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|Keywords: ||企業轉型;動態能力;Business transformation;Dynamic capabilities|
|Issue Date: ||2014-05-08 15:32:13 (UTC+8)|
;With increasing competitive pressure from China due to low cost of labor and land, traditional industries in Taiwan are facing declining profits in international markets. Trade protectionism along with anti-dumping restrictions are pervasive in western countries. These two new common scenarios are now making the situation worsen, intensifying competition. In an environment of competition and rapid change, high labor-intensive industries are relocating themselves or sending plants off-shore to find ways to survive. Competition is not just confined to a certain region. It is now global. These changes have caused a great impact and a sense of crisis for domestic companies, but some of them still remain in growth and profitable. Some companies haven’t left their original industry, but instead have adjusted their business operational model or invested and devoted themselves to new fields. Through business model shifting (business transformation), they add new life to an old soul.
The case study company of this research is a traditional enterprise that has twice experienced harsh oil crises and repeated periodic cycles of economic prosperity. It has not been eliminated through crisis and competition; on the contrary, it remains in healthy condition and continues expand itself from originally chemical fibers and plastics supplying trade to newly-invested opto-electronics field. The key to its success is its continued transformations to keep up with the times and current trends.
This study utilizes the theoretical framework of Dynamic Capabilities and verifies the result and procedure based on the theory, finding that though business operators who do not adopt Teece’s theory on making strategic decisions; their decision-making procedure, positioning, and route execution are still in accordance with Teece’s theory. Through the Dynamic Capabilities Theory, upper management of a company not only be enabled to gain a better understanding of their competitive advantage as well as to self operational inadequacies, but also will find it to be an analytical tool in a company’s decision making
|Appears in Collections:||[高階主管企管（EMBA）碩士班] 博碩士論文|
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