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題名 企業升級與轉型之策略與管理-以動態能力觀之
Strategies and Management of Upgrading and Transforming Businesses, From the Perspective of Dynamic Capabilities作者 王金來
Wang, Chin-Lai貢獻者 于卓民<br>黃國峯
Yu, Chwo-Ming<br>Huang, Kuo-Feng
王金來
Wang, Chin-Lai關鍵詞 企業升級與轉型
併購式成長策略
內生式成長策略
聯盟式成長策略
組織與管理流程
動態能力
高階動態能力
創業家能力
Strategies and Management of Upgrading and Transforming Businesses
Strategy of Merger and Acquisition Growth
Strategy of Generic and Organic Growth
Strategy of Alliance and Networking Growth
Organizational and Managerial Processes
Dynamic Capabilities
Higher-order Dynamic Capabilities
Entrepreneurial Capabilities日期 2020 上傳時間 1-七月-2020 13:30:16 (UTC+8) 摘要 升級與轉型是企業追求績效與競爭優勢的發展過程，本研究由企業實務方法與作法及產業驅動與政府推動方向，說明企業升級與轉型之策略與管理-以動態能力觀之，此一主題的研究背景與個案現象，再以「台灣晶圓產業的成長之路:中美矽晶併購GlobiTech」個案例示，反映研究之議題，進而確立研究問題與目的。研究方法係透過脈絡搜尋符合升級與轉型情境之台灣企業，包括採用併購式成長策略之中美矽晶與如興公司，選擇內生式成長策略之敦吉科技與旺宏電子，及採用聯盟式成長策略之晶華酒店與佳世達科技等六家上市櫃公司，進行質性個案研究分析。升級指的是技術升級、價值升級，轉型則是指營運模式或組織型態的轉換及改變。台灣企業界通常將升級與轉型併聯使用以彰顯其連動影響及重要性。本研究分別建構併購式成長策略、管理流程、動態能力與財務績效間之整合績效管理模式，內生式成長策略之整合績效管理模式及聯盟式成長策略之整合績效管理模式，以探討升級與轉型及動態能力間之關聯性。根據研究發現，台灣企業升級與轉型之策略選擇，具有策略選擇轉變與多重組合運用的特性。如中美矽晶超前部署併購前之投資聯盟關係，而結合聯盟基礎動態能力與併購基礎動態能力;敦吉科技與旺宏電子採行內生式成長策略，並與上下游客戶建立長期策略聯盟關係，而建構強大之創新基礎動態能力與聯盟基礎動態能力;晶華酒店以「加盟-併購-聯盟」之策略轉變，佳世達科技採用「先聯盟-再併購」的策略組合，緊密結合聯盟基礎動態能力與併購基礎動態能力;企業進行策略轉變或採行策略組合，在管理流程建構多重組合之動態能力，對升級與轉型之財務績效有正向影響。本研究除探討升級與轉型及動態能力間之關聯性外，並就個案研究內容，先提出研究發現進行討論，根據研究發現作成結論，以探索企業升級與轉型之策略選擇、管理流程與動態能力對財務績效的影響，進而建構企業升級與轉型之策略與管理理論架構。另外，根據個案訪談內容與發現，整理出六家個案公司董事長所展現之台灣企業家精神與創業家特質能力項目，紮根後綜合歸納出願景目標、策略管理、創新技術、人才資金、營運模式、利基市場、數位資訊及績效指標等八大企業層級營運構面。企業最高管理階層於企業層級之營運構面建構強大的偵測變化、捕捉商機及重組與轉型等高階動態能力，就是「創業家能力」。經比擬人體機能，而建構企業升級與轉型之創業家能力管理模式及企業升級與轉型之策略與管理整合架構。動態能力強大的企業通常是擁有高度創業家能力的企業，其所達成之升級與轉型財務績效較佳。創業家能力管理模式，可作為企業董事會、董事長或執行長建立傳承與接班計畫的重要參考內容。
Upgrading and transforming businesses are the growing processes for pursuit of excellent performance and competitive advantage. This DBA Dissertation first started with the driving forces directed by common practice and industrial policies in Taiwan, to address the research background and phenomenon of the subject, “Strategies and Management of Upgrading and Transforming Businesses, from the Perspective of Dynamic Capabilities.” The case study on “The Growth of Taiwan Wafer Industry: Acquisition of GlobiTech by Sino-American Silicon Products Inc.”, was first used to depict the topic and then develop the relevant research questions and purposes. Following the context as guidance, six cases were selected in Taiwan for further research by qualitative method, which include Sino-American Silicon Products Inc. and Roo Hsing Co., Ltd., driven by the strategy of merger and acquisition growth; Audix Corporation and Macronix International Co., Ltd., driven by the strategy of generic and organic growth; Silk Hotel Group and Qisda Corporation, two cases driven by the strategy of alliance and networking growth.Upgrading is meant to be the improvement in technology or enhancement in value. Transforming is meant to be the transformation and change in business model or organization structure. In Taiwan, the terms of Upgrading and Transforming are commonly used in parallel to highlight its linkage and importance. This research constructed an integrated performance model for the strategy of merger and acquisition growth, and among managerial process, dynamic capabilities and financial performance; then for the strategy of generic and organic growth, and for the strategy of alliance and networking growth, respectively. Based on the research finding, the selection of growth strategy for upgrading and transforming businesses in Taiwan, has demonstrated its various change and multiple combination in nature. For instance, Sino-American Silicon Products Inc. advanced its investment alliance before merger and acquisition in order to combine the alliance based dynamic capabilities with its acquisition based dynamic capabilities. Audix Corporation and Macronix International Co., Ltd. chose the strategy of generic and organic growth, and built long-term relationship with its customers and suppliers by strategic alliance, in order to enhance its stronger innovation based dynamic capabilities and alliance based dynamic capabilities. Silk Hotel Group applied the strategy combination of alliance-acquisition-alliance, and Qisda Corporation adopted the strategy combination of alliance-first and acquisition-second, in order to closely combine the alliance based dynamic capabilities and acquisition based dynamic capabilities. The company which has experienced strategy change or applied strategy combination, constructs its multiple combination of dynamic capabilities in the corresponding managerial process, would have positive financial impact resulted from the upgrading and uransforming businesses.As stated in the previous paragraph, an integrated performance management model composed of growth strategy, managerial process, dynamic capabilities and financial performance was constructed as research structure for the strategy of merger and acquisition growth, the strategy of generic and organic growth, and the strategy of alliance and networking growth, respectively, in order to further study the correlation between upgrading and transforming businesses, and its dynamic capabilities. Based on the case studies, the preliminary results were summarized first for discussion, and then the conclusions were reached according to the final findings, in order to explore how the strategy selection, managerial processes and dynamic capabilities will affect its financial performance, and then to construct a theoretic framework for strategies and management of upgrading and transforming businesses.Additionally, eight operational dimensions at corporate level, which include vision and goal, strategy management, innovative technology, talent and funding, business model, niche market, digital information and performance index, were identified and classified after appropriate grounding and processing, for expression of the entrepreneurial spirits, characters and capabilities demonstrated by each Chairman of the six cases, based on the interviews and its study findings. The stronger higher-order dynamic capabilities of sensing change, seizing opportunities as well as reconfiguration and transformation, which are constructed and built by the top management on its operational dimension at corporate level, are exactly same as what the entrepreneurial capabilities stand for. Referring to functions of human body, the management model for entrepreneurial capabilities of upgrading and transforming businesses, and then an integrated framework for strategies and management of upgrading and transforming businesses were constructed in sequence. Usually, when the company has the stronger dynamic capabilities, the entrepreneurial capabilities will be stronger too, and the financial performance resulted from the upgrading and transforming businesses will be better. 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國立政治大學
企業管理學系
105355501資料來源 http://thesis.lib.nccu.edu.tw/record/#G0105355501 資料類型 thesis dc.contributor.advisor 于卓民<br>黃國峯 zh_TW dc.contributor.advisor Yu, Chwo-Ming<br>Huang, Kuo-Feng en_US dc.contributor.author (作者) 王金來 zh_TW dc.contributor.author (作者) Wang, Chin-Lai en_US dc.creator (作者) 王金來 zh_TW dc.creator (作者) Wang, Chin-Lai en_US dc.date (日期) 2020 en_US dc.date.accessioned 1-七月-2020 13:30:16 (UTC+8) - dc.date.available 1-七月-2020 13:30:16 (UTC+8) - dc.date.issued (上傳時間) 1-七月-2020 13:30:16 (UTC+8) - dc.identifier (其他 識別碼) G0105355501 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/130485 - dc.description (描述) 博士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理學系 zh_TW dc.description (描述) 105355501 zh_TW dc.description.abstract (摘要) 升級與轉型是企業追求績效與競爭優勢的發展過程，本研究由企業實務方法與作法及產業驅動與政府推動方向，說明企業升級與轉型之策略與管理-以動態能力觀之，此一主題的研究背景與個案現象，再以「台灣晶圓產業的成長之路:中美矽晶併購GlobiTech」個案例示，反映研究之議題，進而確立研究問題與目的。研究方法係透過脈絡搜尋符合升級與轉型情境之台灣企業，包括採用併購式成長策略之中美矽晶與如興公司，選擇內生式成長策略之敦吉科技與旺宏電子，及採用聯盟式成長策略之晶華酒店與佳世達科技等六家上市櫃公司，進行質性個案研究分析。升級指的是技術升級、價值升級，轉型則是指營運模式或組織型態的轉換及改變。台灣企業界通常將升級與轉型併聯使用以彰顯其連動影響及重要性。本研究分別建構併購式成長策略、管理流程、動態能力與財務績效間之整合績效管理模式，內生式成長策略之整合績效管理模式及聯盟式成長策略之整合績效管理模式，以探討升級與轉型及動態能力間之關聯性。根據研究發現，台灣企業升級與轉型之策略選擇，具有策略選擇轉變與多重組合運用的特性。如中美矽晶超前部署併購前之投資聯盟關係，而結合聯盟基礎動態能力與併購基礎動態能力;敦吉科技與旺宏電子採行內生式成長策略，並與上下游客戶建立長期策略聯盟關係，而建構強大之創新基礎動態能力與聯盟基礎動態能力;晶華酒店以「加盟-併購-聯盟」之策略轉變，佳世達科技採用「先聯盟-再併購」的策略組合，緊密結合聯盟基礎動態能力與併購基礎動態能力;企業進行策略轉變或採行策略組合，在管理流程建構多重組合之動態能力，對升級與轉型之財務績效有正向影響。本研究除探討升級與轉型及動態能力間之關聯性外，並就個案研究內容，先提出研究發現進行討論，根據研究發現作成結論，以探索企業升級與轉型之策略選擇、管理流程與動態能力對財務績效的影響，進而建構企業升級與轉型之策略與管理理論架構。另外，根據個案訪談內容與發現，整理出六家個案公司董事長所展現之台灣企業家精神與創業家特質能力項目，紮根後綜合歸納出願景目標、策略管理、創新技術、人才資金、營運模式、利基市場、數位資訊及績效指標等八大企業層級營運構面。企業最高管理階層於企業層級之營運構面建構強大的偵測變化、捕捉商機及重組與轉型等高階動態能力，就是「創業家能力」。經比擬人體機能，而建構企業升級與轉型之創業家能力管理模式及企業升級與轉型之策略與管理整合架構。動態能力強大的企業通常是擁有高度創業家能力的企業，其所達成之升級與轉型財務績效較佳。創業家能力管理模式，可作為企業董事會、董事長或執行長建立傳承與接班計畫的重要參考內容。 zh_TW dc.description.abstract (摘要) Upgrading and transforming businesses are the growing processes for pursuit of excellent performance and competitive advantage. This DBA Dissertation first started with the driving forces directed by common practice and industrial policies in Taiwan, to address the research background and phenomenon of the subject, “Strategies and Management of Upgrading and Transforming Businesses, from the Perspective of Dynamic Capabilities.” The case study on “The Growth of Taiwan Wafer Industry: Acquisition of GlobiTech by Sino-American Silicon Products Inc.”, was first used to depict the topic and then develop the relevant research questions and purposes. Following the context as guidance, six cases were selected in Taiwan for further research by qualitative method, which include Sino-American Silicon Products Inc. and Roo Hsing Co., Ltd., driven by the strategy of merger and acquisition growth; Audix Corporation and Macronix International Co., Ltd., driven by the strategy of generic and organic growth; Silk Hotel Group and Qisda Corporation, two cases driven by the strategy of alliance and networking growth.Upgrading is meant to be the improvement in technology or enhancement in value. Transforming is meant to be the transformation and change in business model or organization structure. In Taiwan, the terms of Upgrading and Transforming are commonly used in parallel to highlight its linkage and importance. This research constructed an integrated performance model for the strategy of merger and acquisition growth, and among managerial process, dynamic capabilities and financial performance; then for the strategy of generic and organic growth, and for the strategy of alliance and networking growth, respectively. Based on the research finding, the selection of growth strategy for upgrading and transforming businesses in Taiwan, has demonstrated its various change and multiple combination in nature. For instance, Sino-American Silicon Products Inc. advanced its investment alliance before merger and acquisition in order to combine the alliance based dynamic capabilities with its acquisition based dynamic capabilities. Audix Corporation and Macronix International Co., Ltd. chose the strategy of generic and organic growth, and built long-term relationship with its customers and suppliers by strategic alliance, in order to enhance its stronger innovation based dynamic capabilities and alliance based dynamic capabilities. Silk Hotel Group applied the strategy combination of alliance-acquisition-alliance, and Qisda Corporation adopted the strategy combination of alliance-first and acquisition-second, in order to closely combine the alliance based dynamic capabilities and acquisition based dynamic capabilities. The company which has experienced strategy change or applied strategy combination, constructs its multiple combination of dynamic capabilities in the corresponding managerial process, would have positive financial impact resulted from the upgrading and uransforming businesses.As stated in the previous paragraph, an integrated performance management model composed of growth strategy, managerial process, dynamic capabilities and financial performance was constructed as research structure for the strategy of merger and acquisition growth, the strategy of generic and organic growth, and the strategy of alliance and networking growth, respectively, in order to further study the correlation between upgrading and transforming businesses, and its dynamic capabilities. Based on the case studies, the preliminary results were summarized first for discussion, and then the conclusions were reached according to the final findings, in order to explore how the strategy selection, managerial processes and dynamic capabilities will affect its financial performance, and then to construct a theoretic framework for strategies and management of upgrading and transforming businesses.Additionally, eight operational dimensions at corporate level, which include vision and goal, strategy management, innovative technology, talent and funding, business model, niche market, digital information and performance index, were identified and classified after appropriate grounding and processing, for expression of the entrepreneurial spirits, characters and capabilities demonstrated by each Chairman of the six cases, based on the interviews and its study findings. The stronger higher-order dynamic capabilities of sensing change, seizing opportunities as well as reconfiguration and transformation, which are constructed and built by the top management on its operational dimension at corporate level, are exactly same as what the entrepreneurial capabilities stand for. Referring to functions of human body, the management model for entrepreneurial capabilities of upgrading and transforming businesses, and then an integrated framework for strategies and management of upgrading and transforming businesses were constructed in sequence. Usually, when the company has the stronger dynamic capabilities, the entrepreneurial capabilities will be stronger too, and the financial performance resulted from the upgrading and transforming businesses will be better. The management model for entrepreneurial capabilities of upgrading and transforming businesses can be used to form as important contents of the succession plans initiated by entrepreneurs, corporate board, chairman and CEO, etc. en_US dc.description.tableofcontents 第一章 研究背景與問題 1第一節 研究背景與個案現象 1第二節 議題描述—以「台灣晶圓產業的成長之路：中美矽晶併購GlobiTech」個案例示 8第三節 研究問題與目的 11第四節 研究方法與資料蒐集 14第二章 個案資料分析 24第一節 中美矽晶的併購式成長之路 24第二節 如興公司的併購式成長之路 36第三節 敦吉科技的內生式成長之路 47第四節 旺宏電子的內生式成長之路 59第五節 晶華酒店的聯盟式成長之路 72第六節 佳世達科技的聯盟式成長之路 84第三章 相關文獻探討 96第一節 企業之成長策略與管理 96第二節 動態能力觀點 107第三節 文獻總結與理論缺口 122第四章 研究發現之理論化 124第一節 升級與轉型及動態能力間之關聯性 124第二節 升級與轉型之策略選擇、管理流程與動態能力 145第三節 升級與轉型理論之建構 155第五章 結論與建議 166第一節 研究結論 166第二節 實務意涵與理論貢獻 170第三節 研究限制與建議 179參考文獻 184附錄 台灣晶圓產業的成長之路：中美矽晶併購GlobiTech 191 zh_TW dc.format.extent 7097738 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0105355501 en_US dc.subject (關鍵詞) 企業升級與轉型 zh_TW dc.subject (關鍵詞) 併購式成長策略 zh_TW dc.subject (關鍵詞) 內生式成長策略 zh_TW dc.subject (關鍵詞) 聯盟式成長策略 zh_TW dc.subject (關鍵詞) 組織與管理流程 zh_TW dc.subject (關鍵詞) 動態能力 zh_TW dc.subject (關鍵詞) 高階動態能力 zh_TW dc.subject (關鍵詞) 創業家能力 zh_TW dc.subject (關鍵詞) Strategies and Management of Upgrading and Transforming Businesses en_US dc.subject (關鍵詞) Strategy of Merger and Acquisition Growth en_US dc.subject (關鍵詞) Strategy of Generic and Organic Growth en_US dc.subject (關鍵詞) Strategy of Alliance and Networking Growth en_US dc.subject (關鍵詞) Organizational and Managerial Processes en_US dc.subject (關鍵詞) Dynamic Capabilities en_US dc.subject (關鍵詞) Higher-order Dynamic Capabilities en_US dc.subject (關鍵詞) Entrepreneurial Capabilities en_US dc.title (題名) 企業升級與轉型之策略與管理-以動態能力觀之 zh_TW dc.title (題名) Strategies and Management of Upgrading and Transforming Businesses, From the Perspective of Dynamic Capabilities en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文部分王一芝(2018)。”熬了八年，潘思亮竟然賣掉麗晶酒店?”，遠見雜誌。5月1日。台灣併購與私募股權協會(2019)。企業可透過併購建構跨界能力，因應全球變局，《2019台灣併購白皮書》，台北：資誠聯合會計師事務所。朱晉輝(2019)。2019 財經風雲人物科技篇，今周刊，第1201期，63-109。行政院國家發展基金委員會新聞稿(2016)。國發基金通過設立「產業創新轉型基金」， 7月26日，台北：行政院國家發展委員會。任珮云(2016)。亞洲矽谷物聯網產業大聯盟，施振榮任榮譽會長，工商時報，12月27日，今日焦點。吳先明、蘇志文(2014)。將跨國併購作為技術追趕的槓桿；動態能力視角，大陸管理世界，第4期，146-164。林介源(2013)。華為企業動態能力演進分析，國立政治大學商學院經營管理碩士學程學位論文。洪世章、譚丹琪、廖曉青(2007)。企業成長、策略選擇與策略改變，中山管理評論，第15卷第1期，11-35。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，第6卷第1期，23-47。財團法人工業技術研究院(2018)。亞洲．矽谷物聯領航創新驅動計畫結案報告，台北：行政院國家發展委員會。國家發展委員會(2016)。鏈結亞洲、連結矽谷、創新台灣，從IT到IoT的全面轉型升級發 展計畫，亞洲‧矽谷推動方案，台北：國家發展委員會官方網站。國家發展委員會(2017)。產業創新轉型基金投資作業要點，產業創新轉型基金，台北：行政院國家發展委員會官方網站。陳忠仁、郭瑞祥、劉又蜜、王珊彗(2017)。動態能力演化-王品集團之經營發展與轉型策略，產業與管理，第19卷第4期，72-98。陳厚銘(2013)。全球化與臺商的轉型升級，人文與社會科學簡訊，第15卷第1期，24-29。張磊、王金來、于卓民、顏孟賢(2019)。台灣晶圓產業的成長之路：中美晶併購GlobiTech，產業與管理論壇，工業技術研究院。黃渝婷(2015)。國際併購策略與整合-以中美矽晶為例，國立政治大學企業管理研究所碩士學位論文。彭玉樹、梁奕忠、于卓民、梁晉嘉(2010)。臺灣管理學門質性研究之回顧與展望，中山管理評論，第18卷第1期，11-40。雍惟畬、洪世章(2006)。以動態能力觀點探討明基的興起，管理與系統，第13卷第1期，99-120。劉麗惠(2017)。併購大王盧明光院士，勇於接受任何挑戰，工業技術與資訊月刊，309期07月號，33 -35。經濟部 (2019)。產業創新優化轉型，制定產業發展策略，台北：經濟部全球資訊網。ITRItech(2017)。盧明光併購六絕招救虧損創新局，i創科技電子報，7月10日，工業技術研究院。二、英文部分Afuah, A. 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