臺大管理論叢 NTU Management Review VOL.30 NO.1

23 NTU Management Review Vol. 30 No. 1 Apr. 2020 The Application of Social Capital and Organizational Ambidexterity to the Value Creation Process of Dynamic Capability: Antecedents and Consequences 1. Research Purpose The manufacturing industry plays an important role in the economic development of Taiwan, and with increasing competitive pressure in the local and international market, as well as rapid changes in technologies and environment as time goes by, continuous accumulation, adjustment, and renewal of the internal knowledge, resources, and core competencies have become the directions for manufacturers' future efforts. Helfat and Peteraf (2003) emphasize the importance of dynamic capability, pointing out that the capability changes with time, to produce changes in the major directions or paths. The analysis of the performance of manufacturers should focus on the development of capability rather than the exploration of resources. The analysis also improves the static view of the resource based theory and develops the dynamic view of capability, creating the market-changing capability by means of defining the best practice and integration (Eisenhardt and Martin, 2000), redistribution, and acquisition of resources (Teece, Pisano, and Shuen, 1997). In order to have a deep understanding of the changes in the performance of manufacturers, this study aim to look into the correlation between the performance of manufacturers and changes in exploitative and explorative capability, by the means of the organizing capability discussion with reference to higher order construct and development process of resources-capability-competitive advantage taken into consideration. Mere focus on exploitative or explorative capability may cause unexpected threats to the manufacturers' competitive edge. Therefore, the study intends to investigate the important role that the two-sided strategy plays within the manufacturers and in the promotion processes of valuable information, resources, knowledge and organizational performance acquired by the social capital among the manufacturers. Ku-Ho Lin , Department of Business Administration, National Chung Hsing University Yao-Ping Peng , School of Management, Xi An University of Architecture and Technology Yen-Chun Peng , Department of Chains and Franchising Management, Takming University of Science and Technology Tien-Chiang Teng , Department of Business Administration, National Chung Hsing University