| dc.contributor.advisor | 羅明琇 | zh_TW |
| dc.contributor.author (Authors) | 李志曜 | zh_TW |
| dc.contributor.author (Authors) | Lee, Chih-Yao | en_US |
| dc.creator (作者) | 李志曜 | zh_TW |
| dc.creator (作者) | Lee, Chih-Yao | en_US |
| dc.date (日期) | 2020 | en_US |
| dc.date.accessioned | 6-Apr-2020 14:44:45 (UTC+8) | - |
| dc.date.available | 6-Apr-2020 14:44:45 (UTC+8) | - |
| dc.date.issued (上傳時間) | 6-Apr-2020 14:44:45 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0107932430 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/129216 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 經營管理碩士學程(EMBA) | zh_TW |
| dc.description (描述) | 107932430 | zh_TW |
| dc.description.abstract (摘要) | 2000年初，台灣與中國大陸正式對兩岸的開放，讓H公司看到了一個契機。也由於兩岸語言，文化相同。讓許多企業萌發西進中國大陸開拓第二個市場，當時中國政府也抱持著積極、友善的態度，接受西進的台商。 給予相當大的支持與優惠力度。當時H公司由陳副董事長(目前職務：集團董事長)帶領一個團隊深耕上海，並瞭解其他台商如何在地經營。調整在當地的方針與策略，如何因地制宜，雙融合一。當時中國的開放，讓台商看到更多的希望，更願意遷廠，甚至舉家搬遷至中國長久經營。當時在中國的高科技產業寥寥可數。從2000年開始的上海中芯半導體。2001年上海宏力半導體為開頭，後續的面板廠，PCB廠，封裝測試廠，太陽能廠，相繼如雨後春筍般努力建廠，此舉也讓台商看到希望紛紛西進，也讓當地政府看到台商的能力與魄力，也算開啟台商大躍西進的開端。 | zh_TW |
| dc.description.abstract (摘要) | At the beginning of 2000,Taiwan and Mainland China formally opened to the two sides of the strait,which provided an opportunity for the H company. Meanwhile, due to the same language and culture,numerous enterprises initiated the idea of developing the second market in mainland China. At that time,the Chinese government also took a positive and friendly attitude to accept the Taiwanese businessmen who entered the west and give considerable support and preference.During that time,vice chairman Chen (whose current position is group chairman) led a team of H company to arduously struggle in Shanghai,probe the operating approaches of other Taiwanese businesses in mainland to adjust the local policies and strategies and adapt measures to the local conditions to achieve two-in-one effect. At that time,with the implementation of China`s opening up policy,Taiwanese businessmen saw more hopes and were more willing to move factories or even move their families to China for long-term operation. Meanwhile,there were extraordinarily few high-tech industries in China. From the beginning of Shanghai SMIC Semiconductor Co.,Ltd. in 2000 and Shanghai Hongli Co.,Ltd.semiconductor in 2001 to the subsequent panel factories,PCB factories,packaging and testing factories,and solar energy factories,the high-tech industries were continuously springing up like bamboo shoot. This move also made Taiwanese businesses saw the future to move westward ceaselessly. Simultaneous,it let the local government realize the ability and courage of Taiwanese,which was also the beginning of a great leap westward. | en_US |
| dc.description.tableofcontents | 第一章 緒論 1第一節 研究背景與動機 1第二節 研究內容 2第二章 文獻探討 3第一節 競爭策略 3第二節 五力分析 6第三節 價值鏈（Value Chain）分析 8第四節 人力資源管理策略 9第三章 個案分析 12第一節 個案公司介紹 12第二節 H 公司個案分析 14第四章 H公司之競爭策略與五力分析 26第一節 現有廠商的競爭 26第二節 買方議價能力 27第三節 上下游相對議價力 27第四節 潛在競爭者分析 28第五節 替代品分析 28第五章 工程企業價值鏈與人力管理資源策略 29第一節 工程企業的價值鏈分析 29第二節 工程公司-人力資源管理 34第六章 結論 35參考文獻 37 | zh_TW |
| dc.format.extent | 946319 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0107932430 | en_US |
| dc.subject (關鍵詞) | 競爭策略 | zh_TW |
| dc.subject (關鍵詞) | 五力分析 | zh_TW |
| dc.subject (關鍵詞) | 價值鏈 | zh_TW |
| dc.subject (關鍵詞) | 人力資源 | zh_TW |
| dc.title (題名) | H工程公司在中國高科技產業之競爭與價值鏈分析 | zh_TW |
| dc.title (題名) | A competitiveness and value chain analysis of H engineering company in China`s high-tech industry | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 中文文獻書籍[1].黃良志、黃家齊、溫金豐、廖文志、韓志翔，(2017)。人力資源管理Human Resource Management理論與實務，四版。[2].趙豔麗，（2016）。迴圈經濟下企業環境成本控制策略研究[J]，經濟師。[3].滕雪，(2019)。基於企業內部價值鏈的戰略成本管理分析[J]，現代行銷(經營版)。期刊論文[1]. 王磊、劉洪濤、李垣 ，(1999)。當代企業戰略研究的理論基礎綜述[J]，經濟學動態，2，5-6。[2].嚴建援、顏承捷、秦凡，(2003)。企業戰略聯盟的動機、形態及其績效的研究綜述[J]，南開學報，6。[3].席酉民、姚小濤 ，(2003)。複雜多變環境下和諧管理理論與企業戰略分析框架[J]，管理科學 ，4，9-10。[4].劉炳南，(2000，10)。現代企業管理.西安:西北工業大學出版社.[5].趙朝府，(2016)。企業物資採購成本管理及控制研究[J].，科技經濟市場，05，68-69。[6].潘振威，(2019)。基於企業內部價值鏈的戰略成本管理研究[J].中國集體經濟，13，37-38。[7].高靜 ，(2019)。週報差異化競爭策略[J].新聞前哨，11，62-63。[8].李梅、金照林，(2003)。顧客價值創新，動態環境下的企業戰略新邏輯[J]，經濟管理·新管理，12。[9].孫曉嶺，(2004)。企業競爭新思維: 超越“顧客導向” [J].經濟管理·新管理， 1.[10].徐全軍，(2003)。企業理論新探，企業自組織理論[J]，南開管理評論，3。[11].武亞軍，(1999)。90年代企業戰略管理理論的發展與研究趨勢[J]，南開管理評論，1。[12].姚小濤，(2003)。戰略管理理論研究的發展歷程與展望[J]，預測，6。博碩士學位論文[1].趙志遠(2008)。兩岸TFT-LCD製造商競合策略分析[D]，復旦大學。[2].張棟(2014)。企業價值鏈成本管理研究[D]，山東財經大學。[3].何文章(2013)。企業能力視角下產業價值鏈價值創造研究[D]，江西財經大學。[4].岳亞南(2019)。價值鏈視角下的建築施工企業成本控制研究[D].湖北工業大學。網際網路[1].競爭策略,企業競爭策略，上網日期2020年1月16日，檢自,https://zhidao.baidu.com/question/515496092.html[2].價值鏈,企業價值鏈，上網日期2020年1月16日,檢自,http://www.managershare.com/wiki/波特價值鏈分析模型[3].深圳億圖,什麼是波特五力模型分析，上網日期2020年1月16日，檢自,https://www.edrawsoft.cn/businessform-fenximoxing[4].UIS,公司背景介紹,上網日期2020年1月5日,檢自:http://www. uisco.com.tw英文文獻期刊論文[1].Anonymous. Research & Markets,(2009). US Construction Industry - Porter`s Five Forces Strategy Analysis Uses Concepts Developed In Industrial Organization (IO) Economics[J]. M2 Presswire.[2].Anonymous. Research & Markets,(2008).Chinas Financial Services Industry - Porters Five Forces Strategy Analysis-More Than 60% Of Survey Respondents Say That China Will Be Important Or Very Important To Their Organization In 2010[J]. M2 Presswire.[3].Caterina,Contini,Giuseppe,Marotta,Biancamaria,Torquati,(2020,8).Multi-actor approaches to implement cooperative strategies and value chains based on sustainability[J]. Agricultural and Food Economics,(1).[4].Chyi Lee,C. & Yang,J.,(2000)."Knowledge value chain", Journal of Management Development, Vol. 19 No. 9,,pp. 783-794.[5].Chyi Lee,C. & Yang,J.,(2000)."Knowledge value chain", Journal of Management Development, Vol. 19 No. 9, pp. 783-794.[6].Günter K. Stahl,Chris J. Brewster,David G. Collings,Aida Hajro,(2019). Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM[J]. Human Resource Management Review.[7].Jan Philipp Werning,Stefan Spinler,(2020).Transition to circular economy on firm level: Barrier identification and prioritization along the value chain[J]. Journal of Cleaner Production,245.[8].Kudret Celtekligil,Zafer Adiguzel,(2019).Analysis of The Effect of Innovation Strategy and Technological Turbulence on Competitive Capabilities and Organizational Innovativeness in Technology Firms[J]. Procedia Computer Science,158.[9].Massie, D,(2012)."Interlending trending: a look ahead from atop the data pile", Interlending & Document Supply,Vol.40 No.2,pp.125-130.[10].R.H. Hamilton,William A. Sodeman,(2020).The questions we ask: Opportunities and challenges for using big data analytics to strategically manage human capital resources[J]. Business Horizons,63(1).[11].Sri Sarjana,Nur Khayati,(2019).Effective Business Strategy:Key to Winning Business Competition in Industrial Estate[P]. Proceedings of the International Conference on Trade 2019 (ICOT 2019). | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/NCCU202000372 | en_US |
