政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/138998
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文筆數/總筆數 : 113325/144300 (79%)
造訪人次 : 51188454      線上人數 : 902
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜尋範圍 查詢小技巧：
  • 您可在西文檢索詞彙前後加上"雙引號"，以獲取較精準的檢索結果
  • 若欲以作者姓名搜尋，建議至進階搜尋限定作者欄位，可獲得較完整資料
    •  進階搜尋


    請使用永久網址來引用或連結此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/138998


    題名: 電商業者物流策略個案分析：以蝦皮購物為例
    E-commerce logistics strategy: A Case Study of Shopee
    作者: 王薇婷
    Wang, Wei-Ting
    貢獻者: 邱奕嘉
    王薇婷
    Wang, Wei-Ting
    關鍵詞: 組織邊界
    自建物流
    網路電子商務
    Organizational Boundaries
    Self-logistics
    E-commerce
    日期: 2021
    上傳時間: 2022-02-10 13:21:14 (UTC+8)
    摘要: 在全球受到新冠肺炎的影響下，大多數實體的消費活動受到限制，使得網路電子商務的需求也漸增，民眾愈來愈習慣於在網路電子商務上進行消費，在下單後各大網路電子商務的作業流程攸關於是否能讓消費者在下單後能夠快速且享受到有品質的服務，這使得物流成為重要的一環。

    在台灣的網路電子商務市場中能觀察到，許多屬於龍頭的網路電子商務紛紛建立自家的物流團隊，各家公司也提出想透過物流的整合佈局，強化客戶體驗並且讓自家公司的效益提高，因此自建物流也慢慢成為台灣網路電子商務的趨勢。故本研究將探討影響網路電子商務業者趨漸於自建物流的因素，並且透過個案分析，探討自建物流的關鍵因素為何。

    為了以更宏觀的角度探討，本研究以組織邊界為觀點出發，透過「效率」、「能力」以及「力量」觀點分別為電子商務業者趨漸於自建物流的因素作為主要分析觀點，最後以訪談法將個案分析更深入研究，最終得出以下兩大結論：一、電子商務紛紛趨漸於選擇自建物流，其原因為電子商務在自建物流後，突破其原有的組織邊界，掌握物流控制權增加其效率、將物流資源有效配置和減少對第三方物流依賴性，使電子商務在營運的過程中，減少不確定性的情況、增加效率和成本優勢、掌握物流資源程度進而使其電子商務獲得持續性競爭優勢。二、企業對於其組織邊界的選擇必須要更審慎思考資產更細部的劃分，需結合在地市場的特性以做出不同的策略選擇。因此，電子商務對於物流的選擇從感知市場的狀況，接著評估既有競爭者威脅以及消費者偏好，界定物流選擇的範疇，將原有資源轉化成差異性的物流決策。
    Under the influence of COVID-19 in the world, the consumption activities of most entities are restricted, and the demand for online e-commerce has also increased. People are becoming more and more accustomed to spending on online e-commerce. The operation process of e-commerce is about whether consumers can quickly and enjoy high-quality services after placing an order, which makes logistics an important part.

    It can be observed in Taiwan’s online e-commerce market that many leading online e-commerce companies have established their own logistics teams, and various companies have also proposed to strengthen customer experience and increase their own company’s efficiency through the integrated layout of logistics. Therefore, self-logistics has gradually become the trend of online e-commerce in Taiwan. Therefore, this study will explore the factors that influence the tendency of online e-commerce companies to build self-logistics, and through case analysis, explore the key factors of self-logistics.

    In order to explore from a more macro perspective, this research takes organizational boundaries as the point of view, and uses the perspectives of "efficiency", "capability" and "power" as the main analysis points of e-commerce companies` tendency to build logistics by themselves. The interview method will further study the case analysis, and finally come to the following two major conclusions:
    1. E-commerce has gradually chosen self-logistics. The reason is that after self- logistics, e-commerce breaks through its original organizational boundaries and masters Logistics control rights increase its efficiency, effectively allocate logistics resources and reduce dependence on third-party logistics, so that in the process of e-commerce operations, it can reduce uncertainty, increase efficiency and cost advantages, and master the degree of logistics resources to make it E-commerce gains a sustainable competitive advantage.
    2. Enterprises must think more carefully about the division of assets in the choice of their organizational boundaries, and must combine the characteristics of the local market to make different strategic choices. Therefore, the choice of e-commerce for logistics starts from the perception of market conditions, and then evaluates the threats of existing competitors and consumer preferences, defines the scope of logistics options, and transforms the original resources into differentiated logistics decisions.
    參考文獻: 英文文獻

    Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage, Journal of Management, Vol. 17, pp. 99-120.
    Berman, S. L., Phillips, R. A., & Wicks, A. C. (2005, August). RESOURCE DEPENDENCE, MANAGERIAL DISCRETION AND STAKEHOLDER PERFORMANCE. In Academy of management proceedings (Vol. 2005, No. 1, pp. B1-B6). Briarcliff Manor, NY 10510: Academy of Management.
    Bourantas, D. (1989). Avoiding dependence on suppliers and distributors. Long Range Planning, 22(3), 140-149.
    Brinkmann, S., & Kvale, S. (2015). InterViews: Learning the craft of qualitative research interviewing (3rd ed.). Sage Publications.
    Coase, R. H. (1937). The nature of the firm. Economica, 4, 386-405.
    Collis, D. J., Organizational Learning and Competitive Advantage. London: Sage, 1996.
    Coyle, J. J., Bradi, E. J., and Langley, C. J. (1996), The Management of Business Logistics.
    Davis, G. F., & Cobb, J. A. (2010). Resource dependence theory: Past and future. Stanford`s organization theory renaissance, 1970–2000.
    Demsetz, H. (1988). The theory of the firm revisisted. JL Econ. & Org., 4, 141.
    Eisenhardt, K. M. & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, John Wiley & Sons Ltd, 21(10-11): 1105-1121.
    Grant, R. M., (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 33:114-135.
    Grover, V., Cheon, M. J., & Teng, J. T. (1996). The effect of service quality and partnership on the outsourcing of information systems functions. Journal of Management information systems, 12(4), 89-116.
    Helfat, C. E. (1997). Know-How and Asset Complementarily and Dynamic Capability Accumulation: The Case of R&D, Strategic Management Journal, 18 (5), 339-360.
    Henderson, R. and Cockburn, I., “Measuring competence? Exploiting firm effects in pharmaceutical markets research”, Strategic Management Journal. Vol.15 (winter special issue), 1994, pp.63–84.
    Hillman, A. J., Withers, M. C., & Collins, B. J. (2009). Resource dependence theory: A review. Journal of management, 35(6), 1404-1427.
    Knemeyer, A. M., & Murphy, P. R. (2004). Evaluating the performance of third‐party logistics arrangements: a relationship marketing perspective. Journal of supply chain management, 40(4), 35-51.
    Lim, S. F. W. T., Jin, X., & Srai, J. S. (2018). Consumer-driven e-commerce. International Journal of Physical Distribution & Logistics Management, 48(3), 308-332. doi:10.1108/IJPDLM-02-2017-0081
    Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Sage Publications.Logistics, 6th ED., West Pub. Co.
    Luo, Y. (2000). Dynamic capabilities in international expansion, Journal of World Business, Vol.35, NO.4, pp. 355-378.
    Madhok, A. (1996). Crossroads—the organization of economic activity: Transaction costs, firm capabilities, and the nature of governance. Organization Science, 7(5), 577-590.
    NELSON, R. R. (2005). Technology, Institutions, and Economic Growth. Harvard University Press：Cambridge, MA.
    Nonaka, I., & Toyama, R. (2007). Strategic management as distributed practical wisdom (phronesis). Industrial and corporate change, 16(3), 371-394.
    Penrose, E. T. (1959). The theory of the growth of the firm. Basil Blackwl, London.
    Pfeffer, J., & Salancik, G. R. (2003). The external control of organizations: A resource dependence perspective. Stanford University Press.
    Porter, M. E. (1979). competitive forces shape strategy. Harvard Business Review.
    Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. New York: The Free Press.
    Quinn, J. B. and Hilmer, F. G. (1994), “Strategic outsourcing,” Sloan Management Review, pp. 43-55
    Santos, F. M., & Eisenhardt, K. M. (2005). Organizational boundaries and theories of organization. Organization science, 16(5), 491-508.
    Sea Group. (2020). Annual Report. Retrieved from https://www.sea.com/investor/annualreports
    Shareia, B. F. (2016). Qualitative and quantitative case study research method on social science: Accounting perspective. Dimension, 2(5), 23-28.
    Sharpe, M. (1997). Outsourcing, organizational competitiveness, and work. Journal of Labor Research, 18(4), 535–549.
    Simon, H. A. (1972). Theories of bounded rationality. Decision and organization, 1(1), 161-176.
    Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic management journal, 18(7), 509-533.
    Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.
    Vendrell-Herrero, F., Bustinza, O. F., Parry, G., & Georgantzis, N. (2017). Servitization, digitization and supply chain interdependency. Industrial Marketing Management, 60, 69–81.
    Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic management journal, 5(2), 171-180.
    Williamson, Oliver E. (1975). Markets and Hierarchies: Analysis and Antitrust Implications : A Study in the Economics of Internal Organization. New York :Free Press.
    Williamson, Oliver E. (1979). Transaction-cost economics: the governance of contractual relations. The journal of Law and Economics, 22(2), 233-261.
    Williamson, Oliver E. (1985). The Economic Institutions of Capitalism Free Press. New York.
    Yin, R. K. (2018). Case study research: Design and methods (6th ed.). Sage Publications. w8M6OeNKCOQC
    Yin, R.K. (1994). Case Study Research: Design and Methods. Newbury Park, CA：Sage Publications.
    Yu, Y., Wang, X., Zhong, R. Y., & Huang, G. Q. (2017). E-commerce logistics in supply chain management: Implementations and future perspective in furniture industry. Industrial Management & Data Systems, 117(10), 2263–2286.
    Zheng, K., Zhang, Z., & Song, B. (2020). E-commerce logistics distribution mode in big-data context: A case analysis of JD.COM. Industrial Marketing Management, 86, 154-162. doi:https://doi.org/10.1016/j.indmarman.2019.10.009
    Zollo M., Winter S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3): 339-358.
    Zott, C. (2003). Dynamic capabilities and the emergence of intraindustry differential firm performance: Insights from a simulation research, Strategic Management Journal, 24, 97-125.
     
    中文文獻

    Yahoo！股市，網家8044，上網日期2021年9月6日，檢自：https://tw.stock.yahoo.com/quote/8044.TW/revenue。
    Yahoo！股市，富邦媒8454，上網日期2021年9月6日，檢自：https://tw.stock.yahoo.com/quote/8454.TW/revenue。
    公平交易委員會，新聞公告：「便利」生活，平均每人每年逛超商137次，每次消費84.16元，上網日期2021年9月30日，檢自：https://www.ftc.gov.tw/internet/main/doc/docDetail.aspx?uid=126&docid=16790
    公平交易委員會，新聞公告：「便利」生活，平均每人每年逛超商137次，每次消費84.16元，檢自：https://www.ftc.gov.tw/internet/main/doc/docDetail.aspx?uid=126&docid=16790
    未來流通研究所。【產業競爭地圖】烽火漫天的台灣電商物流產業。上網日期2021年9月30日，檢自https://www.mirai.com.tw/2020-taiwan-ec-logistics-competition-map/
    全家便利商店股份有限公司，2020年度報表，上網日期2021年10月4日，檢自：https://www.family.com.tw/web_enterprise/PDFWebShow.ashx?Lagu=0&ID=202113
    吳思華，（2003）。策略九說：策略思考的本質，三版。台北：臉譜。
    張筱琦 (2020)。 網購大調查。台北市:資策會產業情報研究所MIC。2021年8月19日，檢自 https://mic.iii.org.tw/news.aspx?id=555
    產業價值鏈資訊平台，電子商務產業鍊簡介，上網日期2021年9月20日，檢自：https://ic.tpex.org.tw/introduce.php?ic=R300
    統一超商股份有限公司，2020年度報告書，上網日期2021年10月4日，檢自：https://www.ir-cloud.com/taiwan/2912/annual/2020/CH/0517_711%E4%B8%AD%E6%96%87%E5%B9%B4%E5%A0%B1(%E5%AE%8C%E6%95%B4%E4%B8%8A%E5%82%B3)-1_j2NALQjgCdDn.pdf
    陳冠文 (2020)。 網購大調查。台北市:資策會產業情報研究所MIC。2021年10月7日，檢字自 https://mic.iii.org.tw/news.aspx?id=586
    經濟部商業司（1996），《物流經營管理實務》，初版，台北：經濟部商業司編印。
    描述: 碩士
    國立政治大學
    科技管理與智慧財產研究所
    108364134
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0108364134
    資料類型: thesis
    DOI: 10.6814/NCCU202200001
    顯示於類別:[科技管理與智慧財產研究所] 學位論文

    文件中的檔案:

    檔案 描述 大小格式瀏覽次數
    413401.pdf4038KbAdobe PDF20檢視/開啟


    在政大典藏中所有的資料項目都受到原著作權保護.


    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 ©   - 回饋