.
73. Porter, M. E. 1985.Competitive Advantage：Creating and Sustaining Superior Performance, New York：Free Press.
74. Podsakoff, P.M. & Organ, D.W. 1986. Self-reports in organizational research: Problems and prospects. Journal of Management, 12: 531-544.
75. Romijn H. & Albaladejo M. 2002. Determinants of innovation capability in small electronics and software firms in southeast England. Research Policy, 31: 1053-1067
76. Schuler, R. S. & MacMillan. 1984. Gaining competitive advantage through human resource management practices. Human Resource Management, 23(2): 241-255.
77. Schuler, R. S. 1987. Personnel and Human Resource Management Choices and Organizational Strategy. Human Resource Planning, 10(1): 1-17.
78. Schuler, R. S. 1989. Strategic Human Resource Management and Industrial Relations. Human Relations, 42(2): 157-185.
79. Shepard, H. A. 1967. Innovation-resisting and innovation-producing organizations. Journal of Business, 4: 470-477.
80. Saleh, S. D. & Wang, C. K. 1993. The Management of Innovation：Strategy, Structure, and Organization Climate. IEEE Transactions on Engineering Management, 40(1): 14-20.
81. Schriesheim, C.A. 1979. The Similarity of Individual Directed and Group Directed Leader Behavior Descriptions. Academy of Management Journal, 22(2): 345-355.
82. Segev, E. 1989. A systematic comparative analysis and synthesis of two business-level strategic typologies, Strategic Management Journal,10: 487-505.
83. Smith, K. 2000. Innovation indicators and the knowledge economy: concepts, results and policy challenges. Paper presented to Conference on Innovation and Enterprise Creation: statistics and indicators, Sophia Antipolis, France, 22-24 November.
84. Sorge, A. & Streeck, W. 1988. Industrial relations and technical change: the case for an extended perspective, in R. Hyman and W. Streeck (eds.) New Technology and Industrial Relations, pp19-47, Oxford: Blackwell.
85. Tagiuri, R.1968. The concept of organizational climate, In Renato Tagiuri and George H. Litwin, (eds.), Organizational Climate, Division of Research, Graduate School of Business Administration, Boston: Harvard University.
86. Thwaites, A. T. & Wynarczyk, P. 1996. The economic performance of innovative small firms in the South East and elsewhere in the UK. Regional Studies, 30(2) : 135-149
87. Tushman, M. L. & Nadler, D. A. 1986. Organizing for Innovation. California Management Review, 28: 74-92.
88. UNCTAD 1996. Fostering technological dynamism: evolution of thought on technological development processes and competitiveness. A Review of the Literature. United Nations, Geneva.
89. Venkatraman, N. & Ramanujam, V. 1986. Measurement of Business Performance in Strategy Research: A Comparison of Approaches. The Academy of Management Review, 11: 801-814.
90. Wignaraja, G. 1998. Trade Policy, Technology and Exports: Sri Lanka’s Liberalization Experience. Macmillan, London.
91. Wood, E. 1998. The Determinants of Innovation in Small and Medium-Sized Enterprises. Chapter 6 of J. Michie and J. Grieve Smith (eds), Globalization Growth, and Governance: Creating an innovative economy, Oxford: Oxford University Press.
92. Yam, C. M., Guan J. C., Pun K. F., & Tang, P. Y. 2004. An audit of technological innovation capabilities in Chinese firms: some empirical findings in Beijing. Research Policy, 33(8): 1123-1140.
93. Yong, L. M.1994. Managing Creative People. The Journal of Creative Behavior, 28(1): 16-20.
94. Youndt, M. A., Snell, S. A, Dean, J. W., & Lepak, D. P. 1996. Human resource management, manufacturing strategy, and firm performance. Academy of Management Journal, 39(4): 836-866.
95. Zahra, S. A. & JohnⅡ, A. P. 1990.Research evidence on the miles-snow typology. Journal of Management, 16(4): 751-768.
96. Zaltman, G., Duncan, R., & Holbek, J. 1973. Innovations and Organizations, New York: Wiley.
97. Zammuto R. F. & O’Connor E. J. 1992. Gaining Advanced Manufacturing Technologies’ Benefits: The Role of Organizational Design and Culture. Academy Management Review, 17(4): 701-728.