競合聯盟形成與其運作特性之研究-以台灣自行車A-Team為例;The Study of Co-opetition Alliance Development – The Case Study of A-Team in Taiwan Bicycle Industry.

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题名:	競合聯盟形成與其運作特性之研究-以台灣自行車A-Team為例;The Study of Co-opetition Alliance Development – The Case Study of A-Team in Taiwan Bicycle Industry.
作者:	黃逸風;Huang,Yi-Feng
贡献者:	企業管理學系碩士在職專班
关键词:	A-Team;台灣自行車產業;競合聯盟;A-Team;co-opetition alliance;Taiwan bicycle industry
日期:	2009-06-04
上传时间:	2014-05-08 15:14:50 (UTC+8)
出版者:	國立中央大學
摘要:	台灣的自行車產業具有完整的中衛體系，整個產業在全球自行車的產業競爭扮演舉足輕重的角色，也曾經取代日本成為全球自行車輸出量最大的國家。近年來因為中國等地區世界代工優勢地位的崛起，造成台灣的自行車輸出的嚴重衰退。在2003年巨大和美利達為了要讓台灣的自行車產業得以延續下去，於是號召國內的自行車零組件供應商，共同發起成立A-Team，中文名稱為「台灣自行車協進會」。在A-Team的組織中，包含了產業價值鏈的中衛關係以及競爭對手間互相競爭與合作的關係。本研究以「資源基礎理論」、「競合理論」以及「群聚理論」來針對A-Team「競合聯盟」的形成以及成員彼此之間的互動進行探討。本研究依據理論的探討以及針對相關資料歸納整理的結果，提出下列幾項命題：（1）當產業中的成員產生「共同目標」時，將有助於「競合聯盟」的發展形成。（2）當「群聚」的現象越明顯，越有助於「競合聯盟」的成立與發展。（3）當單一中心廠對零組件廠的「控制權力」越小時，則與競爭者合作而形成「競合聯盟」的可能性越大。（4）當產業的市場集中度越低時，中心廠與競爭者形成「競合聯盟」的可能性越大。（5）當產業的零組件模組化程度越高時，中心廠與競爭者形成「競合聯盟」的可能性越大。（6）離客戶端越遠的活動，競爭者彼此之間合作的可能性越大；離客戶端越近的活動，競爭者彼此之間合作的可能性越小。（7）在「競合聯盟」的合作活動中，聯盟內的競爭者針對「專屬性」越低的技能，進行共同培養或分享交流的可能性越高；而針對「專屬性」越高的技能，進行共同培養或分享交流的可能性越低。 ;Taiwan’s bicycle industry has a complete Center-Satellite System. It has a major role in the global bicycle industry. Taiwan once surpassed Japan in becoming the world’s largest exporter of bicycles. However, in recent years, due to stiff competition from country like China, where cheap labor is readily available, Taiwan’s bicycle export has drastically decreased. In 2003, in order for Taiwan’s bicycle industry to sustain itself, Giant and Merida reached out to the bicycle parts manufacturers in Taiwan and formed the A-Team. A-Team’s structure includes the value chain of center-satellite system and the cooperative/competitive relationship between competitors. My research examines the symbiotic relationship between A-Team’s members based on “Resource-based view”, “co-opetition” and “cluster” theories. Based on my research and analysis, I have formed the following propositions: 1) When members of an industry have a common goal, it helps in the formation of “co-opetition alliance.” 2) When “clustering effect” becomes increasingly obvious, it helps the formation and growth of co-opetition alliance. 3) When a “central factory’s” control over parts manufacturers diminishes, the chance that “central factory” will cooperate with its competitors increases. 4) When industry concentration is low, “central factory” is more likely to form “co-opetition alliance” with its competitors. 5) When industry has more significant parts modularity degrees, “central factory” is more likely to cooperate with its competitors. 6) The probability that competitors will cooperate with each other increases when cooperation activities are less relevant to the customers. The probability that competitors will cooperate with each other decreases when cooperation activities are more relevant to the customers. 7) In co-opetition alliance, competitors within an alliance will more likely cooperate with those with lowly –specialized skills or technologies. Conversely, competitors within an alliance are less likely to cooperate with those with highly-specialized skills or technologies.
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