博碩士論文 954303020 詳細資訊




以作者查詢圖書館館藏 以作者查詢臺灣博碩士 以作者查詢全國書目 勘誤回報 、線上人數:9 、訪客IP:3.236.122.9
姓名 林義烜(I-Hsuan Lin)  查詢紙本館藏   畢業系所 資訊管理學系在職專班
論文名稱 企業轉型與其資源基礎之關係研究及轉型策略之發展-以M公司為例
(The Study of the Relationship between Transformation of Enterprise and Resouce Basis and the Development of Transformation Strategies: A Case Study on M Company.)
相關論文
★ 半導體二手設備之行銷策略-以應用材料公司為例★ 從創新擴散角度探討新科技技術行銷策略之影響 —以全球資訊大廠推廣Web Services為例
★ 企業多角化經營策略之研究 ─以某機構拓展資訊應用服務市場為例★ 汽車產業網站行銷之應用與效益探討研究-以N品牌為例
★ 系統整合業轉型策略之探討--以A公司為例★ 顧客關係管理系統導入之研究-以A、B公司為例
★ 策略聯盟個案分析 - 以台灣光碟機廠商為例★ 資訊教育訓練機構的轉型策略 —以某資訊教育機構為例
★ 組織文化及組織承諾對組織變革影響之研究- 以外商銀行與本國銀行資訊部門為例★ 高階資訊教育市場行銷策略與會員制度之研究-資訊教育產業為例
★ 探討平衡計分卡在售前技術支援部門績效管理的運用 - 以外商資訊科技公司為例★ 軟體行銷策略與競爭優勢分析-以全球二家資訊大廠為例
★ 綠色供應鏈管理研究-以A公司為例★ 企業專案管理系統 - 提升專案即時資訊透通性及其效益分析
★ 金融軟體專案管理導入國際專案管理師(PMP)專案管理機制之效益分析★ 寬頻網路服務副品牌於社區行銷推廣之研究-以中華電信大台北地區客戶為例
檔案 [Endnote RIS 格式]    [Bibtex 格式]    [相關文章]   [文章引用]   [完整記錄]   [館藏目錄]   至系統瀏覽論文 ( 永不開放)
摘要(中) 全球競爭白熱化與新興經濟體挾帶低廉的勞力成本優勢,外部產業發展的變遷與大環境的改變,使我國的產業受到嚴重衝擊,傳統產業趨於萎縮、新興科技產業快速成長,產業升級是全球產業結構調整的主要趨勢之一,也是各國產業發展的必然歷程。這些變化對台灣傳統產業帶來更大的經營挑戰與危機,另一方面也將因企業轉型而帶來提升競爭力的機會,是本研究所要探索的背景。
企業面臨強烈的競爭,若單純的降低成本以因應國際化的競爭,企業已無法支撐及永續經營。企業為達到獲利與永續經營的目標,升級與轉型便成為企業發展的必然方向。企業轉型的歷程必須歷經不同的階段,而產生不同的成長動因,因而必須採取不同的轉型策略與轉型的發展。創新求變是企業成長的原動力及推動力,要成功,企業必須採取適當的轉型策略。而企業在升級與轉型的過程中,所採行之轉型策略不一,在於其所擁有的資源基礎不盡相同,是促成本研究的動機。
個案M公司成立至今約莫二十年,隨著整個產業發展的變遷與大環境的改變,個案公司面臨強烈的競爭,不斷調整營運方向與思考新的競爭利基,不斷求新、求變、求突破,擬定策略並進行轉型,以獲得競爭優勢。本研究屬於探索性研究,以個案研究法為主,以探討M公司之轉型歷程為個案進行研究。本研究主要探討的目的有三項分別為:一、探討個案公司之轉型策略;二、探討個案公司之資源基礎與策略之運用;三、探討個案公司轉型之成功因素。
經由研究分析本個案後,歸納的研究結論如下:
(一)企業轉型須明確瞭解轉型的動因及本身的資源能力。
(二)轉型過程中,若母公司涉入子公司之經營策略過高,對子公司經營績效是負面影響。
(三)降低成本以獲得較高利益,是企業持續不斷要求的目標。
(四)產品研發及創新是企業必需要走的路,沒有創新就沒有活路。
(五)企業逐漸走向策略聯盟的趨勢。
(六)強勢領導風格,善用科技人才是個案公司成功的因素。
摘要(英) With the severe global competition, newly economic entities with advantage of cheap labor cost, transition of outside industrial development and the change of big environment, Taiwanese industries have been gravely impacted and our traditional industries have been shrinking. Newly technology industries grow dramatically and upgrading industries are not only one of the trends for adjustment but also inevitable process of countries’ industrial development. The transitions have brought more challenge and crisis for management of Taiwanese traditional industries. On the other side, enterprise transformation will increase the opportunities of raise on competitiveness. The above-mentioned is the explorative background for this research.
Enterprises have faced grave competition and it is obviously impossible for long-term development and sustainable management if they simply reduce the cost in order to cope with global competition. Therefore, upgrading and transformation become the inevitable direction for the aims of profits and sustainable development. The process of enterprise transformation will experience different stages and generate different growth factors. Thus, enterprises have to adopt different transformation strategies and development. Innovation and transition are the momentum for enterprise growth and development. Enterprises have to select suitable transformation strategies. It depends on different resource basis if enterprises use different transformation strategies during the upgrading and transformation processes. The abovementioned causes the strong motivation of this research.
Case Company M has almost established for twenty years since 1990s. Along with the continuing transition of whole industrial development and big environment, case company faces severe competition. It continuously struggles with not only the direction of management but also change, innovation, breakthrough, strategy plan and transformation in order to obtain competition advantage. This thesis is an explorative research and is based on case study which examines the transformation process of case company. The main purposes of this study are as follows:
1.Explore the transformation strategy of case company.
2.Examine the resource basis and strategy of case company.
3.Probe into the successful factors of enterprise transformation.
By the Analysis of case study, the conclusion of this research is as follows:
1.The successful transformation is based on clear momentum and enterprise’s own resource capability.
2.An over-involved parent company would lead to negative impact on its subsidiary company.
3.Enterprises’ main continuous objective is to obtain more profits from cost-reduction.
4.Research development and innovation are must for enterprise. No innovation, no success.
5.Strategic alliance is a gradual trend for enterprises.
6.Strong leadership and good technology personnel are the successful factors for case company.
關鍵字(中) ★ 成功因素
★ 轉型策略
★ 資源基礎
★ 企業轉型
關鍵字(英) ★ Transformation Strategy
★ Resource Based-Theory
★ Enterprise Transformation
★ Successful Factors
論文目次 第壹章 緒論..............................................1
第一節 研究背景與動機....................................1
第二節 研究目的..........................................2
第三節 研究流程..........................................3
第貳章 文獻探討..........................................5
第一節 企業轉型..........................................5
第二節 資源基礎觀點......................................17
第三節 關鍵成功因素......................................29
第四節 經營績效..........................................38
第參章 研究方法..........................................41
第一節 研究架構..........................................41
第二節 研究方法..........................................42
第三節 研究對象及範圍....................................45
第肆章 產業概況及個案研究分析............................46
第一節 通訊設備產業概況..................................46
第二節 個案公司分析......................................55
第三節 轉型策略與成功因素................................70
第伍章 結論與建議........................................86
第一節 結論..............................................86
第二節 建議..............................................89
第三節 後續研究方向......................................90
第四節 研究限制..........................................91
參考文獻.................................................92
附錄.....................................................98
參考文獻 一、中文部分
1.大前研一(1998),策略家的智慧,長河出版社。
2.方至民(2000),企業競爭優勢,台北:前程企業。
3.方威尊(1997),休閒農業經營關鍵成功因素之研究-核心資源觀點,台灣大學農業推廣研究所碩士論文。
4.司徒達賢(1995),策略管理,台北:遠流出版社。
5.李志華(1982),台灣企業績效評估方式之研究,政治大學企業管理研究所碩士論文。
6.李為仁(1989),電子業轉型之環境、策略與關鍵性成功要素研究,國立台灣科技大學工程技術研究所碩士論文。
7.吳思華(1996),策略九說:策略思考的本質,台北:麥田出版社。
8.周佳欣(1997),台灣中小企業策略性轉型之研究,東吳大學企業管理碩士論文。
9.林溫正(2001),台灣傳統集團企業轉型策略之研究,國立臺灣大學國際企業學研究所碩士論文。
10.孟德芸(1988),企業關鍵成功因素之研究-以個人電腦產業為實證,國立中興大學企業管理研究所碩士論文。
11.袁素萍(2003),企業轉型成功關鍵因素之研究,國立成功大學高階管理碩士在職專班碩士論文。
12.徐聯恩(1996),企業變革系列研究,台北:華泰書局。
13.高淑芬(1993),資源特性與合作策略關聯之研究—以資源基礎觀點,國立中興大學企業管理研究所碩士論文。
14.孫鈴萍(2003),台灣傳統製造業轉型成長之策略性人力資源管理,國立中山大學人力資源管理研究所碩士論文。
15.唐富藏(1996),企業政策與策略,大行出版社。
16.黃營杉(1990),企業政策,國立空中大學用書,pp.96、143、145。
17.黃營杉(1999),策略管理,台北:華泰文化事業公司。
18.許士軍(1987),管理學,第七版,台北:東華書局。
19.許士軍(1989),因應匯率變局企業轉換之經營策略,中小企業發展雜誌,第18 期,PP 13-14。
20.陳光華(1980),企業政策,台北:三民書局。
21.陳明璋 (1996),企業轉型的策略與成功關鍵,貿易週刊,1690期,pp18~21。
22.葉重新(2001),教育研究法,台北:心理出版社。
23.楊景行(2001),營建業知識移轉系統與組織學習關係之研究,國立中山大學管理學院碩士論文。
24.榮泰生(1997),策略管理,台北:華泰文化事業公司。
25.褚宗堯、林耀南(1997),我國高科技廠商環境、競爭策略、績效關聯模式之研究-以新竹科學工業園區為例,科技管理學刊,第2卷第1期。
26.鄭榮郎(2001),傳統產業向上提升的轉型策略,能力雜誌第540期,pp77~80。
27.劉興台(2002),傳統產業轉型關鍵成功因素之探討-以台灣鹽業為例,中華大學經營管理研究所碩士論文。
28.謝安田(1992),企業管理,台北:五南圖書公司。
29.謝碧枝(2000),企業轉型中的多角化策略選擇-以食品業為例,屏東科技大學農業企業管理研究所碩士論文。
二、英文部分
1.Aaker, D. A. (1984), Strategic Market Management, New York:John Wiley & Sons Co., pp.284.
2.Aaker, D. A. (1995), Strategic Market Management (4th Ed.). NY: John Wiley & Sons Inc.
3.Adams, J.D. (1984), Transforming Work, Miles Review Press, Alexandrix, VA.
4.Adrian,S, Value Migration(1996) : How to Think Several Moves Ahead of the Competition, The President and Fellows of Harvard College.
5.Barbara, B. and Philippe, H.(1994), Toward a Definition of Corporate Transformation, Sloan Management Review, Vol. 35, Spring, pp.101-107.
6.Barney, J.B. (1991), Resources and Sustained Competitive Advantage, Journal of Management, 17(1), pp.99-120.
7.Bibeault, D. B.(1988), How Managers Turn Losers into Winners, McGraw-Hill.
8.Bibeault, Donald B. (1978), Survey of Eighty-one Turnaround Company Chief Executives, April.
9.Capon, N. J. Farley and S. Hoening (1990), Determinants of Financial Performance: A Meta –Analysis, Management Science, vol. 36, No.10, pp.1143-1159.
10.Carrol, S. J. and Schneier, C. E. (1982), Performance Appraisal and Development of Performance in Organizations, Glenview Illinois: Scott, Foresman.
11.Chandler, A. D. (1990), Scale and Scope, The Dynamics of Industrial Capitalism, Harvard University press, Cambridge, MA.
12.Collis, K. R.,(1991), A Resources-based Analysis of Global Competition:The Case of the Bearing Industry, Strategic Management Journal,vol.12(Summer), pp.66-72
13.Collyer, Mark (2000), Communication - the route to successful change Management: lessons from the Guinness Integrated Business Programmed, Supply Chain Management, Bradford, Vol. 5, Iss. 5, pp. 222.
14.Galbraith, C. and D. Schendel (1983), An Empirical Analysis of Strategy Types, Strategic Management Journal , 4, pp.153-173.
15.Glueck, William F. (1976), Business Policy: Strategy Formation and Management Action 2nd ed., N.Y.: McGraw-Hill, pp.86.
16.Grant, R. M. (1991), The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review vol.33, pp.114-135.
17.Grinyer, P.H. and P. Mckiernan. (1990), Generating Major Change In Stagnating Companies, Strategic Management Journal, Vol.11, pp.131~146.
18.Hammer, M. and Champy, J. (1993), Reengineering the corporation- A Manifesto for Business Revolution. Nicholas Berkley Publishing Limited.8
19.Hamel, G. and Prahalad, C. K.(1990), The core competence of the corporation, Harvard Business Review.
20.Hofer, C.W., and D. Schendel, D. E. (1978), Strategy Formulation: Analytical Concept. New York: West Publishing, pp.75-76.
21.Hill, C. W. L., and Jones, G.R.(1999), Strategic Management Theory, Houghton Mifflin Co, New York.
22.Jonathan, D. D.(2000), Corporate transformation without a crisis, The McKinsey Quarterly, New York, Iss. 4, pp.116~128.
23.Kassem, M. S. and Moursi (1971), Managerial Effectiveness. Academy of Management Journal,1(3), pp.381-388.
24.Kast, F. E.(1985), Organization and Management, New York: McGraw-Hill Book Co.,4th ed.
25.Klein, L.R. (1996), The Internet and International Marketing, Sloan management Review, pp.60-75.
26.Kilmann, R. H., Covin, T. J. and Associates (1988), Corporate Transformation, San Francisco, California:Jossey-Bass.
27.Kotter, John P. (1995), Leading Change:Why transformation efforts fail, Harvard Business Review, Boston, Vol.73 Iss.2, Mar, pp.59~67.
28.Kanter, Stein, and Todd. (1992) ,The Challenge of Organizational Change. New York, NY: Free Press, Chapter 10.
29.Kim, J. S. and P. Arnold, (1992), Manufacturing Competence and Business Performance : A Framework and Empirical Analysis , International Journal of Operations and Production Management, vol.13, pp.4-25.
30.Levy, A. and Merry, U. (1986), Organizational Transformation: Approaches, Strategies, and theories, Praeyer Publisher: New York, pp.6-8.
31.Mescon, M. H. and Albert, M.(1988), Management, New York: Hamper and Row Publishers Inc., pp.100-111.
32.Porter, M. E. (1990), Competitive Advantage: Creating and Sustaining Superior Performance, Free Press.
33.Prahalad, C. K. and Hamel, G. (1990), The core competence of the corporation, Harvard Business Review, Boston, Vol.68, Iss.3, pp. 79-91.
34.Reed, R. and DeFillippi, R.(1990), Causal ambiguity, barriers to imitation, and sustainable competitive advantage. Academy of Management Review, 25: pp.88-102.
35.Rockart, J.F. (1979), Chief executives define their own data needs, Harvard Business Review, Volume 57 No. 2, pp. 238-241.
36.Rindova, V. P. and Kotha, S. K.(2001), Continuous morphing: competing through dynamic capabilities, form, and function. Academy of Management Journal, 44(6): pp.1263-1280.
37.Robbins, Donna M. (1990), Trainees Know about Training Trainers, Training and Development Journal, Alexandria, 44(10), pp.12-14.
38.Robbins, S. P. (1990),Organization Theory: Structure, Design and Application(3 rd ed.),Englewood Cliffs, New York: Prentice-Hall,pp.439-450.
39.Ronald, Daniel, D. (1961), Management Information Crisis, Harvard Business Review, September-October.
40.Shaheen, G. T. (1994), Approach to Transformation, Chief Executive, March, pp.2-5.
41.Szilagyi, A.B. (1981), Management and Performance, California, Goodyear Publishing Company Inc.
42.Tsuneo, Y. (1981), Business Diversification Strategy: Measurement and Effects on Corporate Performance. Stanford University.
43.Venkatraman, V. and Ramanujam, N. (1986), Measurement of Business Performance in Strategy Research: A Comparison of Approaches, Academy of Management Review,Vol.11,No.4, pp.801-814.
44.Weick, K. E. and Quinn, R. E.(1999), Organizational Change and Development. Annual Review of Psychology, 50: pp.361-386.
45.Wernerfelt, B. (1984),A Resource-Based View of the Firm, Strategic Management Journal, 5(2), pp.171-180.
指導教授 李小梅(Shau-Mei Li) 審核日期 2008-7-4
推文 facebook   plurk   twitter   funp   google   live   udn   HD   myshare   reddit   netvibes   friend   youpush   delicious   baidu   
網路書籤 Google bookmarks   del.icio.us   hemidemi   myshare   

若有論文相關問題,請聯絡國立中央大學圖書館推廣服務組 TEL:(03)422-7151轉57407,或E-mail聯絡  - 隱私權政策聲明