English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 112721/143689 (78%)
Visitors : 49599512      Online Users : 394
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/125034


    Title: 資源相依:曜越科技如何以隨創扭轉劣勢
    Relative Dependency of Resource: How Thermaltake Reverses Adversities Through Bricolage
    Authors: 汪詩堯
    Contributors: 蕭瑞麟
    汪詩堯
    Keywords: 合作隨創
    資源轉換
    資源相依
    資源基礎理論
    權勢落差
    Collaborative bricolage
    Resource conversion
    Resource interdependency
    Resource based theory
    Power-imbalance
    Date: 2019
    Issue Date: 2019-08-07 17:05:41 (UTC+8)
    Abstract: 過去資源論鼓吹企業累計獨特資源,孕育核心能力。卻忽略多數企業並不富有,貧窮企業資源匱乏,處處受限,能夠存活已是不易,更遑論積累資源。隨創理論為劣勢企業提供脫困之道,提出可以通過拼湊手邊僅有資源以少當多,或以建構方式無中生有。可如果弱勢企業需要藉由外部夥伴取得資源,特別是如何取得強勢企業資源時卻未有論及。本研究分析一家小型科技公司在困境之下卻能活用有限資源,取得強勢夥伴資源,完成品牌升級。本研究解析相依性對資源建構的重要性,點出當企業需要向強勢夥伴尋求奧援時,可以藉由相依性取得資源。學理上,本研究檢視不同相依程度下角色關係與資源意涵的變化,也拓展了合作隨創範疇,並提出對弱文化性資源進行物質性解構的隨創新 。實務上,本研究提出可巧用相依性,形塑強者對自己的依賴,在雙方關係中掌握主動權。權勢落差要中見風使舵,調適新角色以逆轉強弱。當擁有弱文化價值的資源時,不可妄自菲薄,需要對其物質性價值重新審視,將其復生。
    In the past, Resource Based Theory advocated that enterprises should accumulate unique resources and develop core competence. However, it is ignored that most firms are not rich, lacking of resources, poor firms are often constrained .It is not easy for them to survive, let alone accumulate resources. Bricolage point a new way for them to get rid of dilemma. Which indicate that resources can product more by making-do, by social construction,resources may come out of zero. However, it has not been discussed what poor firms should do if they need to acquire resources through external partners, especially rich enterprises. This study analyses that a small technology company make full use of limited resources, acquire resources from high-power partner and complete brand upgrading under difficult circumstances. This study also analyses the importance of independency to resource construction, and points out that when firms need to gain support from high-power partner, they can obtain resources through independency. In theory, this study observes the transformation in role relationships and resource implications under several level of dependence, expands the scope of collaborative bricolage, and proposes a material deconstruction of weak cultural resources with bricolage. In practice, this study proposes that we can utilize resource interdependency to make high-power actor dependence on us and gain a competitive position. In the power imbalance, we have to play it by ear to adapt to the new roles to reverse adversities. When the resources we have lack of cultural meaning , we should not belittle ourselves. We need to re-examine its material values and revive it.
    Reference: 中文文獻
    王迎春,2018,「從資源拼湊探討藝術介入之研究」,朝陽科技大學企業管理系高階產業經營碩士在職專班學位論文,第1-54頁。
    簡志勝,2011,「動態能力個案分析: 以 M 公司為例」,政治大學經營管理碩士學程 (EMBA) 學位論文,第1-77頁。
    祝振鐸、李新春. 2016,「新創企業成長戰略: 資源拼湊的研究綜述與展望」,《外國經濟與管理》,第38期,第11卷,第71-82頁。
    蘇芳、毛基業、謝衛紅,2016,「資源貧乏企業應對環境劇變的拼湊過程研究」,《管理世界》第13期,第8卷,第137-149頁。
    蔡舒安、蔡淑梨,2013,「產業環境影響臺灣紡織產業創業家創業歷程中隨創力展現之研究: 以儒鴻公司為例」,《創業管理研究》,第8期,第3卷, 1-23頁。
    吳思華,2002,《策略九說: 策略思考的本質》,復旦大學出版社。
    官有垣、陳錦棠、王仕圖,2012,《社會企業: 臺灣與香港的比較》,巨流圖書股份有限公司。
    塗敏芬、洪世章,2012,「有中生有:工研院如何運用B.B.C.策略改造科專制度」,《管理學報》,第3期,第29卷,229-254頁。
    陳意文、吳思華、項維欣,2010,「資源基礎觀點下之資源拼湊與價值創造:以臺灣翅帆開發創新產品為例」,《科技管理學刊》,第2期,第15卷,1-20頁。
    湯明哲,2003,《策略精論: 基礎篇》,天下遠見。
    蕭瑞麟,2016,《思考的脈絡:創新可能不擴散》,臺北:天下文化出版社。
    蕭瑞麟,2017,《不用數字的研究:質性研究的思辨脈絡》,臺北:五南學術原創專書系列。
    蕭瑞麟,2018,《服務隨創:劣勢創新的邏輯思維》,臺北:五南書局學術專書。
    蕭瑞麟、歐素華,2017,「資源流:聯合報系複合商業模式的形成」,《組織與管理》,第1期,第10卷,第1-55頁。
    蕭瑞麟、歐素華、陳蕙芬,2014,「劣勢創新:梵穀策展中的隨創行為」,《中山管理評論》,第2期,第22卷,第323-367頁。
    蕭瑞麟、歐素華、陳煥宏,2019,「負負得正:相依性如何促成負資源轉換」,《組織與管理》,第12卷,第1期,第127-171頁。
    蕭瑞麟、歐素華、吳彥寬,2017,「逆勢拼湊:化資源制約為創新來源」,《中山管理評論》,第1期,第25卷,219-268頁。
    蕭瑞麟、歐素華、蘇筠,2017,「逆強論:隨創式的資源建構過程」,《臺大管理論叢》,第4期,第27卷,43-74頁。
    英文文獻
    Baker, T. 2007. Resources in play: Bricolage in the toy store(y). Journal of Business Venturing, 22(5): 694-711.
    Baker, T., Miner, A. S., & Eesley, D. T. 2003. Improvising firms: Bricolage, account giving and improvisational competencies in the founding process. Research Policy, 32(2): 255-276.
    Baker, T., & Nelson, R. E. 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3): 329-366.
    Barley, S. R., & Kunda, G. 2001. Bringing work back in. Organization Science, 12(1): 76–95.
    Barney, J. 1991. Firm resources and sustained competitive advantage. Journal of management, 17(1): 99-120.
    Bechky, B. A., & Okhuysen, G. A. 2011. Expecting the unexpected? How SWAT officers and film crews handles surprises. Academy of Management Journal, 54(2): 239-261.
    Bouquet, C., & Birkinshaw, J. 2008. Managing power in the multinational corporation: How low-power actors gain influence. Journal of Management, 34(3): 477-508.
    Casciaro, T., & Piskorski, M. J. 2005. Power imbalance, mutual dependence, and constraint absorption: A closer look at resource dependence theory. Administrative Science Quarterly, 50(2): 167-199.
    Chesbrough, H. W. 2003. Open innovation: The new imperative for creating and profiting from technology. Boston, Mass.: Harvard Business School Press.
    Chesbrough, H. W., & Appleyard, M. M. 2007. Open innovation and strategy. California Management Review, 50(1): 57-76.
    Chesbrough, H. W., Vanhaverbeke, W., & West, J. 2006. Open innovation: Researching a new paradigm: Oxford University Press on Demand.
    Collis, D. J., & Montgomery, C. A. 1995. Competing on resources: Strategy in the 1990s. Harvard Business Review, 73(July-August): 118-128.
    Fox, J. R., Park, B., & Lang, A. 2007. When available resources become negative resources: The effects of cognitive overload on memory sensitivity and criterion bias. Communication Research, 34(3): 277-296.
    Garud, R., Gehman, J., & Giuliani, A. P. 2018. Serendipity arrangements for expating science-based innovations. Academy of Management Perspectives, 32(1): 125-140.
    Garud, R., & Karnøe, P. 2003. Bricolage versus breakthrough: Distributed and embedded agency in technology entrepreneurship. Research Policy, 32(2): 277–300.
    Grant, R. M. 1991. The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3): 114-135.
    Grimpe, C., & Hussinger, K. 2014. Resource complementarity and value capture in firm acquisitions: The role of intellectual property rights. Strategic Management Journal, 35(12): 1762-1780.
    Hamel, G., & Prahalad, C. K. 1993. Strategy as stretch and leverage. Harvard Business Review, 71(2): 75-84.
    Hargadon, A. 1998. Firms as knowledge brokers: Lessons in pursuing continuous innovation. California Management Review, 40(3): 209-227.
    Johnson, G., Langley, A., Mein, L., & Whittington, R. 2007. Strategy-as-Practice: Research, Directions, and Resources. Cambridge: Cambrige University Press.
    Lave, J., & Wenger, E. C. 1990. Situated Learning: Legitimate Peripheral Participation. Cambridge: Cambridge University Press.
    Levi-Strauss, C. 1968. The savage mind. Chicago: University of Chicago Press.
    Lounsbury, M., & Glynn, M. A. 2001. Cultural entrepreneurship: Stories, legitimacy, and the acquisition of resources. Strategic management journal, 22(6‐7): 545-564.
    Mehta, R., & Meng, Z. H. U. 2016. Creating when you have less: The impact of resource scarcity on product use creativity. Journal of Consumer Research, 42(5): 767-782.
    Morgan, A., & Barden, M. 2015. A beautiful constraint: How to transform your limitations into advantages, and why it’s everyone’s business. London: Wiley.
    Nemeth, C. J. 1997. Managing innovation: When less is more. California Management Review, 40(1): 59-74.
    Orlikowski, W. J. 1996. Improvising organizational transformation over time: A situated change perspective. Information Systems Research, 7(1): 63–93.
    Penrose, E. 1959. The theory ofthe growth ofthe firm. JohnW iley& Sons, New York.
    Pettigrew, A. 1992. The character and significance of strategy process research. Strategic Management Journal, 13: 5-16.
    Pfeffer, J. 1972. Merger as a Response to Organizational Interdependence. Administrative Science Quarterly, 17(3): 382-394.
    Pfeffer, J., & Salancik, G. R. 1978. The External Control of Organizations: A Resource Dependence Perspective. New York, NY: Harper and Row.
    Porter, M. E. 1985. Competitive advantage: Creating and sustaining superior performance. New York: Free Press.
    Radjou, N., & Prabhu, J. 2015. Frugal innovation: How to do more with less. London: The Economist Newspaper.
    Regnér, P. 2008. Strategy-as-practice and dynamic capabilities: Steps towards a dynamic view of strategy. Human Relations, 61(4): 565-588.
    Rindova, V., Dalpiaz, E., & Ravasi, D. 2011. A cultural quest: A study of organizational use of new cultural resources in strategy formation. Organization Science, 22(2): 413-431.
    Santos, F. M., Pache, A.-C., & Birkholz, C. 2015. Making hybrids work: Aligning business models and organizational design for social enterprises. California Management Review, 57(3): 36-58.
    Shane, S. 2000. Prior knowledge and the discovery of entrepreneurial opportunities. Organization Science, 11(4): 448-469.
    Shu, E., & Lewin, A. Y. 2016. A resource dependence perspective on low-power actors shaping their regulatory environment: The case of Honda. Organization Studies, 38(8): 1039-1058.
    Sonenshein, S. 2014. How organization foster the creative use of resources. Academy of Management Journal, 57(3): 814-848.
    Sonenshein, S. 2017. Stretch: Unlock the power of less and achieve more than you ever imagined. New York: Harper Business.
    Vaara, E., & Whittington, R. 2012. Strategy-as-practice: Taking social practices seriously. Academy of Management Annals, 6(1): 285-336.
    von Hippel, E., & Katz, R. 2002. Shifting innovation to users via toolkits. Management Science, 48(7): 821-833.
    Wernerfelt, B. 1995. The resource-based view of the firm: Ten years after. Strategic Management Journal, 16: 171-174.
    Zott, C., & Huy, Q. N. 2007. How entrepreneurs use symbolic management to acquire resources. Administrative Science Quarterly, 52(1): 70-105.
    Description: 碩士
    國立政治大學
    科技管理與智慧財產研究所
    106364142
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G1063641421
    Data Type: thesis
    DOI: 10.6814/NCCU201900634
    Appears in Collections:[科技管理與智慧財產研究所] 學位論文

    Files in This Item:

    File SizeFormat
    142101.pdf28383KbAdobe PDF2326View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏,無償提供學術研究與公眾教育等公益性使用,惟仍請適度,合理使用本網站之內容,以尊重著作權人之權益。商業上之利用,則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作,已盡力防止侵害著作權人之權益,如仍發現本網站之數位內容有侵害著作權人權益情事者,請權利人通知本網站維護人員(nccur@nccu.edu.tw),維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback