Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/78825
|
Title: | 從動態能耐分析汽車產業生存法則~以A公司個案為例 Analyzing Automotive Industry Rule of Survival from The Angle of Dynamic Capabilities |
Authors: | 周麗娟 Chou, Jessica |
Contributors: | 郭維裕 周麗娟 Chou, Jessica |
Keywords: | 動態能耐 競爭策略 動態競爭 過程 dynamic capabilities competitive strategy dynamic competion process |
Date: | 2013 |
Issue Date: | 2015-10-01 15:18:36 (UTC+8) |
Abstract: | 在有限的資源、人力與時間之內,企業必須立即回應市場。回應的時機、選擇的策略符合,才能進入進階賽繼續在不斷變化的環境下迎戰並回擊。每個企業比喻為一個點,每個企業點的「立基」有大有小,但都有限度。立基面積大可能是贏得上一階賽事的優勢,但下一輪考驗的可能是夠小才能勝出,這時,優勢頓時變弱勢。
進入進階賽中的企業,這一階比的可能是人脈與連結。能在這一輪競賽脫穎而出的靠的可能是將點延伸更遠、可能是將一點變多點、也可能是就近不動卻連結出更大的面。在變動的環境中,選擇最遠、最多或不動的思考與決策天天在上演。在新的戰場上,合作以達到目標,用更快更好的方式進行,用開放與互信的模式取得更多盟友認同,目標不應只是立即獲利的數字,必須著眼長遠的未來。合作其實是另一種模式的競爭,因此,選擇競爭策略的變更時間與力道也讓關係更複雜。
個案A公司從創立至今20餘年,在點的立基上不斷隨著市場的推進或要求而轉變。它經歷了幾次的全球性經濟衰退中洗牌而能站立,或許正因為它的動。它在幾次產業需求變動後仍然站立,也許是因為它的不動。面對下一個賽事,個案A公司能否迅速備戰並且創出下一階更寬廣的優勢?
本研究透過產業的回顧、企業里程碑的反思、自我競爭能耐的分析,企圖驗證動態能耐理論是否能運用於中小企業。藉由理論與實務的對照,個案公司是否能取得更多具參考價值的建議。 With limited resources, manpower and timing, corporate needs to respond to market rapidly. Only when the respond timing and selected strategy fit to the situation, corporate then is qualified to enter next race. Compare an enterprise to a dot, it can be big or small but founded with limitation. Big size may be the merit to win this battle, but can turn to a weakness in next race.
The next race might be about connections. Strategy to win this race may be connecting farther; one dot to multiple dots, or stands still to wave a bigger sphere. Choosing a decision to either move or still is an everyday task. In the new battlefield, cooperation to achieve goal in a faster, better way to proceed. Win more alliances with open and mutual-trust attitude, we need to focus on long-term future than an instant profit figure. Yet, cooperation is just another form of competition. Decision of when to change the competitive strategy and level of the responding force gets complicated.
Case A founded 28 years ago. The position it stands on is moving along with the market force. Maybe because of it’s decision to move that made it survived from several global economic crisis. Maybe due to the decision to hold still that allowed it stays. Question is that if case A is capable to react in the next race and even finds more strength?
This dissertation attempts to verify if the theory of dynamic capabilities is applicable to general enterprises from retrospect of the automotive industry, introspect of case A milestones, to self-analysis of its competitive capabilities. By Comparing theory to empirical performance, shall case A achieve more valuable suggestions? 摘 要 1
Abstract 2
目 錄 3
表次 5
圖次 5
第壹章 緒論 6
第一節 研究動機 6
第二節 研究方法 7
第三節 研究目的 9
第貳章 文獻探討 10
第一節 文獻彙整 10
第二節 競爭優勢 12
第三節 動態能耐 13
第參章 研究架構與方法 15
第一節 產業概述 15
第二節 產業架構 17
第三節 汽車產量 19
第肆章 個案分析 20
第一節 個案公司簡介 20
甲、 背景介紹 20
乙、 個案公司的發展與成果 21
丙、 公司營收 22
第二節 企業成長策略分析 23
甲、 草創期(1986-1991) 23
乙、 引導期(1992-1995) 23
丙、 授權期(1996-2001) 23
丁、 協調期(2002-2006) 24
戊、 新事業部複製與發展(2007-2012) 24
第三節 動態能耐實例 25
甲、 聚焦核心產品、技術深耕、質量提升 25
乙、 客製化能耐 26
丙、 資源重新配置 27
丁、 顧客關係 28
第四節 環境變動 31
甲、 全球性經濟危機 31
乙、 消費版塊變動 33
丙、 使用習性變動 35
第伍章 結論與建議 41
第一節 結論 41
甲、 總結企業存因素 41
乙、 新市場評估盤點 42
第二節 建議 43
甲、 多元連結 43
乙、 策略聯盟 43
丙、 人才多面向培育發展 44
參考文獻 46 |
Reference: | 1.工業和信息化部,2012.2.14,中華人民共和國中央人民政府官網,物聯網“十二五”發展規劃。
2.文馨瑩, 2011, 探究動態能耐的緣起:誘發多樣化的技術創新例規,台大管理論叢,22(2)。
3.石育賢、趙祖佑、楊心貝、彭國柱,2011,中國大陸汽車電子產業發展特輯,台灣:工業技術研究院產業經濟與趨勢研究中心。
4.江愛群,2010,電動汽車產業供應練關係解析,台灣區電機電子工業同業公會電子報。
5.李冠群,2009,細胞週期的調控,國科會高瞻自然科學教學資源平台。
6.吳錦錩, 2006,企業持續性競爭優勢構面—以台灣自有品牌企業為例,中華管理評論國際學報(5月)。
7.香港新聞網,2011.3.24,2010年汽車產量排名與增幅率。
8.俄羅斯投資環境簡介,經濟部投資業務處編(2011)。
9.張建才, 2002,動態競爭與企業核心競爭力,華東經濟管理,第16卷第4期(8月)
10.侯嘉政、陳宜伸、張宏榮,2010,企業動態能力、組織變革策略與組織變革績效之探索性研究。經營管理論叢(Vol.6)
11.陳明哲,2010,動態競爭,台北:智勝文化事業有限公司。
12.劉芳欣、黃樑傑,2013,全球汽車產業近況與台灣發展策略,車輛研測資訊,093期(4月)
13.藍海林,2010,動態條件下的競爭策略,中國企業監測網。
14.MBA智庫百科, 2010, 核心競爭力分析模型。
15.Ambrosini. V., & Bowman. C. 2009. What are dynamic capabilities and are they a useful construct in strategic management?. International Journal of Management Reviews (Volume 11)
16.Barney. J. 1991. Firm resources and sustained competitive advantage. Journal of Management (Vol 17).
17.Barney.J., Wright. M., and Ketchen. D. 2001. The resource-based view of the firm: Ten years after 1991. Journal of Management (Vol. 27)
18.Blyer. M., & Coff. R. 2003. Dynamic capabilities, social capital, and rent appropriation: ties that split pies. Strategic Management Journal (July).
19.Day. G., & Reibstein, D. 1997. Wharton on dynamic competitive strategy, New Jersey: John Willey & Sons, Inc.
20.Eisenhardt. K., and Martin. J. 2000. Dynamic capabilities: What are they?. Strategic Management Journal (Vo. 21)
21.Helfat. C., & Peteraf. M. 2003. The dynamic resourced-based view: capability lifecycles. Strategic Management Journal. (Vol 24).
22.Hung. R, Yang. B., Lien. B., McLean. G., and Kuo. Y. 2010. Dynamic capability: Impact of process alignment and organizational learning culture on performance, Journal of World Business (Vol.45)
23.Liu, PQ., Sui, HJ., and Qiang, G. 2008. The Global Value Chain and China Automotive Industry Upgrading Strategy. Management Science and Engineering (March).
24.Klein. J., Gee. D. & Jones. H. 1998. Analysing clusters of skills in R&D-core competencies, metaphors, visualization, and the role of IT. R&D Management, (Vol. 28).
25.Kochar. P. 2004. What Are Stem Cells? .ProQuest.
26.Kogut & Zander. 1993. Knowledge of the firm and the evolutionary theory of the multinational corporation. Journal of international business studies (4rh quarter).
27.Kotter, J. & Heskett, J. 1992. Corporate culture and performance, New York: Free Press.
28.Mahoney. J. & Pandian. J. 1992. The resource-based view within the conversation of strategic management. Strategic Management Journal (vol.13).
29.Mulders. D., & Romme. A. 2009. Unpacking dynamic capability: a design perspective. New Approaches to Organization Desgin.
30.Porter, M.E. 1980. Competitive strategy: techniques for analyzing industries and competitors. New York: Free Press.
31.Teece, D., Pisano G., and Shuen, A. 1997. Dynamic capabilities and Strategic Management. Strategic Management Journal (March): 509-533.
32.Wirtz, B. 2001. Reconfiguration of Value Chains in Converging Media and Communications Markets. ScienceDirect.com
33.Yun, Y. 2005. Analysis of Telecom Devolopment Trend in Service-Driven Mode. Working paper, ZTE communications.
34.Stalk. G., Evans. P., & Shulman. L. 1992. Competing on Capabilities: The new rules of corporate strategy. Harvard Business Review (March-April)
35.Wiki. 2011. Competence-based management
36.Winter. S. 2003. Why is there a resource-based view? Toward a theory of competitive heterogeneit. Strategic management journal (Vol 24). |
Description: | 碩士 國立政治大學 經營管理碩士學程(EMBA) 100932011 |
Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0100932011 |
Data Type: | thesis |
Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
|
Files in This Item:
File |
Size | Format | |
index.html | 0Kb | HTML2 | 309 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|