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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63853

    Title: 從資源理論基礎探討企業多角化策略-以E個案公司為例
    Authors: 尤信棟;Yu,Hsin-Tung
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 多角化;競爭優勢;資源與能力;Competitive Advantage;Diversification;Resources and Capability
    Date: 2009-04-08
    Issue Date: 2014-05-08 15:34:06 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 當外在經濟環境快速變動,企業必須針對外部環境與公司內部資源制定一套轉型策略以求永續經營,而多角化策略是企業轉型中最常見的策略模式之一,而多角化策略有其相對風險性存在,然而企業轉型不能盲目隨波逐流,又該何去何從? 除了外在整體環境與產業環境的考量之外,是否亦須一併考量企業本身的內部資源條件? 而多角化策略規劃是否有一些較明確的影響因素可供參考?這些都是本研究欲探討的答案。
    ;When the exterior economic environment rapidly changes,enterprises have to frame transformation strategies in accordance with the outer environment and resources within the company for the sake of sustainable development.The diversification strategy is one of the most common models in respect of enterprise transformation. However, the corresponding risk exists opposite to this strategy, and enterprises shall not blindy drift with the tide when implementing the transformation. In addition to the exterior overall circumstance and the industry environment, this study also aims to probe into whether the internal resources and condition should be taken into consideration, as well as that whether there are some more definite influencing factors for the diversification strategy planning.
      According to the Resource-based View, capability patterns that enterprises possess will influence their choice to enter the business domain when proceeding with the diversification strategy.Per their operational demands, enterprises will extend self resource capabilities or rely on strategic alliance, self development, merger and acquisition to enter the desired industry level and achieve the purpose of diversification.
      This study is mainly to probe into motives that the case company adopts diversification strategy, and to evaluate performances. By analyzing variances of environment in cold cathode fluorescent lamp module industry as well as the influence of internal resources and capability, the author further proposes suggestions for the case company to adopt the diversification strategy. For the most part, this study utilizes qualitative research methods to probe into various variables including the diversification strategy of case company, the procedure of resource dependence, and the control pattern. Through collecting data from essays, news reports, journals and relevant websites, the diversification strategy of such case company has been researched; through gathering secondary data, in-depth interviews on senior managers in the case company, and synchronal environmental analysis inside/outside the industry, the transformation of diversification strategy and formative factors are found, and operational strategies of the case company in respect of diversification are sketched accordingly.
      With regard to the diversification strategies adopted by the case company, this study has made the following conclusions and suggestions.
    1.The case company has obtained complementary resources by acquiring A Optoelectronics Company.
    2.The case company has enhanced its core technical abilities and patents through the strategic alliance with B Company.
    3.The case company has established the direction developing new products by adopting self-development strategy.
    4.When adopting the strategy of merger and acquisition, key talents must be retained.
    5.When adopting strategic alliance, regulations of the operational model with counterpart must be established.
    6.The adoption of self-development strategy must be matched up with resources and capability within the company.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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