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    题名: 客戶端競合關係對組織內單位間競合關係的影響之研究
    The Impact of Inter-Organizational Co-Opetition among the Clients on Intra-Organizational Co-Opetition
    作者: 蔡佩蓉
    Tsai, Pei Jung
    贡献者: The Impact of Inter-Organizational Co-Opetition among the Clients on Intra-Organizational Co-Opetition
    Huang, Kuo Feng
    蔡佩蓉
    Tsai, Pei Jung
    关键词: 組織間競合
    組織內競合
    Inter-Organizational Co-Opetition
    Inter-Organizational Co-Opetition
    日期: 2013
    上传时间: 2014-07-01 12:03:58 (UTC+8)
    摘要: 追求永續成長是所有營利企業的主要目標之一，公司為了成長，希望有更多下單量，但產品能夠運用的範圍有限，因此常會發生一家企業供貨給多間客戶的狀況，由企業內不同單位服務不同客戶，然而客戶跟客戶之間的產品或服務類型相似，客戶之間彼此互為競爭關係，但有時候也有需要合作的狀況；而企業內部資源有限，所以不同單位間也可能產生競爭或合作關係以獲得有限的資源，過去文獻較多分開討論企業內部的競爭或企業之間的競爭，較少提及客戶端的競合會如何影響企業內部的競合，因此在本研究當中，將從從定位學派(positioning school)、資源基礎觀點(resource-based view of the firm)、動態能力(dynamic capability)探討競爭，從資源依賴(resource-dependence theory)、社會網絡理論(social network theory)，以及社會交換論(social exchange theory，SET)瞭解合作，再藉由質化訪談電子零組件廠、食品烘焙廠、電子零組件貿易及代理商以及化工廠，探討客戶端的競爭或合作關係如何影響焦點公司內部單位之間的競爭與合作。本研究發現，除了客戶端的競爭或合作會影響組織內部不同單位間的競爭或合作外，組織層級是否能提供足夠的資源給組織內的單位是單位間採取競爭或合作的重要因素，從研究中可推導出四項結論：1. 上市櫃公司因為專業經理人需要顧及財報數字對股價的影響，會適時照顧業績不佳的單位；私人公司因為非專業經理人，則完全利潤導向，無須特別照顧績效不佳的單位。2.當客戶端狀況為競爭，且客戶對企業的影響力相當時，若組織的資源不足，組織層級希望組織內單位間在創價流程以及有形或無形資源互相配合，採取合作；而組織內單位間在創價流程以及有形或無形資源上採取競爭。3. 當客戶端狀況為競爭，且客戶對企業的影響力不相當時，若組織層級的資源不足，組織層級則希望小客戶單位採取合作，在創價流程、知識與能力以及有形或無形資源上配合大客戶單位；而組織內的大客戶單位在創價流程以及有形或無形資源上會對小客戶單位採取競爭，小客戶單位在創價流程、知識與能力以及有形或無形資源上配合大客戶單位，採取合作。4. 客戶端狀況為競爭，且客戶對企業的影響力不相當時，若組織層級資源足夠時，組織層級希望組織內大客戶單位和小客戶單位在創價流程以及有形或無形資源上互相配合，採取合作；組織內大客戶單位對小客戶單位在創價流程上會採取合作，而小客戶單位對大客戶單位在創價流程與知識能力上會進行配合，採取合作。
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    描述: 碩士
    國立政治大學
    企業管理研究所
    100355007
    102
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    数据类型: thesis
    显示于类别:[企業管理學系] 學位論文

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