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    Title: 從動態能耐分析汽車產業生存法則~以A公司個案為例
    Analyzing Automotive Industry Rule of Survival from The Angle of Dynamic Capabilities
    Authors: 周麗娟
    Chou, Jessica
    Contributors: 郭維裕
    周麗娟
    Chou, Jessica
    Keywords: 動態能耐
    競爭策略
    動態競爭
    過程
    dynamic capabilities
    competitive strategy
    dynamic competion
    process
    Date: 2013
    Issue Date: 2015-10-01 14:14:20 (UTC+8)
    Abstract: 在有限的資源、人力與時間之內,企業必須立即回應市場。回應的時機、選擇的策略符合,才能進入進階賽繼續在不斷變化的環境下迎戰並回擊。每個企業比喻為一個點,每個企業點的「立基」有大有小,但都有限度。立基面積大可能是贏得上一階賽事的優勢,但下一輪考驗的可能是夠小才能勝出,這時,優勢頓時變弱勢。

    進入進階賽中的企業,這一階比的可能是人脈與連結。能在這一輪競賽脫穎而出的靠的可能是將點延伸更遠、可能是將一點變多點、也可能是就近不動卻連結出更大的面。在變動的環境中,選擇最遠、最多或不動的思考與決策天天在上演。在新的戰場上,合作以達到目標,用更快更好的方式進行,用開放與互信的模式取得更多盟友認同,目標不應只是立即獲利的數字,必須著眼長遠的未來。合作其實是另一種模式的競爭,因此,選擇競爭策略的變更時間與力道也讓關係更複雜。

    個案A公司從創立至今20餘年,在點的立基上不斷隨著市場的推進或要求而轉變。它經歷了幾次的全球性經濟衰退中洗牌而能站立,或許正因為它的動。它在幾次產業需求變動後仍然站立,也許是因為它的不動。面對下一個賽事,個案A公司能否迅速備戰並且創出下一階更寬廣的優勢?

    本研究透過產業的回顧、企業里程碑的反思、自我競爭能耐的分析,企圖驗證動態能耐理論是否能運用於中小企業。藉由理論與實務的對照,個案公司是否能取得更多具參考價值的建議。
    With limited resources, manpower and timing, corporate needs to respond to market rapidly. Only when the respond timing and selected strategy fit to the situation, corporate then is qualified to enter next race. Compare an enterprise to a dot, it can be big or small but founded with limitation. Big size may be the merit to win this battle, but can turn to a weakness in next race.
    The next race might be about connections. Strategy to win this race may be connecting farther; one dot to multiple dots, or stands still to wave a bigger sphere. Choosing a decision to either move or still is an everyday task. In the new battlefield, cooperation to achieve goal in a faster, better way to proceed. Win more alliances with open and mutual-trust attitude, we need to focus on long-term future than an instant profit figure. Yet, cooperation is just another form of competition. Decision of when to change the competitive strategy and level of the responding force gets complicated.
    Case A founded 28 years ago. The position it stands on is moving along with the market force. Maybe because of it’s decision to move that made it survived from several global economic crisis. Maybe due to the decision to hold still that allowed it stays. Question is that if case A is capable to react in the next race and even finds more strength?
    This dissertation attempts to verify if the theory of dynamic capabilities is applicable to general enterprises from retrospect of the automotive industry, introspect of case A milestones, to self-analysis of its competitive capabilities. By Comparing theory to empirical performance, shall case A achieve more valuable suggestions?
    "摘 要 1
    Abstract 2
    目 錄 3
    表次 5
    圖次 5
    第壹章 緒論 6
    第一節 研究動機 6
    第二節 研究方法 7
    第三節 研究目的 9
    第貳章 文獻探討 10
    第一節 文獻彙整 10
    第二節 競爭優勢 12
    第三節 動態能耐 13
    第參章 研究架構與方法 15
    第一節 產業概述 15
    第二節 產業架構 17
    第三節 汽車產量 19
    第肆章 個案分析 20
    第一節 個案公司簡介 20
    甲、 背景介紹 20
    乙、 個案公司的發展與成果 21
    丙、 公司營收 22
    第二節 企業成長策略分析 23
    甲、 草創期(1986-1991) 23
    乙、 引導期(1992-1995) 23
    丙、 授權期(1996-2001) 23
    丁、 協調期(2002-2006) 24
    戊、 新事業部複製與發展(2007-2012) 24
    第三節 動態能耐實例 25
    甲、 聚焦核心產品、技術深耕、質量提升 25
    乙、 客製化能耐 26
    丙、 資源重新配置 27
    丁、 顧客關係 28
    第四節 環境變動 31
    甲、 全球性經濟危機 31
    乙、 消費版塊變動 33
    丙、 使用習性變動 35
    第伍章 結論與建議 41
    第一節 結論 41
    甲、 總結企業存因素 41
    乙、 新市場評估盤點 42
    第二節 建議 43
    甲、 多元連結 43
    乙、 策略聯盟 43
    丙、 人才多面向培育發展 44
    參考文獻 46"
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    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    100932011
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0100932011
    Data Type: thesis
    Appears in Collections:[經營管理碩士學程EMBA] 學位論文

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