近幾年來，研究人員一直在問，為什麼一些公司在探索新市場和發展動態能力方面比其他公司更好。先前的研究，分別評估微觀基礎，不是從管理層就是從組織層面。本研究整合管理和組織的微觀基礎，旨在探討提供開拓新市場和發展動態能力的前置因素。具體來說，本研究認為組織意識形成，代表了一個組織層面的微觀基礎，它影響了三種類型的公司組合能力，包括：系統能力、社會化能力、合作能力。動態能力被用來解釋組織意識形成如何透過組合能力，在動盪環境中來實現發展新市場。成功開發新市場並不是單靠組織決策，而是取決於企業組合能力如何協同整併知識資源。本研究先進一步了解組織意識形成如何透過企業動態能力，間接影響新市場發展。最後，根據本研究結果，分別提出相關的理論與管理實務意涵及具體建議。 In recent years, researchers have asked why some firms are better than others at exploring new market and developing dynamic capabilities. Previous study assesses micro-foundations separately, either on the managerial or on the organizational level. Integrating managerial and organizational micro-foundations, this study aims to provide the antecedents of exploring new market and developing dynamic capabilities.Specifically, we posit that the organizational sensemaking represents an organizational-level micro-foundation which influences three types of a firm's combinative capabilities including system capabilities, socialization capabilities , and coordination capabilities . The dynamic capabilities are applied to explain how organizational sensemaking determining new market development in turbulent environments is realized by combinative capabilities.Successfully developing new market is not guaranteed by organizational sensemaking alone, but instead depends on how firms' combinative capabilities synergistically combine knowledge resources. This study advances the understanding of how organizational sensemaking indirectly influence new market development by firm dynamic capabilities.
