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|Title: ||動態能力在太陽能產業發展策略之研究 以A公司為例|
|Keywords: ||動態能力;競合策略;Co-opetition;Dynamic Capability|
|Issue Date: ||2014-05-08 15:34:35 (UTC+8)|
本研究採用Teece et al.於1997年提出的動態能力理論為個案企業進入新產業服務為發展主軸，重新檢視個案企業擴展氣體服務領域至太陽能電池產業的內部核心產品競爭能力；透過競合策略的運用，評估進入新市場領域發展的產品策略；了解組織在發展過程時的路徑相依性，面對快速變化激烈競爭的動態經營環境，重新架構與配置企業內外部能力，建立個案企業在新產業的競爭優勢。
;The case study company of this research has spent a lot of resources in long term developed program for gas application research and service which provides to Semiconductor and TFT-LCD industries. The case study company is benefited by markets prosperity. However, its operation is also impacted because it is too reliable on specifics industries such as IC and TFT-LCD.
This research adopted Dynamic Capabilities Theory which was published by Teece et al. in 1997. For new industry entrance as a developing basis, the research reviewed how company aligned with Core Competence of key products and expended services into Photovoltaic Cell market. Through Co-opetition, evaluate and verify products offering strategy for new industry entrance like Photovoltaic market. Facing a market environment of strong competition and rapid changes, the research reconfigures and integrates all internal and external resources to establish the competition advantage of company in a new industry.
Under the framework of Path Dependence and utilizing the theoretical of Dynamic Capabilities, this study is not only just willing to evaluate and verify how company plans on their marketing strategy and market allocations could be interdependent with company’s long term core competence when deciding into a new market, but also provides managers a better understanding of their competitive advantage and weakness point as an analytical tool for decision making.
|Appears in Collections:||[高階主管企管（EMBA）碩士班] 博碩士論文|
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