外文翻译--与薪酬策略相匹配的创新战略能提高企业绩效吗？(编辑修改稿)

外文翻译--与薪酬策略相匹配的创新战略能提高企业绩效吗？(编辑修改稿)内容摘要：

irm performance. Firms pursue different objectives, and there is probably no single measure that fully captures firm performance ( Venkatraman and Ramanujam, 1986).The ultimate success of a firm is not solely measured by its capacity to increase its sales, produce profits, or generate cash from its operations, but whether the firm’s activities are creating value for its owners (Fletcher and Smith, 2020). In addition, Ramp。 D investments usually allow a firm to benefit from efficiency improvement or differentiation, which can then lead to enhanced value added (Griliches, 1979, 1986).And Prior empirical studies have invariably used value added rather than sales to measure firm performance resulting from innovation (. Goto and Suzuki, 1989。 Lichtenberg and Siegel, 1991。 Wakelin, 2020。 Tsai and Wang, 2020). Thus, in line with these past studies, this research uses value added to measure firm performance. Here value added is a dollar based measure (in NT millions dollar) constructed by the difference between the revenues of a firm and the cost of its material inputs。 Pay policy. An organization often formally or informally establishes a pay policy that determines whether it will be a pay leader, a pay follower, or merely hold an average position in the labor market (Klaas and McClendon, 1996). This study measures the pay policy of a firm by its pay levels, paring a firm’s pay with that of other firms in the same labor market. The firm’s pay level is operationalized by the ratio of each employee’s pay to the average pay of each employee in the same industry. Innovation strategy. In the knowledgecreating view, innovation refers to a firm’s efforts to explore or exploit technological knowledge for new product or process developments (Cohen and Levinthal, 1990). A firm’s Ramp。 D expenditures can enhance its level of knowledge application, thereby increasing its petitive advantage (Songet al., 2020). Previous studies have deemed Ramp。 D efforts as the most important aspect of innovation (Griliches, 1979, 1986。 Cohen and Levinthal, 1990。 Henderson and Cockburn, 1996). This study uses Ramp。 D expenditures as a proxy measurement of the extent to which a firm pursues an innovation strategy. Discussions and implications Using secondary data, this study uses empirical evidence to determine whether or not matching pay policy and business strategy really improves firm performance. The examination focuses on business strategy and innovation strategy。 and the analyses are based on a large sample of three technologybased service sectors. The results indicate that IC design services firms exhibit the positive effect of innovation strategy bined with high pay, but software services firms and information system integration services firms do not. The industry characteristics of the three sectors considered in this study are quite similar. These industries are predominantly posed of SMEs (see the labor statistics in Table I) and are labor but knowledgeintensive (see the labor estimates in Tables IIIV). In addition, the advantage of petition for a firm within these industries is based mainly on technologies, which are primarily embedded in qualified employees (Wang et al., 2020). Furthermore, innovation is an important method of gaining a petitive advantage in these sectors. Since the three industries are alike, one issue worthy of further discussion arises: why are pay policy and innovation works linked in the IC service industry but not in the other two industries? Technological turbulence facing the three industries may explain this phenomenon. Technological turbulence refers to the rate of technological change. Innovation for an organization that works with nascent technological k。