在過去二十年間，國際性與跨組織間彼此合作的態勢已經有相當顯著地發展與成長。管理學大師彼得杜拉克相繼在1995年指出，在企業經營上最大的變革，不是來自所有權管理的強調，而是來自於夥伴關係管理的重視。
此外，越來越多尋求解釋合作潮流的研究學者主張合作能為組織提供組織學習的平台，並且能給予夥伴廠商有互通彼此知識的一個管道。而且，由過去相關的研究證據中亦指出：合作間的統轄機制將能促進組織學習，並且進一步增強組織管理績效。然而，這仍需要更多的研究信效度來確定上述的主張。
本研究想要探求是否某種統轄機制的存在能夠提升組織學習與管理績效。因此，本篇論文之目的有以下兩點：
1.探討統轄機制、組織學習和管理績效三者間的交互關係。
2.探求統轄機制與組織學習兩者關係上受到知識特性及吸收能力的干擾效果。
本研究是以台灣高科技產業公司為研究樣本，其中涵蓋了資訊科技、光電科技、生化科技、微電子及IC產業。本次研究發放600份問卷，有效問卷153份，有效問卷回收比效為25.5%。
在研究的過程中，採用了線性迴歸分析及LISREL模型分析以進行本研究假設檢定。本次研究分析結果不但展現了相當良好的模型配適度，也完全支持驗證了本研究所有假設，並且建立了下列結論：
第一、在高科技公司進行組織合作的過程中，對統轄機制的不同重視程度，的確在組織的學習效果上有正向的影響效果。
第二、研究結果指出當組織追求不同的知識型態時，必須配合不同的統轄機制，以達到更佳的學習效果。
第三、當組織擁有較好的組織學習能力時，將具有較佳的學習效果。
第四、研究結果亦指出當組織具備較佳的學習效果及並強調運用統轄機制時，就可有更好的管理績效表現。

Over the past two decades, the formation of international and inter-organizational collaborations has increased substantially. Drucker (1995) suggested that the greatest change in the way business is being conducted is the accelerating growth of relationships based not only on ownership, but on partnership. It is argued that collaborations provide a platform for organizational learning, giving partner firms access to each other’s knowledge. However, empirical validations on the relationships between governance mechanisms and organizational learning limited. Specifically, under certain types of governance mechanism what are the important factors that may moderate the effects of organizational learning and management performance is subject to further studies. The purposes of this study is firstly to explore the inter-relationships between governance mechanisms, organizational learning and management performance, and secondly, to investigate the moderating effects of knowledge characteristics and absorptive capacities on the relationships between governance mechanisms, organizational learning and management performance.
This study selected firms of High-Tech Industry in Taiwan for our sample, including industries from information technology, optoelectronics technology, biotechnology, micro-electronics and IC technology. Six hundred questionnaires were mailed, and 153 valid and complete questionnaires were used for the quantitative analysis. Adopting regression analysis and LISREL, this study concluded the following results: First of all, different emphasizing levels of governance have positive impact on organizational learning. Second, collaborations adopting procedural governance mechanisms to transfer implicit knowledge, or collaborations adopting contractual governance mechanisms to transfer explicit knowledge will perform better on organizational learning. Third, firms with higher absorptive capabilities tend to possess significantly higher organizational learning effectiveness. Fourth, firms with higher organizational learning effectiveness in collaboration will lead to better management performance.

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