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    Title: 以動態能力觀點探討資訊服務業廠商整合創新之個案研究
    Explore the case study of Integration and innovation of IT service companies in dynamic capability perspective
    Authors: 林仁壽
    Lin, Kenny
    Contributors: 吳豐祥
    Wu, Feng Shang
    林仁壽
    Lin, Kenny
    Keywords: 動態能力
    整併變革
    整合創新
    整合創新
    dynamic ability
    consolidation and change
    integration innovation
    corporate strategy
    Date: 2010
    Issue Date: 2013-04-01 14:37:22 (UTC+8)
    Abstract: 台灣資訊產業的發展，資訊電子硬體產品不僅佔有一席之地，甚至許產品亦名列前茅，令世界刮目相看。但是，反觀資訊服務業則規模相對較小，在國內面臨內需市場有限，對外亦面臨開拓競爭複雜性，因此在瞬息萬變的資訊服務產業環境裡，企業要茁壯生存必須要有因應環境變化的動態能力。

    動態能力是能配合環境提升企業價值，使之擁有持久性競爭優勢的一種能力，能比其他廠商更具效率及效能獲取整合外部知識，發展變革創新，再利用內部整合來增進企業組織效率就是動態能力強調的重點。

    本研究以我國資訊服務業大廠變革歷程為例，探討資訊廠商在今天企業組織面對變動環境中，企業體本身須如何加速調整組織能耐，因應來自環境中的複雜挑戰，作深入之研究。

    從個案研究發現其整合創新變革前後各個構面間相互關係，並進而融合彙整結論如下：

    結論一：在資訊服務業快速變遷中，明確的企業策略與執行力結合
    　快速整合與應變的組織力，是考驗企業能因應動態環境勝
    　出關鍵因素。

    結論二：企業的變革重整，高階主管對人才重視及彈性組織學習力與
    資訊系統輔助支援，對資訊服務業廠商競爭力占有關鍵的影
    響 。

    結論三：企業面對未來動態環境變遷，領導人需要以快速協調與整合
    機制，發展跨國、跨區、跨部門協同運作能力，以達成高彈
    性、高績效跨國企業。
    Taiwan IT industry’s development, the information electronic hardware products not only hold a place, and even many products are among the best, make the world`s admiration. However, the information service industry scale is relatively small, faces with the limited domestic demand market, also faces the development competition complexity outward, therefore in the fast changing information service industry environment, enterprises to thrive to survive must have in accordance to environmental variation dynamic ability.

    Dynamic ability is able to enhance the corporate value with the environment, so that it has a lasting competitive advantage of the ability, more efficient and performance than the other manufacturers for integration of external knowledge, development of transformation and innovation, re-use of internal integration to enhance organizational efficiency is the dynamic ability of emphasis key point.

    This research takes our country information service industry big plant transformation course as an example. Investigating the information service companies’ business organization face in today`s changing environment, companies need to speed up the body to adjust their organizational ability, in response to the complex challenges from the environment for an in-depth study.

    From the case studies found that the integration of innovation and change before and after the mutual relations between various dimensions, and thus integration of the entire summary of the following conclusions:

    Conclusion one:

    Rapid changes in information services in a clear corporate strategy and execution with rapid integration and strain organization strength, is the test of business from a dynamic environment of a wining key factor.

    Conclusion two:

    Changes in business restructuring, top mangers attention talented persons and flexible organizational learning ability with information systems ancillary support, holds the key influence to IT companies in competitive power.

    Conclusion three:

    In the future dynamic business environment changes, leaders need to quickly coordinate and integrate mechanisms, the development of multi-national, cross-border, cross-sectoral coordination of operational capacity, to achieve high-flexibility, high performance multi-national corporations.
    第一章 緒論 1
    第一節 研究背景與動機 1
    第二節 研究目的與問題 2
    第三節 研究流程與論文結構 3
    第二章 文獻探討 4
    第一節 資訊服務產業 4
    壹、 資訊產業環境分析 4
    貳、 行業別資訊分析 8
    參、 資訊服務業契機 10
    第二節 動態能力 12
    第三節 策略與組織 19
    第四節 小結 27
    第三章 研究方法 28
    第一節 研究架構 28
    第二節 研究變項 29
    第三節 研究設計與資料蒐集 30
    第四節 研究限制 32
    第四章 個案研究 33
    第一節 個案公司背景 33
    壹、 個案公司基本資料 33
    貳、 個案公司合併變革前背景 37
    第二節 個案公司企業策略考量 42
    壹、 企業策略考量 42
    貳、 領導者企圖心 44
    第三節 個案公司轉化前後過程 46
    壹、 協調與整合機制 46
    貳、 學習方式 52
    參、 資源重整與轉變 55
    第四節 專屬資產與路徑相依 63
    第五節 小結 66
    第五章 研究發現與討論 67
    第一節 企業策略考量 67
    第二節 轉化前後過程 70
    第三節 企業策略對轉化變革的影響 76
    第六章 研究結論與建議 78
    第一節 研究結論 78
    第二節 建議 81
    參考文獻 83
    Reference: 一、 中文參考

    1. 王美音譯（民 87），知識創新之泉：智價企業的經營，遠流出版事業股份有限公司，Leonard-Barton, D., 1995, Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation

    2. 司徒達賢（1995）策略管理，遠流出版事業股份有限公司

    3. 余雅文(2003)，企業動態能力之探究與衡量，國立嘉義大學管理研究所碩士論文

    4. 吳思華（1996）策略九說，麥田出版股份有限公司

    5. 吳豐祥、何宗穎 (2009) 「工業設計在創新過程中的角色之探討- 以台灣資訊產業為例」，滬台軟科學研究與科技管理創新研討會，8月27日，上海，中國大陸

    6. 吳豐祥(2004) 「什麼是企業的核心能耐 」經濟日報/2004.05.29

    7. 吳豐祥 、黃怡芳(2002) 「台灣廠商的製程創新管理之實證研究」，高新科技管理，段樵主編，香港中文大學出版

    8. 李仁芳（1998），組織動態能耐演化之研究，國科會專題研究報告

    9. 李田樹譯，「建立公司核心競爭力」，世界經理文摘
    Hamel ,Gary & Prohalad , C.K. (1990) “The Core Competence of the Corporation,” Harvard Business Review, May-June

    10. 李裔武(1998)，台灣資訊服務業經營策略與組織系統流程，國立政治大學企業管理學系碩士論文

    11. 洪舒萍譯，吳豐祥校正(2006) 「組織與領導重量級創新專案團隊」，譯至Clark, Kim and Wheelwright, Steven (1993) “Organizing and Leading Heavyweight Development Team”
    12. 郭進隆譯，第五項修練，天下文化，Senge , Peter M. (2007) The Fifth Discipline

    13. 陳勁譯，吳豐祥初校(2009)「吸收能耐 (Absorptive Capacity):學習與創新的新觀點」，譯至 Wesley M. Cohen and Daniel A. Levinthal (1990) “Absorptive Capacity: A New Perspective on Learning and Innovation”, Administrative Science Quarterly, pp.128-152

    14. 黃美慧譯，吳豐祥校訂「技術面的競爭策略思考」，譯至 Porter, Michael (1993) “The Technological Dimension of Competitive Strategy,” in Research on Technology Innovation Management & Policy,v.1.JA1 Press

    15. 黃珍裕(2005)，學校組織動態能耐評量指標建構與實證之研究 政治大學-教育學博士論文

    16. 溫金豐 (2007) 組織理論與管理，學貫行銷股份有限公司

    17. 楊子江、王美音譯（民 86），創新求勝：智價企業論，遠流出版事業股份有限公司，Nonaka, I. And H. Takeuchi, 1995, The Knowledge Creating Company

    18. 資訊服務產業年鑑編纂小組，經濟部，2010 資訊服務產業年鑑

    19. 賴義龍 (2002)，台灣軟體產業技術知識網路和組織動態能耐研究：以趨勢科技公司為例，政治大學-經營管理碩士論文

    20. 顧淑馨譯，競爭大未來，智庫出版社，Hamel ,Gary & Prohalad , C.K. (1994) Competing for the Future, Harvard Business School Press


    二、 英文參考

    1. Bassi, Laurie and Murrer, Daniel Mc (2007) “Maximizing Your Return on People” Harvard Business Review, March, pp. 115-123.

    2. Bryan, Lowell L. and Joyce ,Claudia I. (2007) “Better Strategy Through Organizational Design” The McKinsey Quarterly, No. 2

    3. Christensen, Clayton M. (2007) The Innovator’s Dilemma, Harvard Business School Press

    4. Day, Jonathan (2000) Corporate Transformation Without a Crisis , McKinsey’s London.

    5. Dess, Gregory G. and Beard, Donald W. (1984) “Dimensions of Organization Task Environment”, Administrator Science Quarterly, Vol. 29, pp.52-57.

    6. Eisenhardt, K. and J. Martin（2000 “Dynamic Capability: What are They?” Strategic Management Journal, Vol. 21, pp.1105-1121.
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    8. Garvin , David A. (1996) “Building a Learning Organization”, Harvard Business Review on Knowledge Management, pp.78-91.

    9. Hamm, John (2006) The Five Messages Leaders Must manage”, Harvard Business Review, May, pp.74-81.
    10. Helfat, C. E. (1997) “Know-How and Asset Complementarity and Dynamic Capability Accumulation: The Case of R&D,” Strategic Management Journal, Vol.18, No.5, pp. 339-360.
    11. Hodge, B.J., Anthony, W.P., and Gales, Lawrence (1996) Organization Theory: A Strategic Approach. 5th Ed., Prentice Hall International, Inc. p109

    12. Iansiti, M. and Clark, K. (1994) “Integration and Dynamic Capabilities: Evidence from Product Development in Automobiles and Mainframe Computers,” Industrial and Corporate Change, Vol.3, No.3, pp.557-605.
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    23. Teece, David J., Pisano, Gray Shuen, Amy (1997) “The Dynamic Capabilities and Strategic Management”, Strategic Management Journal, Vol.18, No.7, pp.509-533
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    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    97932083
    99
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0097932083
    Data Type: thesis
    Appears in Collections:[Executive Master of Business Administration] Theses

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