這個研究主要是紮根於台灣8家商業銀行，做個案比較分析。有鑒於企業知識與創新的重要性日增，卻缺乏一套有系統的理論架構，也鮮少有針對人力資本、社會資本、創新能耐、與組織績效的關係的研究，本研究因而提出系統性觀點來探討核心人力資本、社會資本、創新能耐、與組織績效，希望幫助金融服務業建立影響商業銀行創新能耐架構，並找出核心人力資本的組成要素及創新能耐與企業績效關係。實證結果發現：人力資本愈高，企業創新能耐愈強，而此一關係會受到社會資本影響，而當企業創新能耐愈強對組織績效會產生正面影響。

The research based on the dynamic case study of the eight Taiwan’s commercial banks. Although Taiwan was shared many characteristics with other emerging economics, the generalization of data might display certain idiosyncrasies. The research aimed in the banking industry instead of the high technology industry or even the manufacturing industry. It was believed that the findings would be beneficial to developing countries, such as Latin American countries or Asian Pacific countries. This study revealed the relationships among human capital, social capital, innovative capability and organization performance. This study also has suggested that the bigger the commercial banks’ human capital, the stronger the innovative capability. It has been proven that social capital played a moderator between human capital and innovative capability when the innovative capability was big; vice versa the organization performance was expected to be good. The implication was: enterprises should cultivate high human capital rather than treating employees as their costs. For different levels of employees, the needed capabilities were surely different. Therefore, the leaders’ characteristics, open-mindedness/vision and execution for core employees were more significant than the low level employees.

TABLE OF CONTENTS

ACKNOWLEDGEMENTS ………………………………………….i
ABSTRACT (English)…………………………………………ii
ABSTRACT (Chinese)…………………………………………iii
TABLE OF CONTENTS………………………………………… iv
LIST OF TABLES…………………………………………….vi
LIST OF FIGURES…………………………………………….vii



CHAPTER I INTRODUCTION………………………1
A. Background & Motives…………………… 1
B. Research Objectives………………………6
C. Expected Contributions………………… 7

CHAPTER II LITERATURE REVIEW……….…..8
A. Knowledge Management……………………8
B. Human Capital…………………………….11
C.Innovation………………………………….16
D. Social Capital......................23
E. Organizational Performance……………36
F. Research Framework……...…………...43


CHAPTER III Methodology……………………44
A. The Strategy of Case Study……………44
B. Research Companies………………………47
C. Data Analysis…………………………….53
D. Questionnaire…………………………….55
E. InternalValidity…………………………58
F. External Validity……………………….59
G.Reliability…………………………………60

CHAPTER IV ANALYSIS AND RESULTS…………62
A. The Background of the Sample…………63
B. Human Capital & Innovative Capability…65
C. Human Capital, Social Capital & Innovative Capability…81
D. Innovative Capability & Organizational Performance…86
E. Human Capital, Innovative Capability & Organization Performance…91

CHAPTER V CONCLUSION AND DISCUSSION………………95
A. Research Conclusions………………………………95
B. Theoretical Contributions……………………….98
C. Managerial Implications………………………….99
D. Limitations & Future Research…………………100

REFERENCES………………………………………………102
APPENDIX…………………………………………………114
Appendix A: Questionnaire………………………….114
Appendix B: The Background Information of the Interviewed Cases…120

LIST OF TABLES
TABLE
3-1 Definition of Case Study…………………44
3-2 The Summarization of the Interviewers’ Companies & Job Titles………50
3-3 Evidence Chain………………………………51
3-4 Case Portfolio………………………………52
3-5 The Measurement Indicators of this study……61
4-1 The Background of the Sample…………………..64
4-2 The Human Capital of the Core Employees among the Eight Banks…….66
4-3 The Main Elements of Human Capital…………...67
4-4 The Main Types of Innovation among the Banks.74
4-5 Innovative Capability…………….……………….75
4-6 The Recognition of Social Capital in the Eight Banks...82
4-7 Organizational Performance Measure Indicators..87
LIST OF FIGURES
Figure
2.1 Innovative Capability Integrated Framework …43

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