從資源理論基礎探討企業多角化策略-以E個案公司為例

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/63853

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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。就資源基礎理論的觀點而言，企業所擁有的能力類型，會影響企業在進行多角化策略，其進入經營領域的選擇。企業因經營需要，延伸自己的資源能力，或藉由購併、策略聯盟、自行開發等方式，以使企業進入自己所欲進入的產業層級，達到多角化的目的。本研究主要目的在於探討個案公司採行多角化策略的動機，以及評估個案公司多角化策略的績效，藉由分析冷陰極燈管模組產業環境的變化，以及企業內部資源與能力對個案公司的影響，進一步提出對個案公司採行多角化策略的建議。本研究主要採用『質性』的研究方法，探討個案公司的多角化策略，藉由蒐集資料論文、新聞報導、期刊及相關網站資料，研究個案公司多角化的經營策略，從次級資料的搜集，個案公司資深主管等專家人士之深度訪談、且同步進行產業內外在環境分析，找出多角化策略的轉變及策略之形成因素，並研擬個案公司在多角化之營運策略。本研究針對個案公司採行的多角化策略做出下列結論與建議：（一）、個案公司購併A光電公司獲得了互補性的資源。（二）、個案公司與B公司採行策略聯盟提升了個案公司核心技術能力與專利。（三）、個案公司藉由自行開發策略奠定新產品發展的方向。（四）、採行購併策略時必須留住關鍵人才。（五）、採行策略聯盟時應訂定與合作公司的運作模式規範。（六）、採行自行開發策略時宜配合資源與能力。 ;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:	[Executive MBA] Electronic Thesis & Dissertation

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