| dc.creator (作者) | 于卓民;曾紀幸;司徒達賢 | zh_TW |
| dc.date (日期) | 1997 | en_US |
| dc.date.accessioned | 25-十一月-2008 10:30:48 (UTC+8) | - |
| dc.date.available | 25-十一月-2008 10:30:48 (UTC+8) | - |
| dc.date.issued (上傳時間) | 25-十一月-2008 10:30:48 (UTC+8) | - |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/10192 | - |
| dc.description.abstract (摘要) | 本研究以「資源基礎理論」觀點來探討臺灣優勢廠商之資源管理，目的在建立與 發展臺灣企業之資源管理模式，豐富並精煉資源基礎理論。 所探討之問題包括有：1. 我國 優勢企業有那些關鍵之核心資源？2. 這些優勢核心資源具有那些特性， 為何能形成企業之 競爭優勢？3. 我國廠商如何形成與累積這些優勢資源？4. 廠商如何管理或保護這些優勢核 心資源？本研究使用之研究方法包括有：「文獻回顧法」、「個案深度訪談法」與「實地參 與觀察法」等， 經分析 20 家具代表性之臺灣優勢廠商，重要結論有：1. 臺灣優勢廠商主 要包括有創業精神等 16 項關鍵之核心資源，多數之資源為「能力」項目。 2. 形成持續性 競爭優勢之資源特性包括有：「有價值的」、「非市場的」、「困難建構的」、「競爭隔絕 的或主動攻擊的」、「專享的」等特性。 3. 廠商主要依賴「學習」建構資源，累積方式約 略可分為「盤旋而上型」與「向下紮根型」二種模式。 4. 廠商核心資源之保護機制主要有 五種方法：（１）關鍵人員之穩定機制。（２）價值活動之重切割。（３）關鍵活動與核心 資源之內化。（４）核心資源之「檔案化」。（５）資源之「團隊化」替代「個人化」。 | - |
| dc.description.abstract (摘要) | Taking advantage of the resource-based theory, this research study explores the resource management of Taiwan`s competitive firms. The purpose of this study is to establish and develop a model of managing resources for Taiwan`s enterprises, and in the meantime, to enrich as well as improve the resourcebased theory. Questions explored in the study include: 1. What key core-resources do Taiwan`s competitive firms own? 2. What are some of the characteristics of these competitive core-resources? And why can they form competitive advantages for Taiwan`s enterprises? 3. How do Taiwan`s firms build and accumulate these competitive core-resources? 4. How do firms in Taiwan manage or protect these core-resources? Literature review, in-depth case interviews, and field studies are the methods used in conducting this research. After analyzing 20 representative firms, we have the following important findings: 1. Taiwan`s competitive firms possess 16 key core-resources including "entrepreneurship," and most of the core-resources have to do with competence of various kinds. 2. The characteristics of the core-resources that constitute the enduring competitive advantages are those that have to do with Valuable, Nonmarketable, Hard to Build, Competition Isolating or Initiativly, and Appropriability, etc. 3. Most of Taiwan firms rely on learning to accumulate core-resources. The manner of accumulation consists of two types: that of spiral-up, and that of root-down. 4. The protective functions of the firms` core-resources include: (a) the stabilizing function of key personnel, (b) the repartition of value-activity, (c) the internalization of key activities and core resources, (d) the establishment of files of core resources, (e) team work rather than individual performance. | - |
| dc.format | application/ | en_US |
| dc.language | zh-TW | en_US |
| dc.language | en-US | en_US |
| dc.language.iso | en_US | - |
| dc.relation (關聯) | 管理學報, (14), 155-176 | en_US |
| dc.subject (關鍵詞) | 多國籍企業 ; 網路關係 | - |
| dc.subject (關鍵詞) | Multinational corporation ; network relations | - |
| dc.title (題名) | 環境特性與公司特性對多國籍企業網路關係之影響—在台外商公司之實證研究 | zh_TW |
| dc.title.alternative (其他題名) | Environmental Characters and Company Characters on Multinational Corporation Network Relations: An Empirical Study of MNC`s Subsidiaries in Taiwan | - |
| dc.type (資料類型) | article | en |
