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    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/36228


    Title: The Case Study OF A Global Computer Company Bulding AND Managing Dynamic CapabilIties
    The Case Study OF A Global Computer Company Bulding AND Managing Dynamic CapabilIties
    Authors: 周哲毅
    Chow, Tso-Yi
    Contributors: 吳豐祥
    周哲毅
    Chow, Tso-Yi
    Keywords: Dynamic Capability
    Core Competency
    New Business Development
    ODM Management
    Supply Chain
    Date: 2005
    Issue Date: 2009-09-18 17:38:44 (UTC+8)
    Abstract: PC industry is a highly competitive industry. In this fast changing environment,
    no company can simply rely on basic core competencies to stay-up with the
    market & competitions. The growth of global demand for PCs has reached a
    plateau in recent years, and as products are becoming commoditized the
    differentiation between products are hardly distinguishable. And price war is
    inevitable.
    This study investigated how does a global computer company build and manage
    its dynamic capabilities to stay competitive and make appropriate adjustment to
    leverage its dynamic capabilities in the new business. The study finds that in
    order to sustain competitiveness in the market, corporation needs to look inward
    and institute a process to manage product and service development and business
    risks. Having good products and customer relationship are just the starting
    point for a successful business. A continuous learning system can help
    company to constantly strive for better improvement and in a long run this
    becomes a strong driving factor to improve operation excellence. It takes
    persistent and relentless drive for improvement to make a good company to
    great.
    When a company is going to start a new business and break an existing model,
    one of the effective approaches is to form a special task team that is given the
    full ownership in making sure the project is successful. In addition, senior
    management team needs to work closely with the project team via regular
    meetings and to offer help in clearing roadblocks within the organization and
    allowing team to think out-of-box and propose necessary changes. Without
    management support and foster, the chance of success for the special task team is
    minimal.
    PC industry is a highly competitive industry. In this fast changing environment,
    no company can simply rely on basic core competencies to stay-up with the
    market & competitions. The growth of global demand for PCs has reached a
    plateau in recent years, and as products are becoming commoditized the
    differentiation between products are hardly distinguishable. And price war is
    inevitable.
    This study investigated how does a global computer company build and manage
    its dynamic capabilities to stay competitive and make appropriate adjustment to
    leverage its dynamic capabilities in the new business. The study finds that in
    order to sustain competitiveness in the market, corporation needs to look inward
    and institute a process to manage product and service development and business
    risks. Having good products and customer relationship are just the starting
    point for a successful business. A continuous learning system can help
    company to constantly strive for better improvement and in a long run this
    becomes a strong driving factor to improve operation excellence. It takes
    persistent and relentless drive for improvement to make a good company to
    great.
    When a company is going to start a new business and break an existing model,
    one of the effective approaches is to form a special task team that is given the
    full ownership in making sure the project is successful. In addition, senior
    management team needs to work closely with the project team via regular
    meetings and to offer help in clearing roadblocks within the organization and
    allowing team to think out-of-box and propose necessary changes. Without
    management support and foster, the chance of success for the special task team is
    minimal.
    Table of Contents
    TABLE OF CONTENTS 3
    LIST OF FIGURES 6
    LIST OF TABLES 8
    CHAPTER 1 INTRODUCTION 9
    1.1. MOTIVATION 9
    1.2. OBJECTIVE AND INVESTIGATION 10
    1.2.1 Thesis Objective 10
    1.2.2 Investigation 10
    CHAPTER 2 LITERATURE REVIEW 12
    CHAPTER 3 RESEARCH METHODOLOGY 18
    3.1. RESEARCH FRAMEWORK 18
    3.2. METHODOLOGY AND SOURCE OF INFORMATION 19
    3.3. RESEARCH LIMITATION 19
    CHAPTER 4 CASE STUDY 20
    4.1. INTRODUCTION ON COMPANY X 20
    4.2. COMPANY X’S DYNAMIC CAPABILITIES 23
    4.3. PROCESS 24
    4.3.1 Coordination: 24
    4.3.2 Learning 27
    4.3.3 Reconfiguration 28
    4.4. POSITION 28
    4.4.1 Technological Asset 28
    4.4.2 Complementary Asset 35
    4.4.3 Market Asset 39
    4.4.4 Financial Asset 40
    4.4.5 Structural Asset 42
    4.4.6 Organization Boundaries 44
    4.4.7 Reputational Asset 46
    4.5. PATH 53
    4.5.1 Looking for opportunity 53
    4.5.2 Challenges to enter the new market 58
    4.5.3 Alternative Strategy: 59
    CHAPTER 5 RESEARCH FINDINGS 67
    CHAPTER 6 CONCLUSION AND SUGGESTIONS 72
    6.1. CONCLUSION 72
    6.2. IMPLICATION 74
    6.3. SUGGESTIONS FOR FUTURE STUDIES 75
    GLOSSARY 76
    REFERENCE 78
    CHINESE LITERATURE 78
    ENGLISH LITERATURE 79
    Reference: 1. Ansoff, H. I.（1965）, Corporate Strategy-An Analytic Approach to Business Policy for Growth and Expansion, New York: McGraw-Hill.
    2. Biggadike, H. R.（1979）, “The Risky Business of Diversification”, Harvard Business Review, May-June, pp.103-111.
    3. Bakker, H., Jones, W. and Nichols, M.（1994）, “Using Core Competences to Develop New Business”, Long Range Planning, Vol.27, No.6, pp.13-27.
    4. Briody, D. and Moskowitz, E. (2001), “Dell: the antitechnology company”, Red Herring Magazine
    5. Dell, M. (1999), Direct from Dell Strategies That Revolutionized an Industry, Harper Business
    6. Fichthorn, L. and Su, C. (2001), Dell Computer Corporation, Lazard Freres & Co. LLC
    7. Gallon, M. R., Stillman, H. M. and Coates, D.（1995）, “Putting Core Competency thinking into Practice,” Research Technology Management, May-June, pp.20-28.
    8. Hafeez, K., Zhang, Y. B. and Malak N.（2002）, “Core Competence for Sustainable Competitive Advantage: A Structured Methodology for Identifying Core Competence,” IEEE Transactions on Engineering Management, Vol. 49, No.1, Feb, pp.28-35.
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    10. Killing, J. P.（1978）, “Diversification through Licensing”, R&D Management, June, pp.159-163.
    11. Leonard-Barton D. （1992）, “Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development”, Strategic Management Journal, Vol.13, pp.111-125.
    12. Leonard-Barton D., （1995）, Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation, Boston, MA, Harvard Business School Press.
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    14. Mascarenhas, B., Baveja, A. & Jamil, M.,( 1998 ), “Dynamics of Core Competencies in Leading Multinational Companies”, California Management Review, Vol.40, No.4, Summer,1998
    15. Nakoka, I. & Takeuchi, H. ( 1995 ). The Knowledge-Creating Company, New York：Oxford University Press
    16. Ng, P. ( 2000 ), “Dell: Selling Directly, Globally”, Centre for Asian Business Cases, The University of Hong Kong
    17. Prahalad, C.K. & Hamel, G.（1990）, “The Core Competence of the Corporation”, Harvard Business Review, May-June, pp.79-91.
    18. Roberts, E. B. & Berry, C. A.（1985）, “Entering New Businesses: Selecting Strategies for Success”, Sloan Management Review, Spring, pp.3-17.
    19. Ryans, A. and Vandenbosch M. ( 2000 ), “Compaq Computer Corporation: The Dell Challenge”, Richard Ivey School of Business, The University of Western Ontario
    20. TBR Corporate IT Buying Behavior & Customer Satisfaction Study: Notebooks First Quarter 2005
    21. Teece, D. J., Pisano, G., and Shuen, A. （1997）, “Dynamic capabilities and strategic management”, Strategic Management Journal, Vol.18, No.7, pp.509-533.
    22. Teece, D. J. and Gray P., （1994）, “The Dynamic of Firms：An Introduction”, Industrial and Corporate Change, 3（3）：537-556
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    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    88931034
    94
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0088931034
    Data Type: thesis
    Appears in Collections:[Executive Master of Business Administration] Theses

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