摘要(英) |
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. |
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