台灣製造業已日趨成熟，要持續擁有強的競爭力，與全球各地的廠商競爭，勢必要有一番與過去不同的新作為。本研究認為組織創新是企業很值得探討的課題，其目的是希望累積組織創新成果，成為企業自己的企業核心能力，好在市場上佔有競爭優勢；然而，組織創新的基礎是來自於組織的學習，組織學習要有適宜學習的平台，就是企業文化。因此，本研究乃以企業文化、組織學習、組織創新、企業核心能力等四構面間的互動性與影響性為題，在國內中大型製造業中進行實證研究。

　　經由文獻探討、問卷設計、抽樣設計、問卷調查與回收、問卷資料分析與解釋得到以下結果：
1.填答者對企業文化、組織學習、組織創新、企業核心能力等四方面都表達正面積極的觀點，其中又認為國內企業在「各部門目標與公司目標有相結合」、「公司會依據環境的變動制定最適宜的願景」、「公司重視新產品或新服務的研究開發」、「本公司與經銷商或顧客有長期良好的合作關係」等方面做得最好。
2.通訊業最重視新品技術，供應商與顧客的關係，同仁最主動關心公司的願景，顯然是最活絡的行業；中外合資企業在監督激勵、系統化的思考、供應商與顧客關係以及內部資源整合上表現最佳。
3.企業文化、組織學習、組織創新在運作過程中，其間存在著具體的正向的互動關係，只要強化其中任一項，其他兩項都會隨著提昇。
4.企業文化、組織學習、組織創新的運作，確實對企業核心能力的建立產生正面的影響，也就是越是重視企業文化、組織學習、組織創新的運作，越能培養企業自己的核心能力。

　　In order to maintain the strong competitive strength, stay in the battle field of global manufacturing industry to compete with manufactures around the world, many efforts need to be exercised and practiced among Taiwanese manufacturing industry. One of these important practices is Organization Innovation. We believe that accumulation of innovation and research results through organizational approach can build up strong core competency, also possess the competitive strength in the global market. However, the foundation of Organization Innovation is organization learning, which also in turns need organization culture, a platform to support all the efforts.

　　The research focus on the competitive strength of manufacturing company through the study of four aspects: organization culture, organization learning, organization innovation and core competency.

　　The research is conducted through literature survey, questionnaires design, sampling design, questionnaire survey and survey result analysis. The result of the study are:

1. All participants express strong and positive intention on the important relevance for all four aspects, organization culture, learning, innovation and core competence. Most of company considered themselves achieved better on the following four developments: Strong tie of departmental objectives with corporate strategies; corporate vision and strategy will adapt with the changing environment and optimized; Value and put extra effort on R&D of New services and products; Keep excellent long-term relationship with vendors and customers.

2.Among all surveyed industries, Information and communications industry lay great stress on R&D, keep excellent vendors and customers relationship, employees show great concern on corporate vision and strategy, all of which has indicated this industry is most vital. The Joint venture company show the best stimulation and inspiring efforts, systematic thinking of operations, vendors and customers relationship and internal resources integration.

3.In the process of facilitating actions relevant to organization culture, organization learning, and organization innovation, we have observed strong and positive influence on each other, i.e. upgrading on one aspect will improve the effect on the other two aspects.

4.In addition to the mutual reinforcement to each other, the improvement of these three aspects will post positive effect on core competency, which means the company who value organization culture, organization learning, and organization innovation strongly will also has strong intention to build up core competence and has good chance to improve and upgrade.

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2.江玲譯 (1984)，「塑造企業文化」，Terrence E. Deal and Allen. A. Kennedy, “Corporate Cultures”，台北：天下。

3.吳思華 (2000)，「策略九說」，p132。

4.吳萬益，林清河 (2000)，「企業研究方法」，華泰圖書出版公司。

5.李洋昇 (2000)，「台灣電子廠商核心專長與與競爭策略之研究」，國立東華大學，國際企業管理研究所。

6.林義屏 (2001)，「市場導向，組織學習、組織創新、組織績效間關係研究」，國立中山大學企業管理學系，博士論文。

7.洪榮昭 (2001)，「知識創新與學習型組織」，p58。

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9.郭進隆譯 (1994)，「第五項修練」Peter M. Senge (1990), “The Fifth Discipline”，台北：天下。

10.曾玉明 (1998)，「台灣產業的創新競爭力在哪裡？」，能力雜誌, pp.16-23。

11.黃俊英 (2000)，「企業研究方法」，東華書局。

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13.劉復苓 譯 (2001)，「組織學習能力」Arthur K. Yeung, David O. Ulrich, Stephen W. Nason and Mary Ann Von Glinow (1999), “Organizational learning capability”，台北：五南。

14.蔡啟通 (1997)，「組織因素、組織成員整體創造性與組織創新之關係」，台北：台灣大學商學研究所博士論文。

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