English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 92429/122733 (75%)
Visitors : 26429356      Online Users : 137
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: http://nccur.lib.nccu.edu.tw/handle/140.119/95114


    Title: 以資源基礎論探討傳統產業多角化之研究—以H公司為例
    A study on diversification of conventional industries based on resource-based theory for H corporation
    Authors: 張錫煌
    Chang, Hsi Huang
    Contributors: 吳豐祥
    張錫煌
    Chang, Hsi Huang
    Keywords: 傳統產業
    化學品
    資源基礎論
    多角化
    創新研發
    新產品開發
    Conventional Industries
    Chemicals
    Resource-Based Theory
    Diversification
    Innovative Research and Development
    New Product Development
    Date: 2010
    Issue Date: 2016-05-09 15:08:38 (UTC+8)
    Abstract: 我國傳統產業的發展由早期台灣經濟的中流砥柱,歷經產業變革、環保意識抬頭打壓後,至今被戲稱為「夕陽產業」,主因為產品生命週期進入低毛利成熟期。大部分傳統產業廠家積極尋求多角化轉型以突破困境,但在無法抽離製造代工心態下,積極投入非核心相關領域,無非是落入另一紅海。目前支撐台灣主要經濟命脈產業仍以資訊科技業為主,傳統產業雖非主流,但改變製造心態,堅持投入核心技術研發仍能伺機尋求切入點。
    然而,過去強調創新升級轉型的研究不勝枚舉,但鮮少以國內傳統產業模範廠商為個案進行完整詳細地分析,基於此點,本研究針對我國傳統產業廠商「多角化」進行研究,以企業核心資源為基礎,試圖以較為整體性的架構,探討其多角化之相關議題,期能對「傳統產業多角化」,提供一些實務上與學理上的貢獻。
    本研究之研究問題有五:(1)傳統產業廠商多角化的動機為何?(2)傳統產業廠商如何進行多角化?(3)傳統產業廠商企業核心資源為何?(4)傳統產業廠商多角化過程中新產品開發流程為何?(5)傳統產業廠商多角化後的新創組織作法為何?
    透過深度訪談個案公司高階經理人,並配合相關次級資料蒐集與整理,進行彙整及分析之後,本研究獲得以下之主要結論:(1)企業核心資源中之個人專長能力的展現為多角化轉型基礎;(2)創新研發過程中,知識資源的累積是技術發展的原動力;(3)順暢的組織內部溝通有助於新產品或新事業的發展;(4)對新產品開發而言,技術資源的彈性運用與高度整合有利於發展新事業;(5)以創新研發為導向之企業與智慧財產權之管理具高度關聯性。
    The domestic conventional industries were the mainstay of Taiwan economics. Because of the transformation of industries and then suffered from the lift of environmental consciousness. It ultimately turned to be the so-called “Sunset Industries”. The root cause was the low margin profit in mature stage of product life cycle. Most of conventional industries firms strove to break through the hardship by diversification. Not to withdraw the ideology from OEM mindset, the conventional industry firms invested in non-core relevant businesses painstakingly. It was just trapped to another red sea. For the moment, the dominant anchor of Taiwan economics was information technologies not the conventional industries. Nevertheless, just switched the manufacturing viewpoint and persevered to the development of core technologies to look for the niche points.
    Although, the studies in the past focused on innovative upgrading transformation were too numerous and there was scarcely to portray the leading company elaborately in domestic conventional industries. Based on this concept, the thesis paid attention to the study of diversification of domestic conventional industries. Endeavor to apply the comprehensive framework which was founded on the core resources of enterprises and discussed the correlative issues of diversification. Looking forward to the diversification of conventional industries could facilitate the contributions in practical and theoretical domain.
    The study aimed to investigate the questions: (1) What were the motivations drove the conventional industry firms to diversify? (2) How the conventional industry firms to execute the diversification? (3) What were the core resources of conventional industry firms? (4) What was the procedure of new product development in conventional industry firms during the duration of diversification? (5) What were the practices to construct the new business unit after diversification in conventional industry firms?
    This study exerted the deep interview methodology of qualitative researches and secondary data analyses to rearrange. The preliminary research findings included: (1) The performance of individual capability in enterprise core resources was the foundation of diversification. (2) During the innovative R&D process, the accumulation of knowledge resource was the motivation of technology of development. (3) The fluent communication in organization was conducive to develop the new products or new businesses. (4) As far as the new product development was concerned, the flexible exertion and high integration of technology resources was favorable for integrating and exploring new businesses. (5) Innovative R&D oriented enterprises were in high connection with management of intellectual property rights.
    第壹章 緒論 1
    第一節 研究背景與研究動機 1
    第二節 研究目的與研究問題 4
    第三節 研究流程 4
    第貳章 文獻探討 6
    第一節 傳統產業 6
    第二節 多角化相關理論 11
    第三節 資源基礎論 24
    第四節 影響企業多角化之進入障礙 32
    第五節 新產品研發 35
    第六節 內部創業 42
    第七節 本章小結 48
    第參章 研究方法 49
    第一節 研究架構與變數說明 49
    第二節 研究方法 52
    第三節 研究對象選擇 54
    第四節 資料收集 55
    第五節 研究限制 56
    第肆章 個案研究 57
    第一節 個案公司經營現況與簡介 57
    第二節 多角化動機 69
    第三節 多角化關聯程度 72
    第四節 企業核心資源 74
    第五節 多角化進入障礙 90
    第六節 新創事業組織考量 93
    第七節 多角化進入方式 97
    第八節 新產品開發 99
    第九節 新事業創組織作法 106
    第十節 個案彙整 108
    第伍章 研究發現與討論 112
    第一節 多角化動機 112
    第二節 多角化作法 113
    第三節 企業核心資源 116
    第四節 新創事業組織方式 118
    第五節 新產品開發 120
    第陸章 研究結論與建議 123
    第一節 研究結論 123
    第二節 研究建議 125
    參考文獻 127
    附錄一 訪談大綱 135
    附錄二 黏性膠帶產業概述 138
    附錄三 IBM Lotus Notes系統 142
    附錄四 化粧保養品產業概述 146
    Reference: 一、中文部分
    1.H股份有限公司2004~2008年報。
    2.王秉鈞(1995),「個案研究法在企業管理上之應用與評議」,第一屆管理學術定性研究方法研討會論文集,176-189頁。
    3.王健全(2002),「重振傳統產業競爭優勢之策略」,主要國家產經政策動態季刊,九十一年第四期,61-67頁。
    4.方素惠(2002),「不只省錢,更要有能力花錢」,EMBA雜誌194期,102-111頁。
    5.化工資訊與商情編輯室(2007),「不讓熱情熄滅!」,化工資訊與商情43期,14-16頁。
    6.司徒達賢(1996),「策略管理」,遠流出版社。
    7.Michael E. Porter著,李明軒、邱如美合譯(1999),「競爭優勢」,天下文化出版。
    8.John L. Nesheim著,李秋湄譯(2000),「非常競爭優勢」,天下文化出版。
    9.李美珠(2007),「我國黏性膠帶產業現況」,化工資訊與商情43期,40-43頁。
    10.李國貞(2008),「化粧保養品產業概況與展望」,化工,第五十五卷第三期,3-8頁。
    11.吳思華(1996),「策略九說」,麥田出版社。
    12.吳豐祥,張蓮生(1997),「轉入高科技產業的策略考量因素之探討」,科技管理學刊,第二卷第一期,141-157頁。
    13.吳豐祥(1997),「高科技公司內部創新事業的機制之實證研究」,科技管理學刊,第二卷第二期,87-108頁。
    14.佘日新,梁家隆,陳厚銘(2000),「廠商如何經由國外夥伴之技術合作提升企業技術能力—以台灣資訊電子廠商為例」,管理學報,第十七卷第二期,297-319頁。
    15.呂國禎(2005),「一年3種新發明,突圍3M專利網」,商業周刊912期,88-90頁。
    16.林文鵬(1998),「策略聯盟價值、組織特性與技術創新績效關係之研究」,國立屏東商業技術學院學報,第五期,59-68頁。
    17.周泰華(1999),「行銷研究方法與個案」,復文出版社。
    18.林嘉芳(2004),「企業員工知識分享行為之探討-以中華電信南區分公司為例」,國立中山大學資訊管理研究所在職專班碩士論文。
    19.洪一權(1993),「產業生命週期與合作策略之研究」,國立政治大學企業管理研究所碩士論文。
    20.郭大微(1994),「變形蟲研發」,天下雜誌152期,47-48頁。
    21.孫思源,邱兆民,任家慶(1999),「群組軟體功能分類及其應用─以Lotus Notes結合Web技術為例」,中華管理評論,第二卷第四期,79-93頁。
    22.洪世淇(2002),「美日優良化學企業經營策略」,ITIS產業報告。
    23.郭聰田(2003),「寫給今日與明日的經理人」,長河出版社。
    24.郭聰田(2004),「人生能有較少之遺憾」,長河出版社。
    25.洪震宇(2004),「台灣黑手力抗巨人」,天下雜誌290期,134-140頁。
    26.郭聰田(2006),「不必重來一次的人生」,長河出版社。
    27.陳俊穎(1996),「環境、組織生命週期與企業策略之關聯性研究—以台灣地區製造業為例」,國立交通大學管理科學研究所碩士論文。
    28.許明雄(2001),「企業生命週期特性與股利政策關聯性之研究」,國立政治大學會計研究所碩士論文。
    29.陳冠羽(2002),「策略導向、進入障礙與關係網絡連結」,東海大學企業管理研究所碩士論文。
    30.張永昇(1993),「組織內部創業活動之研究」,國立中央大學企業管理研究所碩士論文。
    31.曾建榮(2005),「粹煉科技與人文的卓越成就」,技術尖兵122期,20-21頁。
    32.Beata Perng、Linda Hsu合著(2006),「3M—全球創新永無止境」,維德文化出版。
    33.Nonaka, I. and Takeuchi, H.合著,楊子江、王淑雯合譯(1997),「創新求勝」,遠流出版社。
    34.蔡明宏(1993),「內部創業之倫理基礎」,第二屆管理與哲學研討會。
    35.劉大佼(2003),「淺談膠帶」,科學發展362期,26-31頁。
    36.劉紹予(2004),「化工產業高值化—化工產業發展瓶頸與策略」,化工,第五十一卷第四期,97-98頁。
    37.簡吉龍(1998),「企業生命週期與進入模式關聯性之研究」,國立政治大學國際貿易研究所碩士論文。
    二、英文部分
    1.Aaker, D. A. (1995), Strategic Market Management, New York: Wiley.
    2.Amit, R. and Livant, J. (1988), “Diversification Strategies, Business Cycles and Economic Performance,” Strategic Management Journal, Vol.9, No.2, pp.99-110.
    3.Ansoff, H. I. (1965), Corporate Strategy, New York: McGraw-Hill.
    4.Ansoff, H. I. (1988), Implantury Strategic Management, New Jersey: Prentice Hall.
    5.Barney, J. B. (1991), “Firm Resource and Sustained Comparative Advantage,” Journal of Management, Vol.17, No.1, pp.99-120.
    6.Barney, J. B. (1997), Gaining and Sustain Competent Advantage, Addison-Wesley Publishing Company.
    7.Berry, C. H. (1975), Corporate Growth and Diversification, Princeton University Press, Princeton.
    8.Booz, Allen and Hamilton (1982), New Product Management for the 1980’s, New York: Booz, Allen and Hamilton Inc.
    9.Burgelman, R. A. (1984), “Designs for Corporate Entrepreneurship in Established Firms,” California Management Review, Vol.26, No.3, pp.154-166.
    10.Burgelman, R. A. and Maidique (1988), M. A., Strategic Management of Technology and Innovation, Homewood.
    11.Busija, E. C., O' Neill, H. M. and Zeithaml, C. P. (1997), “Diversification Strategy, Entry Mode, and Performance: Evidence of Choice and Constraints,” Strategic Management Journal, Vol.18, No.4, pp.321-327.
    12.Chatterjee, S. and Wernerfelt, M. (1991), “The Link between Resources and Type of Diversification: Theory and Evidence,” Strategic Management Journal, Vol.12, No.1, pp.33-48.
    13.Cohen, W. M. and Levinthal, D. A. (1990), “Absorptive Capacity: A New Perspective on Learning and Innovation,” Administrative Science Quarterly, Vol.35, No.1, pp.128-152.
    14.Collis, D. J. (1991), “A Resource-Based Analysis of Global Competition: The Case of the Bearings Industry,” Strategic Management Journal, Vol.12, No.S1, pp.49-68.
    15.Cooper, R. G. and Kleinschmidt, E. J. (1993), “Screening New Products for Potential Winners,” Long Range Planning, Vol.26, No.6, pp.74-81.
    16.Das, R. and Mohanty, B. (1981), “Choosing a Diversification Project in a Regulated Economy,” Long Range Planning, Vol.14, No.2, pp.78-86.
    17.Didrichsen, J. (1972), “The Development of Diversified and Conglomerate Firms in the United States, 1920-1970,” Business History Review, Vol.46, No.2, pp.202-219.
    18.Glueck, W. F. (1976), Business Policy: Strategy Formation and Management Action, New York: McGraw-Hill.
    19.Grant, R. M. (1991), “The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation,” California Management Review, Spring, pp.114-135.
    20.Hamel, G.. (1991), “Competition for Competence and Inter-Partner Learning within International Strategic Alliances,” Strategic Management Journal, Vol.12, No.S1, pp.83-103.
    21.Hall, R. (1992), “The Strategic Analysis of Intangible Resources,” Strategic Management Journal, Vol.13, No.2, pp.135-144.
    22.Hoskisson, R. E. and Hitt, M. A. (1990), “Antecedents and Performance Outcomes of Diversification: A Review and Critique of Theoretical Perspectives,” Journal of Management, Vol.16, No.2, pp.461-509.
    23.Johnson, S. C. and Conrad, J. (1957), “How to Organize for New Products,” Harvard Business Review, Vol.35, pp.49-62.
    24.Kamien, M. I. and Schwartz, N. L. (1975), “Market Structure and Innovation: A Survey,” Journal of Economic Literature, Vol.13, No.3, pp.1-37.
    25.Kotler, P. (1995), Marketing Management: Analysis Planning, and Control, New Jersey: Prentice Hall.
    26.Kotter, J. P. (1995), “Leading Change: Why Transformation Efforts Fail,” Harvard Business Review, Vol.73, No.2, pp.59-67.
    27.Kotler, P. (1999), Marketing Management, New Jersey: Prentice Hall.
    28.Kuczmarski, T.D. (1992), Managing New Product: The Power of Innovation, New Jersey: Prentice Hall.
    29.Leonard-Barton, D. (1992), “Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development,” Strategic Management Journal, Vol.13, No.S1, pp.111-125.
    30.Mintzberg, H. and Quinn, R. B. (1991), The Strategy Process, New Jersey: Prentice Hall.
    31.Mahoney, J. T. and Pandian, J. R. (1992), “The Resource-Based View within the Conversation of Strategic Management,” Strategic Management Journal, Vol.13, No.5, pp.363-380.
    32.Montgomery, C. A. (1982), “The Measurement of Firm Diversification: Some New Empirical Evidence,” Academy of Management Journal, Vol.25, No.2, pp.299-307.
    33.Page, A. L. (1993), “Assessing New Product Development Practices and Performance: Establishing Crucial Norms,” Journal of Product Innovation Management, Vol.10, pp.273-290.
    34.Pinchot, G. (1985), Intrapreneuring, New York: Harper & Row.
    35.Pitts, R. A. and Hopkins, H. D. (1982), “Firm Diversity: Conceptualization and Measurement,” Academy of Management Review, Vol.7, No.4, pp.620-629.
    36.Pitts, R. A. (1977), “Strategies and Structures for Diversification,” Academy of Management Journal, Vol.20, No.2, pp.197-208.
    37.Porter, M. E. (1990), The Competitive Advantage of Nations, New York: Free Press.
    38.Ramanujam, V. and Varadarajan, P. (1989), “Research on Corporate Diversification: A Synthesis,” Strategic Management Journal, Vol.10, No.6, pp.523-551.
    39.Reed, R. A. and Luffman, G. A. (1986), “Diversification: The Growing Confusion,” Strategic Management Journal, Vol.7, No.1, pp.29-35.
    40.Roberts, E. B. (1980), “New Ventures for Corporate Growth,” Harvard Business Review, Vol.58, No.4, pp.134-142.
    41.Roberts, E. B. and Berry, C. A. (1985), “Entering New Business: Selecting Strategies for Success,” Sloan Management Review, Vol.26, No.3, pp.3-17.
    42.Robbins, D. M. (1990), “Trainees Know about Training Trainers,” Training and Development Journal, Vol.44, No.10, pp.12-14.
    43.Robert, J. T. (1993), New Product Development: Managing and Forecasting for Strategic Success, John Wiley & Sons.
    44.Schumpeter, J. A. (1934), The Theory of Economic Development, Cambridge: Harvard University Press.
    45.Tidd, J. (2001), “Innovation Management in Context: Environment, Organization and Performance,” International Journal of Management Reviews, Vol.3, No.3, pp.169-183.
    46.Tidd, J. (2000), From Knowledge Management to Strategic Competence: Measuring Technological, Market and Organizational Innovation, London: Imperial College Press.
    47.Teece, D. J. (1982), “Towards an Economic Theory of Multiproduct Firm,” Journal of Economic Behavior and Organization, Vol.3, No.1, pp.39-63.
    48.Wrigley, L. (1970), Divisional Autonomy and Diversification, Doctor UL Dissertation, Harvard Business School.
    三、網址部分
    1.經濟部產業科技發展獎:http://www.ita.org.tw
    2.經濟部產業輔導中心:http://proj.moeaidb.gov.tw/ciup
    3.行政院經濟建設委員會:http://www.cepd.gov.tw
    4.IBM官方網站:http://www.ibm.com/tw
    5.三聯科技官方網站:http://www.sanlien.com.tw
    6.S生技製藥公司官方網站:http://www.shunan.com.tw
    7.H公司官方網站:http://www.hopax.com
    8.H生醫科技公司官方網站:http://www.t-do.com.tw
    Description: 碩士
    國立政治大學
    科技管理研究所
    96359023
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0096359023
    Data Type: thesis
    Appears in Collections:[科技管理研究所] 學位論文

    Files in This Item:

    File SizeFormat
    index.html0KbHTML451View/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
    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。
    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。
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback