A Study on The Impact of Market Knowledge Management and Innovation on Organizational Performance: An Empirical Examination of Retailing Chain Store

[[abstract]]零售是行銷中介機構的末端，透過許多業態，零售商提供商品與服務給最終消費者，並不斷推陳出新來因應消費者多變的需求。國內自從民國68年統一企業與美國南方公司合作之後，至今二十年間零售產業走向國際化、資訊化及連鎖化儼然成為一股趨勢，尤其是連鎖加盟的零售店非常符合台灣人喜歡當老闆的性格，因此其發展更為迅速。 隨著連鎖加盟體系的擴大，其控制的機制已演變為關鍵資源的授與；市場知識便是其中一項高層次的資源，故本研究導入此概念作為預測變數。又對於競爭十分激烈的零售業來說，創新儼然成為企業生存的重要工具之一，因此，本研究認為單就市場知識管理可能不足以解釋組織績效之表現，遂以國內連鎖零售業為例，進行市場知識管理與創新對組織績效影響之研究。 對應本文的研究目的及研究架構，輔以文獻之立論支持，並根據實證結果顯示：市場知識管理可由「市場知識具體化」、「市場知識擴散」、「反應性」、「市場知識流動」、「市場知識的察覺」、「市場知識產生」、及「市場知識觀念化」等七個市場知識管理因素所組成。就連鎖零售業而言，市場知識管理可部分顯著解釋組織績效；但卻未能夠成為創新的顯著預測變項。當市場知識管理與創新進入複迴歸模式時，雖然對組織績效產生部分影響；但整體而言，創新不適合作為本研究架構的中介變數。令人感到意外的是，管理創新對組織績效具有顯著影響；而技術創新則普遍尚未受到國內連鎖零售業者的重視。[[abstract]]Retailing is the edge of market intermediary. Retailers facilitate products and services to final consumers via different format, and sustain in rapid changes of consumer tastes and preferences. Since the President Group partnered with Southern Company of U.S.A. in 1979, the trend in retailing industry had changed to a chain connected, international, and informational perspective. With the new perspective in retailing and people’s tendency of entrepreneurship in Taiwan, the chain store retailing franchise had grown faster than we ever expected. Along with the enlargement in chain store franchise system, the uncovering of market knowledge is a “higher order” resource and we introduce it as independent variable. Furthermore, innovation is becoming increasingly important as a means of survival, thus, we empirically test and substantiate innovation’s mediating role in the market knowledge management-organizational performance relationship. To summarize, our results indicate that “market knowledge management” consists of seven factors-market knowledge objectified, market knowledge dissemination, responsiveness, market knowledge flow, market knowledge recognition, market knowledge generation, and market knowledge conceptualization. For the chain store retailing franchise, we explored the role of innovations (technical versus administrative) cannot be in the assumed market knowledge management-organizational performance relationship. However, our study provides some support that practitioner pay more attention to administrative innovations than technical innovations. Also, administrative innovations have a positive, direct impact on performance