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題名 通路實虛整合之衝突與其管理機制之研究
Managing channel conflicts from bricks-and-mortar to bricks-and-clicks
作者 許惇惠
Hsu, Dun-Huei
貢獻者 于卓民
Yu, Chwo-Ming
許惇惠
Hsu, Dun-Huei
關鍵詞 實虛整合
通路衝突
管理機制
通路管理策略
電子商務
Bricks-and-Clicks
Channel Conflict
Management Mechanism
Electronic Commerce
Channel Management Strategy
日期 2021
上傳時間 2-Mar-2021 14:17:08 (UTC+8)
摘要 實虛整合議題雖累積多年的研究，但迄今對於實虛通路管理策略、通路衝突及其管理機制間之關係仍有待釐清。本論文基於此，進行2個階段研究，分別回答兩個在學術與實務上都相當重要的研究問題：(1)影響實體企業選擇不同電商採用模式(品牌購物官網、購併或使用市場B2C購物平台等)發展電子商務的組織內部因素為何？(2)實體企業進行實虛整合時，不同的通路管理策略會採取什麼行動？分別造成什麼衝突？這些衝突的來源為何？組織設計什麼衝突管理機制？
首先，研究一以透過網際網路(Internet)販售產品或提供服務給終端消費者的台灣實體企業做為研究對象，採用問卷調查研究方法進行實證，結果發現高階管理階層支持程度有助提升企業選擇完全控制電商模式(如自營品牌購物官網)進入虛擬線上市場的機率，其次發現當組織擁有較高的跨通路人力資源能力時，反而選用部分控制電商採用模式(如市場B2C購物平台)發展電子商務的機率較高，最後發現即使組織的資訊技術能力充足，仍然不會輕易決定發展電子商務。研究二則以擁有品牌購物官網的實體企業做為研究對象，採用多重個案比較研究方法，結果發現當實體企業採用實虛通路獨立管理策略時，受到實虛通路目標不一致、競爭稀缺資源與目標客群重疊等因素影響實體通路既有利益，故而出現組織間通路衝突，可藉由產品區隔方式減緩衝突；當實體企業採用實虛通路整合管理策略時，受到組織對支援虛擬通路能力的不足與對實體通路既有利益的影響2類前因，造成組織間通路衝突與組織內通路衝突，組織可透過能力開發、目標與觀念調整及控制與協調3種衝突管理機制預防與減緩衝突。本論文強化學術界對實虛通路管理策略、通路衝突及其管理機制的理解，亦對實體企業實虛整合策略之擬定提供指引。
Though bricks-and-clicks business model has been long examined by researchers for years, the relationship between bricks-and-clicks strategy and channel conflicts and their management mechanisms are still remained to be clarified. Based on this perspective, this dissertation includes two studies to address two crucial research questions: (1) how internal factors affecting a firm’s choice of e-commerce adopting mode and (2) how firms govern bricks-and-clicks business model by replying questions such as taking actions under different channel management strategies, causing channel conflicts and their sources and management mechanisms.
In study 1, we employed questionnaire instrument to investigate Taiwanese enterprise and found that some supportive evidences. First, the higher a firm’s top management support, the higher the likelihood to adopt e-commerce with full controlling adopting mode such as officical shopping websites. Then, higher cross-channel HR capability of a firm, it has higher possibility to adopt partial controlling mode such as existing online shopping platforms. Finally, even a firm with greater cross-channel IT capability, it may not be motivated to extend business into virtual market. In the second study, we focus on branding retailers which own official shopping websites and a multiple comparative case study were used. We found out that when retailers utilize independent channel management stategy (adopt existing online shopping platform only), the conflicts will show up because of the divergent objectives between channels, competing scarare resources and overlapping target audience. Under this situation, retailers could adopt product segmentation to lessen the conflicts between physical channel and virtual channel. When an integrative channel management strategy (own both existing online shopping platform and official shopping website) be adopted by retailers, conflicts will emerge in both interorganizational and intraorganization because of the lack of organizational competence to support virtual channel and the loss of interests by physical channel. Three management mechanisms are designed to prevent and loosen channel conflicts including competency development, objectives and cogitation adjustment and control and coordination. This dissertation not only has contribution on consolidation and accumulation in bricks-and-clicks business model, channel management strategy, channel conflicts and their management mechanism, but also have practical implications for firms planning to enter virtual markets.
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描述 博士
國立政治大學
企業管理學系
102355504
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0102355504
資料類型 thesis
dc.contributor.advisor 于卓民zh_TW
dc.contributor.advisor Yu, Chwo-Mingen_US
dc.contributor.author (Authors) 許惇惠zh_TW
dc.contributor.author (Authors) Hsu, Dun-Hueien_US
dc.creator (作者) 許惇惠zh_TW
dc.creator (作者) Hsu, Dun-Hueien_US
dc.date (日期) 2021en_US
dc.date.accessioned 2-Mar-2021 14:17:08 (UTC+8)-
dc.date.available 2-Mar-2021 14:17:08 (UTC+8)-
dc.date.issued (上傳時間) 2-Mar-2021 14:17:08 (UTC+8)-
dc.identifier (Other Identifiers) G0102355504en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/134012-
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) 102355504zh_TW
dc.description.abstract (摘要) 實虛整合議題雖累積多年的研究，但迄今對於實虛通路管理策略、通路衝突及其管理機制間之關係仍有待釐清。本論文基於此，進行2個階段研究，分別回答兩個在學術與實務上都相當重要的研究問題：(1)影響實體企業選擇不同電商採用模式(品牌購物官網、購併或使用市場B2C購物平台等)發展電子商務的組織內部因素為何？(2)實體企業進行實虛整合時，不同的通路管理策略會採取什麼行動？分別造成什麼衝突？這些衝突的來源為何？組織設計什麼衝突管理機制？
首先，研究一以透過網際網路(Internet)販售產品或提供服務給終端消費者的台灣實體企業做為研究對象，採用問卷調查研究方法進行實證，結果發現高階管理階層支持程度有助提升企業選擇完全控制電商模式(如自營品牌購物官網)進入虛擬線上市場的機率，其次發現當組織擁有較高的跨通路人力資源能力時，反而選用部分控制電商採用模式(如市場B2C購物平台)發展電子商務的機率較高，最後發現即使組織的資訊技術能力充足，仍然不會輕易決定發展電子商務。研究二則以擁有品牌購物官網的實體企業做為研究對象，採用多重個案比較研究方法，結果發現當實體企業採用實虛通路獨立管理策略時，受到實虛通路目標不一致、競爭稀缺資源與目標客群重疊等因素影響實體通路既有利益，故而出現組織間通路衝突，可藉由產品區隔方式減緩衝突；當實體企業採用實虛通路整合管理策略時，受到組織對支援虛擬通路能力的不足與對實體通路既有利益的影響2類前因，造成組織間通路衝突與組織內通路衝突，組織可透過能力開發、目標與觀念調整及控制與協調3種衝突管理機制預防與減緩衝突。本論文強化學術界對實虛通路管理策略、通路衝突及其管理機制的理解，亦對實體企業實虛整合策略之擬定提供指引。		zh_TW
dc.description.abstract (摘要) Though bricks-and-clicks business model has been long examined by researchers for years, the relationship between bricks-and-clicks strategy and channel conflicts and their management mechanisms are still remained to be clarified. Based on this perspective, this dissertation includes two studies to address two crucial research questions: (1) how internal factors affecting a firm’s choice of e-commerce adopting mode and (2) how firms govern bricks-and-clicks business model by replying questions such as taking actions under different channel management strategies, causing channel conflicts and their sources and management mechanisms.
In study 1, we employed questionnaire instrument to investigate Taiwanese enterprise and found that some supportive evidences. First, the higher a firm’s top management support, the higher the likelihood to adopt e-commerce with full controlling adopting mode such as officical shopping websites. Then, higher cross-channel HR capability of a firm, it has higher possibility to adopt partial controlling mode such as existing online shopping platforms. Finally, even a firm with greater cross-channel IT capability, it may not be motivated to extend business into virtual market. In the second study, we focus on branding retailers which own official shopping websites and a multiple comparative case study were used. We found out that when retailers utilize independent channel management stategy (adopt existing online shopping platform only), the conflicts will show up because of the divergent objectives between channels, competing scarare resources and overlapping target audience. Under this situation, retailers could adopt product segmentation to lessen the conflicts between physical channel and virtual channel. When an integrative channel management strategy (own both existing online shopping platform and official shopping website) be adopted by retailers, conflicts will emerge in both interorganizational and intraorganization because of the lack of organizational competence to support virtual channel and the loss of interests by physical channel. Three management mechanisms are designed to prevent and loosen channel conflicts including competency development, objectives and cogitation adjustment and control and coordination. This dissertation not only has contribution on consolidation and accumulation in bricks-and-clicks business model, channel management strategy, channel conflicts and their management mechanism, but also have practical implications for firms planning to enter virtual markets.		en_US
dc.description.tableofcontents 第一章 緒論 1
第二章 研究一：組織內部因素對實體業者電子商務採用模式之影響：台灣之實證研究 4
第一節 文獻回顧與假說推導 4
2.1.1 電子商務採用模式 4
2.1.2 假說推導 5
第二節 研究方法 12
2.2.1研究對象與資料蒐集 12
2.2.2變數與衡量 12
第三節 研究結果 14
2.3.1資料分析 14
2.3.2分析結果 17
第四節 結論及後續研究 19
第三章 研究二：實體企業通路實虛整合之衝突與其管理機制之研究 22
第一節 文獻回顧 25
3.1.1 通路衝突 25
3.1.2 實虛整合與通路管理 30
3.1.3 理論意涵 32
第二節 研究方法與設計 34
3.2.1 觀念性研究架構 34
3.2.2 研究方法 35
3.2.3 資料蒐集與分析 38
3.2.3.1 研究對象：台灣實體零售業 38
3.2.3.2 個案選擇與資料蒐集 38
3.2.4個案介紹 40
3.2.4.1 S個案公司基本資料介紹 40
3.2.4.2 A個案公司基本資料介紹 41
3.2.4.3 O個案公司基本資料介紹 41
3.2.4.4 T個案公司基本資料介紹 42
3.2.5 資料分析 45
第三節 個案分析與研究發現 46
3.3.1 個案分析 46
3.3.1.1 S個案公司實虛整合歷程介紹 46
3.3.1.2 A個案公司實虛整合歷程介紹 51
3.3.1.3 O個案公司實虛整合歷程介紹 56
3.3.1.4 T個案公司實虛整合歷程介紹 61
3.3.2 跨個案分析與研究發現 65
3.3.2.1 通路組合的選擇與動機 65
3.3.2.2 實體通路與虛擬通路管理策略 71
3.3.2.3 配合通路管理策略所採取的行動 78
3.3.2.4 通路衝突來源、種類與影響 82
第四節 討論與命題 95
3.4.1 實虛通路管理策略之選擇 96
3.4.2 實虛通路獨立管理策略之衝突管理機制 99
3.4.3 實虛通路整合管理策略之衝突管理機制 101
3.4.3.1 實虛通路各自為政整合管理策略之衝突管理機制 102
3.4.3.2 實虛通路互相扶持整合管理策略之衝突管理機制 106
第四章 結論與未來建議 109
4.1 研究結論 109
4.2 理論意涵 111
4.3 管理意涵 112
4.4 研究限制與未來研究建議 113
參考文獻 114
附件一：個案訪談大綱 126
附件二：訪談文本整理 127		zh_TW
dc.format.extent 5432505 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0102355504en_US
dc.subject (關鍵詞) 實虛整合zh_TW
dc.subject (關鍵詞) 通路衝突zh_TW
dc.subject (關鍵詞) 管理機制zh_TW
dc.subject (關鍵詞) 通路管理策略zh_TW
dc.subject (關鍵詞) 電子商務zh_TW
dc.subject (關鍵詞) Bricks-and-Clicksen_US
dc.subject (關鍵詞) Channel Conflicten_US
dc.subject (關鍵詞) Management Mechanismen_US
dc.subject (關鍵詞) Electronic Commerceen_US
dc.subject (關鍵詞) Channel Management Strategyen_US
dc.title (題名) 通路實虛整合之衝突與其管理機制之研究zh_TW
dc.title (題名) Managing channel conflicts from bricks-and-mortar to bricks-and-clicksen_US
dc.type (資料類型) thesisen_US
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dc.identifier.doi (DOI) 10.6814/NCCU202100382en_US