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    题名: 知識空間、專屬資產投資、跨組織學習與代工績效關聯性之研究－以通訊代工廠商為例
    The research of relationships among knowledge space, asset specific investment, inter-organization learning and performance of outsourcing - a case study of communication subcontractors
    作者: 陳東賢
    Chen ,Tung Hsien
    贡献者: 吳思華
    Wu ,Se Hwa
    陳東賢
    Chen ,Tung Hsien
    关键词: 代工範疇
    先驗知識
    知識空間
    專屬性資產投資
    跨組織學習
    outsourcing scope
    prior knowledge
    knowledge space
    Asset Specific Investment
    Inter-Organization Learning
    日期: 2010
    上传时间: 2011-09-29 16:41:20 (UTC+8)
    摘要: 本研究基於資源基礎理論，結合組織學習、網路理論及關係學派的觀點，探討影響代工廠商跨組織學習的情境因素與績效。
    根據之前學者們研究得知，「知識因果模糊性」是影響組織學習的關鍵。知識因果模糊來自於知識的內隱、專屬及複雜本質。「知識分享」與「共同問題解決」是聯盟成員間傳遞因果模糊本質知識的學習方式。而代工廠商專屬性資產投資，除了增進品牌廠商的信任，提高品牌廠商知識分享意願外；也增進了代工廠商與品牌廠商間的互動，透過互動，促使知識外溢的產生。
    知識流學者研究指出，可移轉知識含量是知識分享的前提，也決定知識分享的強度。代工的範圍規範了可移轉知識含量；代工範疇愈複雜，可分享知識相對擴大。但知識的路徑相依本質，限制代工廠商對代工領域知識的辨識。代工廠商先驗知識深淺關係著可移轉知識空間的辦識。代工情境中，可移轉知識，主觀上，受限於代工的範疇；客觀上，則與代工廠商的先驗知識息息相關。
    傳統上檢視組織學習成效，主要來自於對經驗曲線速度的觀察。在策略聯盟夥伴間的競合關係中，學習競賽是造成策略聯盟活動重組、活動替代、或聯盟解散的重要原因。屬「雙邊契約供應聯盟關係」的代工，在經濟理性考慮下，維持與品牌廠商的聯盟關係，是代工廠商的必然選擇。但組織學習增強代工廠商的議價能力，促使代工活動的重組；因此觀察代工廠商跨組織學習的成果，除了經驗曲線，活動重組也是重要的觀察變項。
    第一章 、緒論 15
    第一節 、研究背景 15
    第二節 、研究動機與研究問題 17
    壹 、研究動機：實務面 18
    貳 、研究動機：理論面 18
    參 、研究問題 21
    第三節 、研究限制 22
    第四節 、研究流程與論文結構 23
    第二章 、文獻探討 26
    第一節 、組織學習理論 26
    壹 、組織學習層次與範圍 26
    貳 、組織學習機制 27
    參 、組織學習的形式 28
    肆 、組織學習管理程序 29
    伍 、組織學習與學習績效 31
    陸 、組織學習障礙與成功關鍵因素 32
    柒 、小結：學習環境、組織學習、企業績效 37
    第二節 、聯盟、代工與組織學習 38
    壹 、策略聯盟與代工 38
    一 、前言：策略供應網路vs代工 38
    二 、代工演進與策略性外包 38
    貳 、聯盟型態與組織學習 39
    一 、聯盟組織形態 39
    二 、聯盟統治機制與組織學習 40
    參 、可移轉知識空間與代工廠商跨組織學習 41
    一 、可移轉知識與知識分享 41
    二 、知識空間 41
    三 、知識空間與知識範圍 42
    四 、知識空間與知識關連 43
    肆 、代工知識範圍：代工範疇與可移轉知識空間 45
    一 、聯盟範疇 45
    二 、代工形式與代工範疇 45
    三 、代工範疇與代工知識範圍 47
    伍 、代工廠商先驗知識與可移轉知識空間 49
    陸 、網絡鑲嵌功能與代工跨組織學習 51
    一 、網絡鑲嵌功能與知識分享 51
    柒 、專屬性資產投資與組織學習 53
    一 、專屬性資產分類 54
    二 、專屬性資產的理論基礎：交易成本、關係與組織學習觀點 56
    三 、專屬性資產投資與企業績效 57
    四 、專屬性資產與代工廠商組織學習 58
    捌 、學習競賽、學習績效-代工活動重組 59
    玖 、小結 61
    第三章 、命題推演與研究架構 63
    壹 、代工廠商跨組織學習與代工績效 63
    貳 、可移轉知識空間與代工廠商跨組織學習 63
    參 、專屬性資產投資與代工廠商跨組織學習 65
    肆 、代工範疇與可移轉知識空間 66
    伍 、先驗知識與可移轉知識空間 68
    陸 、學理推論命題與研究架構 69
    柒 、變項定義 70
    第四章 、研究方法 72
    第一節 、個案研究方法 72
    壹 、個案研究的方法論依據 72
    貳 、研究對象選取 73
    參 、資料來源與收集 74
    肆 、分析單位的界定 76
    一 、代工專案的觀察週期 76
    二 、代工專案觀察的獨立性 77
    三 、代工專案與產品生命週期 77
    第五章 、個案廠商與代工專案說明 78
    第一節 、個案廠商背景說明 78
    壹 、品牌廠商：HSTX背景 78
    一 、HSTX的製造策略 80
    貳 、代工廠商：台揚科技背景資料 80
    一 、台揚科技無線通訊上的技術 81
    二 、台揚科技的產品 82
    三 、台揚科技在無線通訊的知識空間 84
    第二節 、HSTX代工專案的產品及其知識本質 86
    壹 、微波通訊產品的應用與技術 86
    一 、微波通訊產品的應用 86
    二 、微波通訊技術與因果模糊特質 87
    三 、微波通訊技術與路徑相依特質 89
    第三節 、代工廠商篩選、產品認證與代工週期 93
    一 、代工廠商的選擇與評估 93
    二 、產品認證流程 94
    三 、代工週期 96
    第四節 、HSTX代工專案的知識分享與知識流 99
    一 、HSTX代工週期中知識分享 99
    二 、代工週期HSTX與代工廠商資訊分享的知識流向與節點 100
    第五節 、小結 102
    第六章 、台揚科技個案分析 105
    第一節 、代工績效 106
    壹 、代工績效 108
    貳 、代工績效的來源 111
    參 、代工績效改善所需要知識 114
    第二節 、可移轉知識空間 116
    壹 、離散式模組代工 116
    一 、離散式模組代工專案的知識領域 117
    二 、台揚科技離散模組先驗知識 119
    三 、離散模組代工專案可移轉知識空間 121
    貳 、整合式模組代工 124
    一 、整合式模組代工專案的知識領域 125
    二 、台揚科技整合模組先驗知識 125
    三 、整合模組代工專案可移轉知識空間 126
    參 、OEM系統代工 129
    一 、OEM系統代工專案的知識領域 129
    二 、台揚科技微波通訊系統的先驗知識 134
    肆 、小結 137
    第三節 、專屬資產投資與跨組織學習 141
    壹 、代工週期與專屬資產投資 141
    貳 、台揚科技對HSTX代工專案專屬資產投資 142
    一 、專屬供應鏈體系（SCM） 142
    二 、生產認證測試（PVT）測試設備 145
    三 、專屬資訊網路（IT） 146
    四 、地區專屬性資產－北美維修中心 149
    參 、專屬資產投資與跨組織學習 149
    一 、供應網路（SCN）與組織學習 150
    二 、生產驗證設備與組織學習 153
    三 、資訊系統與組織學習 155
    四 、北美維修中心與組織學習 161
    肆 、小結 167
    第七章 、對照個案與命題驗證 170
    第一節 、對照個案- BEI泰國廠 170
    壹 、廠商背景 170
    一 、BEI 泰國廠的核心能耐與產品分佈 170
    貳 、BEI泰國廠微波通信產品代工 171
    一 、BEI泰國廠在微波通訊代工與先驗經驗 171
    二 、BEI泰國廠在微波通訊產品可移轉知識空間 172
    三 、BEI泰國廠在微波產品代工的專屬資產投資 173
    四 、BEI泰國廠微波產品之代工績效 174
    五 、BEI泰國廠代工技術問題解決 175
    六 、BEI泰國廠代工資訊流 176
    參 、小結 176
    第二節 、命題驗證與討論 178
    壹 、可移轉知識空間－描繪學習路徑的知識地圖 178
    一 、定義 179
    二 、學理推論命題、研究命題與個案驗證 179
    三 、說明與討論： 183
    貳 、代工績效的演化觀點－一場重組代工活動的學習競賽 184
    一 、定義 185
    二 、學理推論命題、研究命題與個案驗證 185
    參 、代工廠商的跨組織學習－創造互惠氛圍，達成知識外溢效果 188
    一 、定義 189
    二 、學理推論命題、研究命題與個案驗證 189
    三 、說明與討論 196
    肆 、小結 200
    第八章 、研究結論與建議 203
    第一節 、研究結論與貢獻 203
    壹 、研究結論 203
    貳 、研究貢獻 206
    一 、理論面貢獻 206
    二 、實務面貢獻 209
    第二節 、研究建議 217
    壹 、知識外溢與知識保護的平衡 217
    貳 、知識管理應該回歸的本質：組織對知識流的控制 217
    第九章 參考文獻 219
    壹 、中文書籍 219
    貳 、中文期刊 219
    參 、英文書籍 220
    肆 、英文期刊 222
    參考文獻: 壹、中文書籍
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    2. 司徒達賢 著，2005，《策略管理新論 觀念架構與分析方法》，台北：智勝文化。
    3. 查爾斯 范恩（Charles Fine） 著，李筠 譯，2000，《脈動速度下的決策者》，台北；大塊文化。
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    貳、中文期刊
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    3. 朱文儀、黃延聰，2002，「國際策略聯盟中廠商間知識移轉與廠商能力發展」，台灣管理學刊，二（一）: 105-124。
    4. 佘日新、梁家隆、陳厚銘，2000，「廠商如何經由國外夥伴之技術合作提昇企業技術能力—以台灣資訊電子廠商為例」，管理學報，十七（二）：297-319。
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