English  |  正體中文  |  简体中文  |  Items with full text/Total items : 65275/65275 (100%)
Visitors : 20964047      Online Users : 169
RC Version 7.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version


    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63729


    Title: 應用動態能力架構探討企業競爭力及發展途徑—以華碩電腦與P公司為例;Apply Dynamic Capabilities framework in the competitive advantage and path of firm - Cases of ASUS Inc. and P Company
    Authors: 黃元臻;Huang,Yuan-Chen
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 企業策略發展途徑;動態能力;學習型組織;競爭力;Competitive advantage;Dynamic Capability;Learning Organization;Path of firm
    Date: 2006-07-23
    Issue Date: 2014-05-08 15:27:20 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 台灣資訊電子產業的國際化發展歷程中,早期以全球分工上的製造(OEM)優勢進軍國際市場,接著展現設計優勢(ODM)提高附產品加價值,晚近更以全球運籌製造(GLM)優勢因應市場需求,顯示在全球競爭環境下,廠商須具有與時俱進的優勢。尤其隨著資訊科技的發展,產業遊戲規則快速改變,企業該如維持競爭力?學界在企業策略思考上,其焦點從「外在環境」轉變為「內在條件」。即由傳統的SWOT分析、五力分析等市場區隔與產業結構焦點,進而從資源基礎觀點來探討如何建立廠商的競爭優勢。然而,當環境改變頻繁且幅度大時,資源基礎觀點卻因專注於靜態資源,而產生了適用上的困難。例如:Yahoo! 當初選擇了競爭最激烈、產業進入障礙極低的網際網路產業,靠高度的適應力,贏過了微軟等基礎資源條件極佳的大集團,在入口網站領域勝出。因此學者(Teece, Pisano and Shuen,1997)提出了「動態能力」(dynamic capability)的策略思維,由三個P:組織與管理程序(process)、企業專屬資產的地位(position)與企業發展途徑(path),檢視競爭力,針對多變的企業環境,提供一個新的策略方向。
    在本研究中,處理以下幾項工作:
    1.由相關策略管理理論整理出:在快速變遷的產業環境下,探討企業競爭力及其策略發展途徑的架構
    2.對資訊電子業領導廠商及電源供應器個案公司,進行競爭力及其策略發展途徑的實徵研究
    3.以製造流程較長的卓越資訊電子大廠,作為電源供應器個案公司標竿學習的對象
    本研究於探討個案公司,資訊電子業大廠-華碩電腦,及其中小企業型供應商-電源供應器之P公司後發現:
    華碩電腦於成立之初,在競爭激烈且大廠林立的主機板產業中,以生產高品質產品,呈現動態能力的競爭優勢,成為資訊電腦製造業的標竿。近年來,面對市場的快速變遷,微利化的衝擊,陸續採取巨獅策略、事業處利潤中心化等變革行動,展現了動態能力。初步檢視其成果:巨獅策略已順利擴大其生產規模(主機板與繪圖卡、無線網通世界第一,準系統第二大,筆記型電腦全球第五),然而利潤中心制度的實施,能否順利促成品牌與代工業務的分家,則是充滿挑戰。
    另外,P公司自1987年成立至今,一直以電源產品為其主要產品。近年來,透過『國際業務能力』的加強,『ISO-9001』品保制度的落實等動態調整,達到每月百萬台的產量,在中小企業中表現相對突出。晚近,因應電源產品市場的微利化,嘗試調整生產資源,往電源保護產品市場發展,開創了新發展的機會,但技術研發能力仍待提升。
    經由本研究對資訊電子業的領導廠商,及該其供應鍊中之中小企業的探討,初步提供了產業環境快速變遷中的企業,如何運用動態能力架構檢視並增進競爭力的模式。
    ;Taking Taiwanese information industry for example, the trajectory of core competence development follows most likely the models of OEM, ODM, GLM. Which grown up with the global market. Accordingly, the enterprises are more interested in the next possible business model, which could adapt to the changing environment. Regarding business strategy, the dominant paradigm has been changed from external analysis to internal analysis. The business model has shifted from SWOT analysis, five forces approach to resource-based view which emphasizes firm-specific capabilities and assets. However, resource-based view still has its limitation to the context with rapid and dramatic change. Teece, Pisano and Shuen(1997) proposes a dynamic capability view by: process, position, path, to develop a new perspective for a greatly changing environment.
    In this research we applied Dynamic Capability Theory to evaluate Taiwanese IT firm. And main purposes are:
    1.Review related strategy management theories to construct an integrated framework to discuss competitive advantage and path of firm in a greatly changing environment.
    2.Doing cases study of leading company in IT (information technology) industry and median size IT power supply firm.
    3.Study dynamic capabilities of the leading IT firm, as a benchmark learning of P Company.
    This research discussed the issue of sustainable competitive advantage for IT leading firm and median size IT Power Supply Company. This framework will help us to identify the competitive advantage and how to make it sustainable.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

    Files in This Item:

    File Description SizeFormat
    index.html0KbHTML252View/Open


    All items in NCUIR are protected by copyright, with all rights reserved.

    社群 sharing

    ::: Copyright National Central University. | 國立中央大學圖書館版權所有 | 收藏本站 | 設為首頁 | 最佳瀏覽畫面: 1024*768 | 建站日期:8-24-2009 :::
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback  - 隱私權政策聲明