[雙語翻譯]外文翻譯--管理創(chuàng)新，企業(yè)核心競爭力與企業(yè)文化關(guān)聯(lián)性的影響

1、1500 英文單詞， 英文單詞，9100 英文字符，中文 英文字符，中文 2450 字文獻(xiàn)出處： 文獻(xiàn)出處：ChichJen Shieh. Management innovation, corporation core competence and corporate culture: the impact of relatedness[J]. Applied Economics Letters, 2011, 18(12):1121-1

2、124.Management innovation, corporation core competence and corporate culture: the impact of relatednessChich-Jen ShiehThis study reports the results of a study of Management Innovation of Taiwanese businesses in China. O

3、ver 800 questionnaires were sent out to the Taiwanese owners/managers in Kun-Shan City, China, with 260 valid responses included in the study. Four relationships were examined in the study: the correlation between manage

4、ment innovation and corporation core competence, between management innovation and the corporate culture, between corporation core competence and the corporate culture and finally the effect of the corporate culture on t

5、he relationship between management innovation and corporation core competence. Findings and conclusions are discussed.I. IntroductionManagement innovations are processes such as new distribution methods or novel applicat

6、ions of technology in the management process, which enable organizations to reach their goals, and include object management, environmental research and judgment, coordination, integration and schedule control (Van de V

7、en, 2003; Van Ark et al., 2003b). Van Ark et al. (2003a) defined management innovation as a management product or management process that is based on some technology or systematic method, and it includes replicable eleme

8、nts that can be identified and systematically reproduced in other cases or environments. Sie et al. (2007) organized management innovation into organizational, informational and technological innovations.Hamel (1994) def

9、ined core competence as the capacity to combine many individual techniques into one excluding fiscal properties. Zack (1999) identifies shift of resources and capability, combination of distinctiveness and persistence, e

10、ffective integration of resources and dynamic process of realization as the basis of core competence.Corporate culture is the representation of values and internal beliefs of a company, shared among its staff, creating a

11、 common value system. Wallach (1983) classified corporate culture into bureaucratic, innovative and supportive. Hampton et al. (1987) introduced another type named effective corporate culture. Corporations with bureaucra

12、tic culture are comparatively stable, mature and cautious in operation. Innovative culture by necessity involves a move away from old, sometimes comfortable and seemingly effective ways of doing business by understanding

13、 innova- tive process and commitment to its policies.A corporation should constantly evaluate its core competence on the basis of management innovation. The competence and its new concepts are beneficial, only when entir

14、e staff of the corporation is willing to expand with innovations in management. If the establishment of any competitive lead of an organization is based on its core competence as indicated by its staff, then its core com

15、petence has close relationship with the corporate culture (Bohlander et al., 2001). Quinn (1992) noted that the accumulation of capacity to develop new technology is an additional approach to learning the modes of organi

16、zational innovation and corporate culture, and adds great value to core competence. Van Der Panne et al. (2003) found that the success of management III. Results and DiscussionsFrom the results of Pearson’s correlation a

17、nalysis, the correlation coefficients between the organizational and technological innovation dimensions of management innovation and the four dimensions of corporation core competence were positive, whereas the informat

18、ion innovation dimension coefficients were negative. Therefore, hypothesis H1 is partially tenable.The correlation coefficients between the three dimensions of management innovation and corporate culture were both positi

19、ve and negative leaving hypothesis H2 partially tenable (Table 1).Corporate culture showed a significant positive correlation with the four dimensions of corporation core competence. Therefore, hypothesis H3 is tenable.A

20、s for the testing of hypothesis H4, there are four partial cases based on bureaucratic culture (sample size: N = 69), innovative culture (N = 63), supportive culture (N = 51) and effective culture (N = 77), as compared w

21、ith the entire sample (sample size: N = 260).Table1. Multiple regression analysis of management innovation and corporation core competence: entire sample and partial case based on bureaucratic cultureThe t-values for org

22、anizational innovation under the four dimensions of corporation core competence were correspondingly higher for the entire sample than for those in the partial case assorted by emphasis on all four dimensions of corporat

23、e culture. Therefore, hypothesis H4.a is untenable.Results for information innovation under dynamic process of realization showed that the t-values of the entire sample are lower than that of the partial case assorted by

24、 emphasis on supportive culture, but showed higher values under other dimensions. Similarly, for information innovation under effective integration of resources, the t-value for the entire sample was lower than that of t

25、he partial case assorted by emphasis on innovative culture, but higher for other dimensions. In the case of bureaucratic and effective culture emphasis, all t-values for the entire sample were higher than partial cases.

26、Therefore, hypothesis H4.b is partially tenable.Results of technological innovation under the four dimensions of corporation core competence showed that the t-values for the entire sample were higher, respectively, than