政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/146348
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 113451/144438 (79%)
Visitors : 51319880      Online Users : 821
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
    Home ‧ Login ‧ Upload ‧ Help ‧ About ‧ Administer Goto mobile version


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/146348


    Title: 企業成長過程之研究——以Y電子股份有限公司為例
    A Study on the Growth of Y Electronics Corporation
    Authors: 羅可凌
    Loh, Colyne
    Contributors: 譚丹琪
    Tan, Dan-Chi
    羅可凌
    Loh, Colyne
    Keywords: 多角化理論
    動態能力理論
    個案分析
    Product diversification
    Dynamic capability
    Date: 2023
    Issue Date: 2023-08-02 13:14:48 (UTC+8)
    Abstract: 企業在成長的過程中將會面臨許多外部環境的挑戰，所以企業必須不斷地尋找新的生存之道。本研究希望藉由對一家台灣電子零件製造公司——Y公司進行深入訪談，以瞭解台灣電子零件業是如何在變化迅速及技術能力複雜的市場中持續成長。根據多角化理論及動態能力理論，企業能夠藉由多種方式持續更新自己的能力以進入新市場中尋求新的獲利來源，推動企業持續成長。本研究藉由個案訪談深入瞭解本個案公司成長之詳細過程及其發展新事業之動機，並發現其於多角化事業發展中能夠持續更新自身能力而不斷地成長，故認為產品相關多角化理論與動態能力理論與本個案公司之成長過程高度相符。
    During the process of growth, businesses face numerous external environmental challenges, necessitating a continuous search for new avenues of survival. This study aims to gain insights into how Company Y, a Taiwanese electronic component manufacturing company, sustains its growth in a rapidly changing and technologically complex market. Drawing upon the theories of diversification and dynamic capabilities, it is believed that companies can continuously update their capabilities through various means to enter new markets and seek new sources of profitability, thereby driving sustained growth. Through in-depth case interviews, this study seeks to deeply understand the detailed process of growth within Company Y and the motivations behind the development of new ventures. It discovers that the company consistently grows by continuously updating its capabilities in the context of diversifying its business, thus indicating a high degree of consistency between the theories of product-related diversification and dynamic capabilities and the observed growth process in this case study company.
    Reference: 英文文獻

    1. Barney, J. B., & Hesterly, W. S. (2020) ‘9’, in Strategic management and competitive advantage: Concepts and cases. NY: Pearson Higher Ed.
    2. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they?. Strategic Management Journal, 21(10‐11), p. 1105-1121.
    3. Frank, T. (2017). Rothaermel Strategic Management. Frank.-3rd Edition-NY: Me. Graw Hill.
    4. Garvin, D. A. (1988). Managing quality: The strategic and competitive edge. Simon and Schuster.
    5. Hitt, M.A., Ireland, R.D. and Hoskisson, R.E. (2011) ‘6’, in Strategic management: Competitiveness and globalization: Concepts and cases. Mason, OH: South-Western Cengage Learning.
    6. Jones, G.R. and L., H.C.W. (2013) ‘10’, in Theory of strategic management. Australia: South-Western/CENGAGE Learning.
    7. Ravenscraft, D.J. and Scherer, F.M. (1987) ‘Life after takeover’, The Journal of Industrial Economics, 36(2), p. 147.
    8. Schoemaker, P.J., Heaton, S. and Teece, D. (2018) ‘Innovation, dynamic capabilities, and leadership’, California Management Review, 61(1), p. 15–42.
    9. Shirodkar, V., & Mohr, A. T. (2015). Explaining foreign firms’ approaches to corporate political activity in emerging economies: The effects of resource criticality, product diversification, inter-subsidiary integration, and business ties. International Business Review, 24(4), p. 567-579.
    10. Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), p. 1319–1350.
    11. Teece, D. J. (2012). Dynamic capabilities: Routines versus entrepreneurial action. Journal of Management Studies, 49(8), p. 1395-1401.
    12. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), p. 509-533.
    13. Wang, C. L., & Ahmed, P. K. (2007). Dynamic capabilities: A review and research agenda. International Journal of Management Reviews, 9(1), p. 31-51.
    14. Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3), p. 339-351.
     

    網路資源

    1. 經濟日報，2023/03/30，「信邦多角化布局開花結果 股價飆上歷史天價」，永豐金證券，檢自https://www.sinotrade.com.tw/richclub/news/642509462f76481ebb516d36（擷取日期：2023/5/15）

    2. 藍芳華，2023/05/05，「111年上市櫃公司營收、獲利、研發及投資穩健成長」，中華民國經濟部，檢自 https://www.moea.gov.tw/MNS/Populace/news/News.aspx?kind=1&menu_id=40&news_id=108559（擷取日期：2023/5/15）
    Description: 碩士
    國立政治大學
    國際經營與貿易學系
    110351049
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0110351049
    Data Type: thesis
    Appears in Collections:[Department of International Business] Theses

    Files in This Item:

    File Description SizeFormat
    104901.pdf2147KbAdobe PDF20View/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