動態能力機會擷取機制之研究－以A公司為例;none

NCUIR > School of Management at National Central University > Executive Master of Business Administration > Electronic Thesis & Dissertation > Item 987654321/54758

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Title:	動態能力機會擷取機制之研究－以A公司為例;none
Authors:	劉玉龍;Liu　,Yu-Lung
Contributors:	企業管理學系碩士在職專班
Keywords:	核心僵固;擷取機會;核心能力;動態能力;Dynamic capability;Core capability;Core Rigidity;Seizing opportunity
Date:	2012-07-22
Issue Date:	2012-09-11 19:01:27 (UTC+8)
Publisher:	國立中央大學
Abstract:	公司擁有越多的技術、專利、資產、資源與人才是否就代表公司越具有競爭力？答案是不一定，因為還必須考慮外在環境的變化。一般人普遍會認為一家公司擁有上述條件即代表這家公司具有競爭力，但試想，若這家公司所擁有的技術與專利不是市場所需要的，那麼這家公司還具有競爭力嗎?舉例來說，近來智慧型觸控手機已普遍取代傳統按鍵式手機，若一家公司擁有許多關於按鍵式手機的技術、專利、資源與人才，而沒有觸控方面的相關技術，那麼這家公司還具有競爭力嗎？現今外在環境變化劇變、技術日新月異、消費者需求也不斷地在改變，公司若謹守舊有生產技術，沒有察覺外在環境的變化，那麼原本公司具有的核心能力很可能會導致公司面臨淘汰的局面。擁有動態能力為公司利用內部資源重新組合改變以準確因應外部環境的變化而蛻變成功，且不僅蛻變成功一次而是多次，則此公司才代表具有動態能力。本研究根據Teece(2007)動態能力的第二部分擷取機會的觀點，來探討公司如何藉由機會擷取的方法來使公司具有動態能力機會擷取的能力。Does a company possess more technique skill, patents, assets and sources mean it is more competitive than the other companies? The answer is not certain, because there’s outside factor must be taken into account. Most people will think if a company equipped with the above proficiency means it’s very competitive, but, if the technique skill and patents it owns is no more prevailed on today’s market, then do you still think the company is competitive? For example, the press button traditional mobile has been commonly replaced by touchscreen smart phone, if a company owns a lot of technique skill, patents and sources on the press button traditional mobile except on touchscreen smart phone, then we cannot say this company is competitive. With the fluctuation of outside environment and daily developing technology, the consumers’ needs change continuously. If a company conservatively follows the old production technique without noticing the outside environmental changing and the new technique knowledge, the current core capacity might lead the company to be knocked out of the industry. Dynamic capability means one company is capable of transforming the inside sources and precisely adjusts itself to meet the outside market demand. The research addresses one company how to own the dynamic capability through the structure of seizing opportunity posited by Teece(2007).
Appears in Collections:	[Executive Master of Business Administration] Electronic Thesis & Dissertation

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