Following the dimensions of organizational structure and organizational innovation, this paper aims to discuss how organizational structure affects organizational absorptive capacity and decision speed, and subsequently influences organizational innovation. Based on the sample of 260 enterprises with 1282 valid questionnaires, the empirical method, using the Structural Equations Model showed the following. (1) The higher the degree of organizational formalization, the stronger the absorptive capacity of the organization, and then the higher the degree of organizational innovation. (2) The higher the degree of organizational centralization, the lower the absorptive capacity of the organization, and then the lower the degree of organizational innovation. (3) The higher the degree of organizational formalization, the slower the organizational decision speed, and then the slower that degree of organizational innovation. (4) The degree of organizational centralization is irrelative to absorptive capacity and decision speed; and therefore organizational innovation speed is not affected.
Car salesmanship is challenging. Fresh college graduates are keen to take on this challenge because of the financial rewards. This paper explores the skillsets required for an auto salesperson to stand out from the crowd by conducting a questionnaire survey on the salespeople in Nissan, Toyota, Honda, Ford and Mitsubishi in Taiwan. A total of 223 effective questionnaires are included in the study. The demographic factors such as sex and age are controlled, as well as the tenure, annual revenue, education background, locations and job titles of the salespeople, so as to highlight the relationship between sales and explicit competences and between sales and implicit competences. The empirical findings suggest that (1) explicit competence: the stronger the product competence and interpersonal skills of salespeople, the better the sales. Sale competence and Job performance are not significantly correlated. (2) There is no significant correlation between implicit competences and sales generated. (3) The implicit competence of salespeople reinforces the positive effect of product knowledge, interpersonal skills and sales techniques on sales.
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