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題名 探究企業持續性競爭優勢-以B公司為個案研究
The Exploring of Sustainable Competitive Advantage of Enterprises- A Case Study of B Company作者 王祺均
Wang, Chi-Chun貢獻者 鄭至甫
王祺均
Wang, Chi-Chun關鍵詞 持續性競爭優勢
動態能力觀點
資源
能力
動態能力
Sustained Competitive Advantage
Dynamic Capabilities Perspective
Resources
Capabilities
Dynamic Capabilities日期 2023 上傳時間 2-Aug-2023 14:12:45 (UTC+8) 摘要 企業持續性競爭優勢的關鍵成功因素是許多經營者在經營一間企業後，為了成功獲取績效所思考的問題之一。我們知道，許多企業的發展就如同產業生命週期一般，有起有伏。此外，企業所追求的目標不僅僅是獲利與績效，更希望能在市場中佔領一席之地並實現永續經營。然而，現實環境中，充斥著太多的變數與風險，挑戰著企業。對內，企業需要整合部門間的衝突；對外，則必須面對競爭者的威脅和大環境衝擊，並迅速做出最佳因應。因此，企業的永續生存似乎變得越來越困難。本文探討了企業持續性競爭優勢的形成和維持機制。過去的競爭理論主要關注企業的外部環境和內部資源兩個層面。然而，本文引入了動態能力觀點，該觀點著重於企業在不斷變化的環境中的能力和應變策略。綜合考慮外部環境分析、內部資源整合和動態能力的角度，本文提供了一個全面的框架來理解企業在多變的競爭環境中的行為和策略。本文的研究對象是以電腦視覺技術為核心技術，提供AI解決方案的個案B公司。通過深入訪談和分析該公司所處的產業環境，本文將探討該公司的持續性競爭優勢，並分析其競爭優勢的原因以及如何維持競爭優勢。盤點B公司競爭優勢的來源，主要包括資源、能力和動態能力。並且深入探討其持續性競爭優勢來源的屬性，發現資源符合「價值性」、能力符合「獨特性」、動態能力具備「動態性」。因此，本文認為企業的持續性競爭優勢需要透過產業環境分析，了解其所處產業的競爭狀況和生命週期，並根據其資源、能力和動態能力制定相應的目標和策略，逐步建立持續性的競爭優勢。
The key success factors for sustaining competitive advantage in businesses are among the questions many operators contemplate in order to achieve successful performance after running a company. We understand that the development of many businesses follows a similar pattern to that of an industry life cycle, with ups and downs. Furthermore, the objectives pursued by businesses extend beyond profitability and performance; they also aspire to secure a position in the market and achieve long-term sustainability. However, the reality is filled with numerous variables and risks that challenge enterprises. Internally, businesses need to integrate conflicts among departments, while externally, they must confront threats from competitors and cope with environmental impacts, requiring swift and optimal responses. As a result, the survival of businesses seems to be increasingly difficult.This article explores the mechanisms behind the formation and maintenance of sustainable competitive advantage in businesses. Traditional competition theories have primarily focused on two dimensions: the external environment and internal resources of a company. However, this article introduces the perspective of dynamic capabilities, which emphasizes a company`s abilities and adaptive strategies in a constantly changing environment. By considering the perspectives of external environmental analysis, internal resource integration, and dynamic capabilities, this article provides a comprehensive framework for understanding the behavior and strategies of businesses in dynamic competitive environments.The research in this article focuses on Company B, a case study that provides AI solutions with computer vision technology as its core. Through in-depth interviews and analysis of the industry environment in which the company operates, this article examines the sustainable competitive advantage of Company B, analyzes the factors contributing to its competitive advantage, and explores how to maintain it. The sources of Company B`s competitive advantage are primarily derived from its resources, capabilities, and dynamic capabilities. Furthermore, the attributes of its sustainable competitive advantage are identified, with resources demonstrating "value," capabilities embodying "uniqueness," and dynamic capabilities exhibiting "adaptability." Therefore, this article asserts that the sustainable competitive advantage of businesses necessitates industry environmental analysis, understanding the competitive landscape and life cycle of the industry, and formulating corresponding goals and strategies based on their resources, capabilities, and dynamic capabilities to gradually establish a sustainable competitive advantage.參考文獻 一、 中文部分方至民（2000）。企業競爭優勢。前程企業管理有限公司。方至民、李世珍合著（合著）（2014）。管理學。前程企業管理有限公司。司徒達賢（1995）資源基礎理論與企業競爭優勢關係之探討。《行政院國 家科學委員會專題研究計畫成果報告》，台北：國科會。李明軒、丘如美（譯）（2003）競爭優勢(上/下)(Competitive Advantage by Porter E. Michael)。台北:天下文化。吳思華（1996）策略九說，策略思考的本質。台北:麥田出版社。吳思華（2000）。策略九說（3rd ed.）。台北:臉譜出版。吳錦錩（2005）。從資源基礎、能耐基礎與動態能力觀點探討企業持續性競爭優勢構面。《東海管理評論》，7(1)，137-166。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》，9(2)，1-34。吳錦錩（2006）。建構企業持續性競爭優勢-以台灣資訊科技公司為例。《東吳經濟商學學報》，53，65-134。張瑜軒（2011）。跨國企業在中國大陸子公司的開創:動態能力觀點-以新能源產業為例。國立中山大學人力資源管理研究所未出版之碩士論文，5-14。張旭男（2001）。應用動態能力架構探討企業發展途徑。東海大學企業管理學系碩士論文。梅明德（2002）。產業分析講義。楊雅君（2010）。以資源基礎理論觀點探討企業競爭優勢之研究。國立高雄第一科技大學企業管理研究所未出版之碩士論文，4-23。鄒國慶（2003）。企業持續經爭優勢的經濟學評析。《當代經濟研究》，第4期。二、 英文部分Barney, J. B. (1986a). Type of competition and the theory of strategy: Toward an integrative framework. Academy of Management Review, 11(4), 791-800.Barney, J. B. (1986b). Organizational culture: Can it be a source of sustained. competitive advantage. Academy of Management Review, 11(4), 656-665.Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of. Management, 17(1), 99-120.Collis, D. J. (1991). A resource-based analysis of global competition: The case of the bearings industry. Strategic Management Journal, 12, 49-68.Collis, D. J. (1994). Research Note: How valuable are organizational capabilities? Strategic Management Journal, 15, 143-152.Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3), 114-135.Hall, R. (1992). The strategic analysis of intangible resources. Strategic Management Journal, 13, 135-144.Hall, R. (1993). A framework linking intangible resources and capabilities to. sustainable competitive advantage. Strategic Management Journal, 14, 607-618.Hamel, G. (1994). The concept of core competence. In G. Hamel & A. Heene (Eds.), Competence-Based Competitive (pp. 11-33). Wiley.Henderson, R., & Cockburn, I. (1994). Measuring competence? Exploring firm effects in pharmaceutical research. Strategic Management Journal, 15, 63-84.Hofer, C. W., & Schendel, D. (1978). Strategic formulation: Analytical concepts. West.Klein, J., Gee, D., & Jones, H. (1998). Analyzing clusters of skills in R&D: Core competencies, metaphors, visualization, and the role of IT. R&D Management, 28(1), 37-42.Mahoney, J. T., & Pandian, J. R. (1992). The resource-based view within the. conversation of strategic management. Strategic Management Journal, 13, 363-380.Nanda, A. (1996). Resources, capabilities, and competencies. In A. Edmondson & B. Moingeon (Eds.), Organizational learning and competitive advantage (pp. 93-120). SAGE Publications Ltd.Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. The Free Press.Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. The Free Press.Sanchez, R. (1995). Strategic flexibility in product competition. Strategic Management Journal, 16(Special Issue), 135-159.Sanchez, R., & Heene, A. (1997). Reinventing strategic management: New theory and practice for competence-based competition. European Management Journal, 15(3), 303-317.Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.Teece, D. J. (2007). Explicating dynamic capabilities: The nature and micro-foundations of sustainable enterprise performance. Strategic Management Journal, 28(13), 1319-1350.Teece, D. J. (2012), Dynamic capabilities: routines versus entrepreneurial action, Journal of Management Studies, 49(8), 1395-1401.Teece, D. J. (2014a), A dynamic capabilities-based entrepreneurial theory of the multinational enterprise, Journal of International Business Studies, 45(1), 8-37.Teece, D. J. (2014b), The foundations of enterprise performance: dynamic and ordinary capabilities in an (economy) theory of firms, The Academy of Management of Perspectives, 28(4), 328-352.Teece, D. J. (2017), Towards a capability theory of (innovating) firms: implications for management and policy, Cambridge Journal of Economics, 41(3), 693-720.Teece, D. J. (2018a), Business models and dynamic capabilities, Journal of Long Range Planning, 51(1), 40-49.Teece, D. J. (2018b), Dynamic capabilities as (workable) management systems theory, Journal of Management and Organization, 24 (3), 359-368.Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5, 171-180. 描述 碩士
國立政治大學
科技管理與智慧財產研究所
110364104資料來源 http://thesis.lib.nccu.edu.tw/record/#G0110364104 資料類型 thesis dc.contributor.advisor 鄭至甫 zh_TW dc.contributor.author (Authors) 王祺均 zh_TW dc.contributor.author (Authors) Wang, Chi-Chun en_US dc.creator (作者) 王祺均 zh_TW dc.creator (作者) Wang, Chi-Chun en_US dc.date (日期) 2023 en_US dc.date.accessioned 2-Aug-2023 14:12:45 (UTC+8) - dc.date.available 2-Aug-2023 14:12:45 (UTC+8) - dc.date.issued (上傳時間) 2-Aug-2023 14:12:45 (UTC+8) - dc.identifier (Other Identifiers) G0110364104 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/146607 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理與智慧財產研究所 zh_TW dc.description (描述) 110364104 zh_TW dc.description.abstract (摘要) 企業持續性競爭優勢的關鍵成功因素是許多經營者在經營一間企業後，為了成功獲取績效所思考的問題之一。我們知道，許多企業的發展就如同產業生命週期一般，有起有伏。此外，企業所追求的目標不僅僅是獲利與績效，更希望能在市場中佔領一席之地並實現永續經營。然而，現實環境中，充斥著太多的變數與風險，挑戰著企業。對內，企業需要整合部門間的衝突；對外，則必須面對競爭者的威脅和大環境衝擊，並迅速做出最佳因應。因此，企業的永續生存似乎變得越來越困難。本文探討了企業持續性競爭優勢的形成和維持機制。過去的競爭理論主要關注企業的外部環境和內部資源兩個層面。然而，本文引入了動態能力觀點，該觀點著重於企業在不斷變化的環境中的能力和應變策略。綜合考慮外部環境分析、內部資源整合和動態能力的角度，本文提供了一個全面的框架來理解企業在多變的競爭環境中的行為和策略。本文的研究對象是以電腦視覺技術為核心技術，提供AI解決方案的個案B公司。通過深入訪談和分析該公司所處的產業環境，本文將探討該公司的持續性競爭優勢，並分析其競爭優勢的原因以及如何維持競爭優勢。盤點B公司競爭優勢的來源，主要包括資源、能力和動態能力。並且深入探討其持續性競爭優勢來源的屬性，發現資源符合「價值性」、能力符合「獨特性」、動態能力具備「動態性」。因此，本文認為企業的持續性競爭優勢需要透過產業環境分析，了解其所處產業的競爭狀況和生命週期，並根據其資源、能力和動態能力制定相應的目標和策略，逐步建立持續性的競爭優勢。 zh_TW dc.description.abstract (摘要) The key success factors for sustaining competitive advantage in businesses are among the questions many operators contemplate in order to achieve successful performance after running a company. We understand that the development of many businesses follows a similar pattern to that of an industry life cycle, with ups and downs. Furthermore, the objectives pursued by businesses extend beyond profitability and performance; they also aspire to secure a position in the market and achieve long-term sustainability. However, the reality is filled with numerous variables and risks that challenge enterprises. Internally, businesses need to integrate conflicts among departments, while externally, they must confront threats from competitors and cope with environmental impacts, requiring swift and optimal responses. As a result, the survival of businesses seems to be increasingly difficult.This article explores the mechanisms behind the formation and maintenance of sustainable competitive advantage in businesses. Traditional competition theories have primarily focused on two dimensions: the external environment and internal resources of a company. However, this article introduces the perspective of dynamic capabilities, which emphasizes a company`s abilities and adaptive strategies in a constantly changing environment. By considering the perspectives of external environmental analysis, internal resource integration, and dynamic capabilities, this article provides a comprehensive framework for understanding the behavior and strategies of businesses in dynamic competitive environments.The research in this article focuses on Company B, a case study that provides AI solutions with computer vision technology as its core. Through in-depth interviews and analysis of the industry environment in which the company operates, this article examines the sustainable competitive advantage of Company B, analyzes the factors contributing to its competitive advantage, and explores how to maintain it. The sources of Company B`s competitive advantage are primarily derived from its resources, capabilities, and dynamic capabilities. Furthermore, the attributes of its sustainable competitive advantage are identified, with resources demonstrating "value," capabilities embodying "uniqueness," and dynamic capabilities exhibiting "adaptability." Therefore, this article asserts that the sustainable competitive advantage of businesses necessitates industry environmental analysis, understanding the competitive landscape and life cycle of the industry, and formulating corresponding goals and strategies based on their resources, capabilities, and dynamic capabilities to gradually establish a sustainable competitive advantage. en_US dc.description.tableofcontents 目錄中文摘要...........................................IABSTRACT..........................................II誌謝...............................................IV目錄...............................................V表目錄.............................................VII圖目錄.............................................VIII第一章 緒論.......................................1第一節 研究背景與動機.................................1第二節 研究問題與目的.................................3第二章 文獻探討....................................5第一節 企業持續性競爭優勢……............................5第二節 產業環境分析………................................8第三節 資源基礎理論...................................17第四節 動態能力......................................22第五節 從資源基礎理論、動態能力理論探究企業持續性競爭優勢之建構.27第三章 研究方法....................................30第一節 研究架構....................................30第二節 個案研究法與資料搜集..........................32第三節 個案選擇與訪談樣本..............................34第四章 研究分析....................................36第一節 B公司與產業簡介................................36第二節 產業環境分析...................................48第三節 B公司持續性競爭優勢分析..........................58第五章 結論與建議...................................78第一節 研究發現.......................................78第二節 研究討論.......................................81第三節 研究結論與貢獻..................................83第四節 研究限制與建議..................................85參考文獻.............................................92附錄一 個案公司訪談大綱……...............................96附錄二 正式訪談內容文字稿…….............................100 zh_TW dc.format.extent 1944624 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0110364104 en_US dc.subject (關鍵詞) 持續性競爭優勢 zh_TW dc.subject (關鍵詞) 動態能力觀點 zh_TW dc.subject (關鍵詞) 資源 zh_TW dc.subject (關鍵詞) 能力 zh_TW dc.subject (關鍵詞) 動態能力 zh_TW dc.subject (關鍵詞) Sustained Competitive Advantage en_US dc.subject (關鍵詞) Dynamic Capabilities Perspective en_US dc.subject (關鍵詞) Resources en_US dc.subject (關鍵詞) Capabilities en_US dc.subject (關鍵詞) Dynamic Capabilities en_US dc.title (題名) 探究企業持續性競爭優勢-以B公司為個案研究 zh_TW dc.title (題名) The Exploring of Sustainable Competitive Advantage of Enterprises- A Case Study of B Company en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、 中文部分方至民（2000）。企業競爭優勢。前程企業管理有限公司。方至民、李世珍合著（合著）（2014）。管理學。前程企業管理有限公司。司徒達賢（1995）資源基礎理論與企業競爭優勢關係之探討。《行政院國 家科學委員會專題研究計畫成果報告》，台北：國科會。李明軒、丘如美（譯）（2003）競爭優勢(上/下)(Competitive Advantage by Porter E. Michael)。台北:天下文化。吳思華（1996）策略九說，策略思考的本質。台北:麥田出版社。吳思華（2000）。策略九說（3rd ed.）。台北:臉譜出版。吳錦錩（2005）。從資源基礎、能耐基礎與動態能力觀點探討企業持續性競爭優勢構面。《東海管理評論》，7(1)，137-166。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》，9(2)，1-34。吳錦錩（2006）。建構企業持續性競爭優勢-以台灣資訊科技公司為例。《東吳經濟商學學報》，53，65-134。張瑜軒（2011）。跨國企業在中國大陸子公司的開創:動態能力觀點-以新能源產業為例。國立中山大學人力資源管理研究所未出版之碩士論文，5-14。張旭男（2001）。應用動態能力架構探討企業發展途徑。東海大學企業管理學系碩士論文。梅明德（2002）。產業分析講義。楊雅君（2010）。以資源基礎理論觀點探討企業競爭優勢之研究。國立高雄第一科技大學企業管理研究所未出版之碩士論文，4-23。鄒國慶（2003）。企業持續經爭優勢的經濟學評析。《當代經濟研究》，第4期。二、 英文部分Barney, J. B. (1986a). Type of competition and the theory of strategy: Toward an integrative framework. Academy of Management Review, 11(4), 791-800.Barney, J. B. (1986b). Organizational culture: Can it be a source of sustained. competitive advantage. Academy of Management Review, 11(4), 656-665.Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of. Management, 17(1), 99-120.Collis, D. J. (1991). A resource-based analysis of global competition: The case of the bearings industry. Strategic Management Journal, 12, 49-68.Collis, D. J. (1994). Research Note: How valuable are organizational capabilities? Strategic Management Journal, 15, 143-152.Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3), 114-135.Hall, R. (1992). The strategic analysis of intangible resources. Strategic Management Journal, 13, 135-144.Hall, R. (1993). A framework linking intangible resources and capabilities to. sustainable competitive advantage. Strategic Management Journal, 14, 607-618.Hamel, G. (1994). The concept of core competence. In G. Hamel & A. Heene (Eds.), Competence-Based Competitive (pp. 11-33). Wiley.Henderson, R., & Cockburn, I. (1994). Measuring competence? Exploring firm effects in pharmaceutical research. Strategic Management Journal, 15, 63-84.Hofer, C. W., & Schendel, D. (1978). Strategic formulation: Analytical concepts. West.Klein, J., Gee, D., & Jones, H. (1998). Analyzing clusters of skills in R&D: Core competencies, metaphors, visualization, and the role of IT. R&D Management, 28(1), 37-42.Mahoney, J. T., & Pandian, J. R. (1992). The resource-based view within the. conversation of strategic management. Strategic Management Journal, 13, 363-380.Nanda, A. (1996). Resources, capabilities, and competencies. In A. Edmondson & B. Moingeon (Eds.), Organizational learning and competitive advantage (pp. 93-120). SAGE Publications Ltd.Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. The Free Press.Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. The Free Press.Sanchez, R. (1995). Strategic flexibility in product competition. Strategic Management Journal, 16(Special Issue), 135-159.Sanchez, R., & Heene, A. (1997). Reinventing strategic management: New theory and practice for competence-based competition. European Management Journal, 15(3), 303-317.Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.Teece, D. J. (2007). Explicating dynamic capabilities: The nature and micro-foundations of sustainable enterprise performance. Strategic Management Journal, 28(13), 1319-1350.Teece, D. J. (2012), Dynamic capabilities: routines versus entrepreneurial action, Journal of Management Studies, 49(8), 1395-1401.Teece, D. J. (2014a), A dynamic capabilities-based entrepreneurial theory of the multinational enterprise, Journal of International Business Studies, 45(1), 8-37.Teece, D. J. (2014b), The foundations of enterprise performance: dynamic and ordinary capabilities in an (economy) theory of firms, The Academy of Management of Perspectives, 28(4), 328-352.Teece, D. J. 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