尋找、創造與累積企業的核心資源，以形成較佳的競爭力，是企業應持久努力的核心策略課題。企業擁有或創造的核心資源是形成競爭力的關鍵，相對於「適應環境、調整策略」的策略邏輯，亦即除了強調對外在環境的了解與掌握外，「資源基礎理論」更重視企業本身的條件與努力，「衡外情」後也須「量己力」。企業經營是持久且執著的努力，唯有不斷的累計資源，才能形成不敗的競爭優勢。 本研究應用「資源基礎理論」，依據Grant (1991) 和Barney (1991) 的架構，針對智慧型手機製造商H公司進行個案研究，由企業內部資源觀點出發，由內而外分析個案公司的核心資源與競爭優勢。本研究探討兩個問題：第一，個案公司具有哪些關鍵資源與能力及其如何建構而導致成功? 本研究發現個案公司具有關鍵人物、研發團隊、授權認證、與財務支柱等四個關鍵資源與能力而導致成功。第二，個案公司如何建構持久的競爭優勢? 本研究發現個案公司採取每年撥出一定比例資金持續投資研發活動、防止整個研發團隊被競爭對手惡意挖角、保護智慧財產權並持續累積專利、培養建立其他資源如非微軟平台的研發能力與市場通路行銷能力等方法維持其長期競爭優勢。 Seeking, creating and accumulating the sources of competitive advantage for a firm has become a major topic in firm’s strategies. Porter’s “five forces model” emphasizes the external analysis and suggests firms to isolate their opportunities and environment threats to obtain competitive advantages. In contrast with environment models of competitive advantage, the resource-based view theory focuses on internal analysis. Resource-based view theory analyzing firms from their inside resources rather than outside environment. Resource-based view emphasizes the firm’s resources and capabilities as the fundamental determinants of competitive advantages. This paper employs the resource-based view theory to explore how firms develop their resources and capabilities to obtain competitive advantages and the way firms bundle resources and capabilities. This paper is exploratory and uses H corporation which is a leading company in smart phone industry as a case study.
