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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63647

    Title: 競合聯盟形成與其運作特性之研究-以台灣自行車A-Team為例;The Study of Co-opetition Alliance Development – The Case Study of A-Team in Taiwan Bicycle Industry.
    Authors: 黃逸風;Huang,Yi-Feng
    Contributors: 企業管理學系碩士在職專班
    Keywords: A-Team;台灣自行車產業;競合聯盟;A-Team;co-opetition alliance;Taiwan bicycle industry
    Date: 2009-06-04
    Issue Date: 2014-05-08 15:14:50 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 台灣的自行車產業具有完整的中衛體系,整個產業在全球自行車的產業競爭扮演舉足輕重的角色,也曾經取代日本成為全球自行車輸出量最大的國家。近年來因為中國等地區世界代工優勢地位的崛起,造成台灣的自行車輸出的嚴重衰退。在2003年巨大和美利達為了要讓台灣的自行車產業得以延續下去,於是號召國內的自行車零組件供應商,共同發起成立A-Team,中文名稱為「台灣自行車協進會」。
    ;Taiwan’s bicycle industry has a complete Center-Satellite System. It has a major role in the global bicycle industry. Taiwan once surpassed Japan in becoming the world’s largest exporter of bicycles.
      However, in recent years, due to stiff competition from country like China, where cheap labor is readily available, Taiwan’s bicycle export has drastically decreased. In 2003, in order for Taiwan’s bicycle industry to sustain itself, Giant and Merida reached out to the bicycle parts manufacturers in Taiwan and formed the A-Team.
      A-Team’s structure includes the value chain of center-satellite system and the cooperative/competitive relationship between competitors. My research examines the symbiotic relationship between A-Team’s members based on “Resource-based view”, “co-opetition” and “cluster” theories.
      Based on my research and analysis, I have formed the following propositions:
    1) When members of an industry have a common goal, it helps in the formation of “co-opetition alliance.”
    2) When “clustering effect” becomes increasingly obvious, it helps the formation and growth of co-opetition alliance.
    3) When a “central factory’s” control over parts manufacturers diminishes, the chance that “central factory” will cooperate with its competitors increases.
    4) When industry concentration is low, “central factory” is more likely to form “co-opetition alliance” with its competitors.
    5) When industry has more significant parts modularity degrees, “central factory” is more likely to cooperate with its competitors.
    6) The probability that competitors will cooperate with each other increases when cooperation activities are less relevant to the customers. The probability that competitors will cooperate with each other decreases when cooperation activities are more relevant to the customers.
    7) In co-opetition alliance, competitors within an alliance will more likely cooperate with those with lowly –specialized skills or technologies. Conversely, competitors within an alliance are less likely to cooperate with those with highly-specialized skills or technologies.
    Appears in Collections:[企業管理學系碩士在職專班] 博碩士論文

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