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| Title: | 通路實虛整合之衝突與其管理機制之研究
Managing channel conflicts from bricks-and-mortar to bricks-and-clicks |
| Authors: | 許惇惠
Hsu, Dun-Huei |
| Contributors: | 于卓民
Yu, Chwo-Ming
許惇惠
Hsu, Dun-Huei |
| Keywords: | 實虛整合
通路衝突
管理機制
通路管理策略
電子商務
Bricks-and-Clicks
Channel Conflict
Management Mechanism
Electronic Commerce
Channel Management Strategy |
| Date: | 2021 |
| Issue Date: | 2021-03-02 14:17:08 (UTC+8) |
| Abstract: | 實虛整合議題雖累積多年的研究，但迄今對於實虛通路管理策略、通路衝突及其管理機制間之關係仍有待釐清。本論文基於此，進行2個階段研究，分別回答兩個在學術與實務上都相當重要的研究問題：(1)影響實體企業選擇不同電商採用模式(品牌購物官網、購併或使用市場B2C購物平台等)發展電子商務的組織內部因素為何？(2)實體企業進行實虛整合時，不同的通路管理策略會採取什麼行動？分別造成什麼衝突？這些衝突的來源為何？組織設計什麼衝突管理機制？
首先，研究一以透過網際網路(Internet)販售產品或提供服務給終端消費者的台灣實體企業做為研究對象，採用問卷調查研究方法進行實證，結果發現高階管理階層支持程度有助提升企業選擇完全控制電商模式(如自營品牌購物官網)進入虛擬線上市場的機率，其次發現當組織擁有較高的跨通路人力資源能力時，反而選用部分控制電商採用模式(如市場B2C購物平台)發展電子商務的機率較高，最後發現即使組織的資訊技術能力充足，仍然不會輕易決定發展電子商務。研究二則以擁有品牌購物官網的實體企業做為研究對象，採用多重個案比較研究方法，結果發現當實體企業採用實虛通路獨立管理策略時，受到實虛通路目標不一致、競爭稀缺資源與目標客群重疊等因素影響實體通路既有利益，故而出現組織間通路衝突，可藉由產品區隔方式減緩衝突；當實體企業採用實虛通路整合管理策略時，受到組織對支援虛擬通路能力的不足與對實體通路既有利益的影響2類前因，造成組織間通路衝突與組織內通路衝突，組織可透過能力開發、目標與觀念調整及控制與協調3種衝突管理機制預防與減緩衝突。本論文強化學術界對實虛通路管理策略、通路衝突及其管理機制的理解，亦對實體企業實虛整合策略之擬定提供指引。
Though bricks-and-clicks business model has been long examined by researchers for years, the relationship between bricks-and-clicks strategy and channel conflicts and their management mechanisms are still remained to be clarified. Based on this perspective, this dissertation includes two studies to address two crucial research questions: (1) how internal factors affecting a firm’s choice of e-commerce adopting mode and (2) how firms govern bricks-and-clicks business model by replying questions such as taking actions under different channel management strategies, causing channel conflicts and their sources and management mechanisms.
In study 1, we employed questionnaire instrument to investigate Taiwanese enterprise and found that some supportive evidences. First, the higher a firm’s top management support, the higher the likelihood to adopt e-commerce with full controlling adopting mode such as officical shopping websites. Then, higher cross-channel HR capability of a firm, it has higher possibility to adopt partial controlling mode such as existing online shopping platforms. Finally, even a firm with greater cross-channel IT capability, it may not be motivated to extend business into virtual market. In the second study, we focus on branding retailers which own official shopping websites and a multiple comparative case study were used. We found out that when retailers utilize independent channel management stategy (adopt existing online shopping platform only), the conflicts will show up because of the divergent objectives between channels, competing scarare resources and overlapping target audience. Under this situation, retailers could adopt product segmentation to lessen the conflicts between physical channel and virtual channel. When an integrative channel management strategy (own both existing online shopping platform and official shopping website) be adopted by retailers, conflicts will emerge in both interorganizational and intraorganization because of the lack of organizational competence to support virtual channel and the loss of interests by physical channel. Three management mechanisms are designed to prevent and loosen channel conflicts including competency development, objectives and cogitation adjustment and control and coordination. This dissertation not only has contribution on consolidation and accumulation in bricks-and-clicks business model, channel management strategy, channel conflicts and their management mechanism, but also have practical implications for firms planning to enter virtual markets. |
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| Description: | 博士
國立政治大學
企業管理學系
102355504 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0102355504 |
| Data Type: | thesis |
| DOI: | 10.6814/NCCU202100382 |
| Appears in Collections: | [企業管理學系] 學位論文
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