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    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/29989
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/29989


    Title: 台灣電腦硬體產業產品創新策略之個案研究--以某個人電腦製造公司為例
    Authors: 沈燕柏
    Contributors: 李易諭
    沈燕柏
    Keywords: 新產品
    新產品開發流程
    創新
    產品創新策略
    競爭策略
    五力分析
    SWOT
    Date: 2005
    Issue Date: 2009-09-11 17:00:14 (UTC+8)
    Abstract: 在全球個人電腦市場競爭愈演愈烈的趨勢下,台灣個人電腦硬體產業在面對多年來所賴以生存的設計代工設計製造已面臨微利化的時代,企業必須以更積極的創新精神,提高技術障礙,研發差異化的產品,引進新技術並及時推出具競爭力的創新性產品才能脫離紅海戰場的價格戰,進而為企業創造更高的營運績效。

    本論文屬探索性研究,並採用個案研究法,以選取一家台灣的個人電腦硬體設計製造公司為研究對象。本研究透過人員訪談的方式,針對個案公司的中高階主管(業務、行銷、研發副總及產品規劃經理等),就該個案公司的新產品研發與新產品創新策略作深入之訪談。並藉由文獻中探討所建構的觀念架構與理論基礎來界定本研究的探討範圍,其包括了探討新產品發展策略、組織結構、核心能力、創新概念來源、創新能力及競爭策略等各個構面與產品創新策略之間的關連性。

    本個案研究的結論如下所述:
    1、企業所擁有的資源越豐富時,其創新的可能性就越高。企業領導者對於創新,若能給予較豐富的資源,則直接提供了創新重要的基礎。因充裕的資源,亦會使得管理階層可以更有能力去追求創新,負擔創新所產生的成本,以及承擔創新可能所帶來的失敗。

    2、企業領導人必須建構動態的組織結構。動態的組織結構相對於僵固型組織而言,對創新會較有正面的影響。因動態的組織會對組織成員產生較少的規範,以及會給予較大的授權。因此,往往會表現出較大的彈性與調適性,所以組織內的成員較易創新。

    3、企業各個單位之間的互動程度高低,決定了創新的成敗。成員之間的高度互動,有助於打破創新時所需面對的障礙。企業高階管理者應積極建立跨部門之互動平台機制,供組織內成員面臨技術瓶頸時,可更容易且快速獲得集團內的資源協助,以提早將創新的產品推出到市場。


    關鍵字:新產品、新產品開發流程、創新、產品創新策略、競爭策略、五力分析、SWOT
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    三、其他(全球資訊網站)
    1.國際數據資訊(IDC) http//www.idc.com.tw
    2.資策會MIC-AISP情報顧問服務網站 http//www.mic.iii.org/intelligence
    3.電子時報科技網(DigiTimes) http//www.digitimes.com.tw
    4.產業資訊服務網(ITIS) http//www.itis.org.tw
    Description: 碩士
    國立政治大學
    企業管理研究所
    92932511
    94
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0929325111
    Data Type: thesis
    Appears in Collections:[企業管理學系] 學位論文

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