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題名 台灣代工廠商轉型品牌廠商的產品創新能力轉變之研究-動態能力的觀點
An Empirical Study of Taiwanese Firms’ Product Innovation Capability Transformation Process from OEM/ODM to OBM: The Perspective of Dynamic Capability作者 洪令潔
Hung, Ling-Jie貢獻者 吳豐祥
洪令潔
Hung, Ling-Jie關鍵詞 OEM
ODM
OBM
代工廠
品牌廠
轉型
產品創新能力
動態能力
OEM
ODM
OBM
Foundry manufacturers
Self-owned brand manufacturers
Transformation
Product innovation capability
Dynamic capability日期 2022 上傳時間 2-Dec-2022 15:15:13 (UTC+8) 摘要 台灣在戰後的經濟發展下，代工廠商轉型品牌廠商成為台灣很特殊卻也很重要的產業現象，至今我國依然有不少廠商面臨代工轉型品牌廠之需求。而從過去的研究可以發現，代工企業走向品牌企業之間存在著能力上的落差，除了生產製造外，廠商需要具備好的產品創新能力。過去的研究大多從企業策略或品牌經營之角度去歸納並發展研究架構，以找出轉型廠商的關鍵成功因素。同時，在有關研究轉型所需要的能力建構之相關文獻，也大多聚焦在行銷能力方面，甚少從產品創新的角度，來探討台灣廠商轉型時能力建構的過程及轉型前後能力的變化。緣此，本研究以「產品創新能力」的角度，採用「動態能力」的觀點，並透過個案研究法及深度訪談法，以華碩電腦與A公司做為研究對象，探討其轉型過程中重新配置的動態能力以及轉型前後產品創新能力的轉變。本研究所得到的主要結論如下：一、台灣代工廠轉型品牌廠的過程中，會感受到其對於市場資訊的不足而強化市場相關知識的學習，並透過企業內部的活動，加強個人知識的分享與凝聚品牌思維的共識。此外，亦會在資源投入上增加市場相關的人員與任務。二、台灣由代工轉型為品牌的廠商，會透過動態能力重新配置讓其新產品專案的人員、心態與任務皆產生變化，同時，也會讓其產品創新能力更加貼近品牌廠市場導向的環境。三、台灣由代工轉型為品牌的廠商，除了會提升其市場能力之外，也會透過技術的選擇，來發展更具市場導向的技術能力，此外，亦會強化其管理能力以因應更趨複雜的自有品牌情境。最後，本研究亦闡述學術貢獻，並提出實務上與後續研究上的建議。
Under the post-war economic development in Taiwan, the transformation of foundry manufacturers into self-owned brand manufacturers has become a special industrial phenomenon in Taiwan. So far, there are still manufacturers in Taiwan who are facing the need for transformation.From past research, it can be found that there is a gap in capability between OEM/ODM companies and OBM companies. In addition to manufacturing, OBM companies need to have more capabilities in product innovation and product development. In the past, most studies have summarized and developed a research framework from the perspective of business strategy and brand theory to clarify the key success factors of transforming manufacturers. At the same time, most of the capability building in historical literature is based on marketing capabilities, and few studies have focused on the process of capability building during the transformation and the changes in capability before and after the transformation of Taiwanese manufacturers from the perspective of successful product projects.Therefore, from the perspective of "product innovation capability", this study uses dynamic capabilities as its theoretical basis, adopts a case study method and in-depth interview method, and takes ASUS and anonymous Company A as the research objects to explore how manufacturers adjust and transform their existing capabilities in response to the new environment and what is the difference between the capabilities before and after the transformation. The main conclusions of this study are as follows:1. In the process of transformation, Taiwanese manufacturers will feel their lack of market information and then strengthen market-related knowledge. At the same time, they share personal knowledge through the company`s internal activities, and build a consensus on brand thinking. In addition, market-related personnel and tasks will be increased in resource investment.2. Taiwanese manufacturers transforming from OEM/ODM to OBM will change the personnel, mentality, and tasks of the project through dynamic capability reconfiguration, so that product innovation capabilities are closer to the market-oriented environment of brand manufacturers.3. Taiwanese manufacturers transforming from OEM/ODM to OBM will not only improve their market capabilities but also develop more market-oriented technical capabilities through technology selection. In addition, their management capabilities will also be strengthened to cope with the more complex self-owned brand context.In the final section, this study also describes academic contributions and provides suggestions for business practices and future researchers.參考文獻 一、 英文文獻Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.Booz, Allen. and Hamilton (1982). New Product Management for the 1980’s. New York, NY：Author.Chen, D., Wei, W., Hu, D., & Muralidharan, E. (2016). Survival strategy of OEM companies: a case study of the Chinese toy industry. International Journal of Operations & Production Management.Chin, T., & Liu, R. (2014). Upgrading to OBM as higher commitment mode by a British OEM in China: Insights from a case study. Ternational Journal of Business and Management Review, 2(2), 102.Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal, 34(3), 555-590.Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23(12), 1095-1121.Drucker, P. F. (1985). The discipline of innovation. Harvard Business Review, 63(3), 67-72.Eisenhardt, K. M. (1989). Building theories from case study research. Academy of management review, 14(4), 532-550.Jacobides, M. G., MacDuffie, J. P., & Tae, C. J. (2016). Agency, structure, and the dominance of OEMs: Change and stability in the automotive sector. Strategic Management Journal, 37(9), 1942-1967.Keller, K. L., & Brexendorf, T. O. (2019). Measuring brand equity. Handbuch Markenführung, 1409-1439.Kohli, A. K., & Jaworski, B. J. (1990). Market orientation the construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1-18.Peteraf, M. A. (1993). The cornerstones of competitive advantage: a resource‐based view. Strategic Management Journal, 14(3), 179-191.Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.Levitt, T. (1996). Innovative imitation, Harvard Business Review, September, pp. 63-70.Malone, T. W., & Crowston, K. (1994). The interdisciplinary study of coordination. ACM Computing Surveys (CSUR), 26(1), 87-119.Manzakoğlu, B. T., & Er, Ö. (2018). Design management capability framework in global value chains: Integrating the functional upgrading theory from OEM to ODM and OBM. The Design Journal, 21(1), 139-161.Pavlou, P. A., & El Sawy, O. A. (2011). Understanding the elusive black box of dynamic capabilities. Decision Sciences, 42(1), 239-273.Rochford, L. (1991). Generating and screening new products ideas. Industrial Marketing Management, 20(4), 287-296.Schumpeter, J. (1934). The theory of economic development. Harvard University Press. Cambridge, MA.Song, X. M., & Parry, M. E. (1997). A cross-national comparative study of new product development processes Japan and the United States. Journal of Marketing, 61(2), 1-18.Szalkai, Z., & Magyar, M. (2017). Strategy from the perspective of contract manufacturers. IMP Journal, 11(1), 150-172.Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.Tampoe, M. (1994). Exploiting the core competences of your organization. Long Range Planning, 27(4), 66-77.Ward, S., Light, L., & Goldstine, J. (1999). What high-tech managers need to know about brands. Harvard Business Review, 77(4), 85-85.Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171-180.Yan, H. D., Chiang, C., & Chien, C. S. (2014). From original equipment manufacturing to branding: entrepreneurship, strategic leadership, and Taiwan’s firm transformation. International Entrepreneurship and Management Journal, 10(1), 81-102.Yen, H. Y., Lin, Y. J., Jin, Y., & Lin, R. (2015). From OEM to OBM-A Case Study of Branding Taiwan. International Conference on Cross-Cultural Design, 116-127.Yin, R. K. (1994). Discovering the future of the case study. Method in evaluation research. Evaluation Practice, 15(3), 283-290.Zahra, S. A., & George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension. Academy of Management Review, 27(2), 185-203.Zhang, B. (2011). Optimal policy for a mixed production system with multiple OEM and OBM products. International Journal of Production Economics, 130(1), 27-32.Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3), 339-351. 二、 中文文獻司徒達賢、李仁芳、吳思華(1895)。企業概論。台北：國立空中大學。李小娟(1989)。產品的第二生命。台灣經濟研究月刊，12(2)，41-43。吳豐祥、林子正(2008)。我國OEM/ODM轉自有品牌廠商建構行銷通路之個案研究-動態能力與組織學習的觀點。行銷評論，5(3)，347-369。林安平(2015)。數位時代的品牌行銷。國立臺灣大學國際企業管理組碩士論文，台北市。 取自https://hdl.handle.net/11296/4my24u林卿雯(2001)。台灣資訊業廠商自創國際品牌績效之因素探討。國立政治大學企業管理學系碩士論文，台北市。取自https://hdl.handle.net/11296/m8w92z徐伊嫻(2010)。從OEM/ODM到OBM的轉型之研究–動態能力的觀點。國立政治大學科技管理研究所碩士論文，台北市。取自https://hdl.handle.net/11296/psw2eq游三奇(2009)。消費性電子產業策略採購行為之探討－以華碩電腦公司為例。國立交通大學管理學院高階主管管理碩士學程碩士論文，新竹市。 取自https://hdl.handle.net/11296/2j6pew許士軍(1986)。管理學，台北：東華書局。陳更生、林唐裕(1989)。OEM？還是自創品牌？。台灣經濟研究月刊， (134)，44-48。張秀屏(2000)。自創品牌策略、核心資源類型對品牌權益績效關係之研究-國際化企業策略聯盟之實證。中原大學企業管理學系碩士論文，桃園縣。取自https://hdl.handle.net/11296/scyhgv黃蕙娟(1990)。臺灣企業國際上自創品牌策略之研究。國立政治大學企業管理研究所碩士論文，台北市。 取自https://hdl.handle.net/11296/p58rbm萬文隆(2004)。深度訪談在質性研究中的應用。生活科技教育月刊，37(4)，17-23。潘淑滿(2003)。質性研究：理論與應用。臺北市：心理出版社。瞿宛文(2006)。台灣後起者能藉自創品牌升級嗎？。台灣社會研究季刊，(63)，1-52。 描述 碩士
國立政治大學
科技管理與智慧財產研究所
109364123資料來源 http://thesis.lib.nccu.edu.tw/record/#G0109364123 資料類型 thesis dc.contributor.advisor 吳豐祥 zh_TW dc.contributor.author (Authors) 洪令潔 zh_TW dc.contributor.author (Authors) Hung, Ling-Jie en_US dc.creator (作者) 洪令潔 zh_TW dc.creator (作者) Hung, Ling-Jie en_US dc.date (日期) 2022 en_US dc.date.accessioned 2-Dec-2022 15:15:13 (UTC+8) - dc.date.available 2-Dec-2022 15:15:13 (UTC+8) - dc.date.issued (上傳時間) 2-Dec-2022 15:15:13 (UTC+8) - dc.identifier (Other Identifiers) G0109364123 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/142622 - 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) 109364123 zh_TW dc.description.abstract (摘要) 台灣在戰後的經濟發展下，代工廠商轉型品牌廠商成為台灣很特殊卻也很重要的產業現象，至今我國依然有不少廠商面臨代工轉型品牌廠之需求。而從過去的研究可以發現，代工企業走向品牌企業之間存在著能力上的落差，除了生產製造外，廠商需要具備好的產品創新能力。過去的研究大多從企業策略或品牌經營之角度去歸納並發展研究架構，以找出轉型廠商的關鍵成功因素。同時，在有關研究轉型所需要的能力建構之相關文獻，也大多聚焦在行銷能力方面，甚少從產品創新的角度，來探討台灣廠商轉型時能力建構的過程及轉型前後能力的變化。緣此，本研究以「產品創新能力」的角度，採用「動態能力」的觀點，並透過個案研究法及深度訪談法，以華碩電腦與A公司做為研究對象，探討其轉型過程中重新配置的動態能力以及轉型前後產品創新能力的轉變。本研究所得到的主要結論如下：一、台灣代工廠轉型品牌廠的過程中，會感受到其對於市場資訊的不足而強化市場相關知識的學習，並透過企業內部的活動，加強個人知識的分享與凝聚品牌思維的共識。此外，亦會在資源投入上增加市場相關的人員與任務。二、台灣由代工轉型為品牌的廠商，會透過動態能力重新配置讓其新產品專案的人員、心態與任務皆產生變化，同時，也會讓其產品創新能力更加貼近品牌廠市場導向的環境。三、台灣由代工轉型為品牌的廠商，除了會提升其市場能力之外，也會透過技術的選擇，來發展更具市場導向的技術能力，此外，亦會強化其管理能力以因應更趨複雜的自有品牌情境。最後，本研究亦闡述學術貢獻，並提出實務上與後續研究上的建議。 zh_TW dc.description.abstract (摘要) Under the post-war economic development in Taiwan, the transformation of foundry manufacturers into self-owned brand manufacturers has become a special industrial phenomenon in Taiwan. So far, there are still manufacturers in Taiwan who are facing the need for transformation.From past research, it can be found that there is a gap in capability between OEM/ODM companies and OBM companies. In addition to manufacturing, OBM companies need to have more capabilities in product innovation and product development. In the past, most studies have summarized and developed a research framework from the perspective of business strategy and brand theory to clarify the key success factors of transforming manufacturers. At the same time, most of the capability building in historical literature is based on marketing capabilities, and few studies have focused on the process of capability building during the transformation and the changes in capability before and after the transformation of Taiwanese manufacturers from the perspective of successful product projects.Therefore, from the perspective of "product innovation capability", this study uses dynamic capabilities as its theoretical basis, adopts a case study method and in-depth interview method, and takes ASUS and anonymous Company A as the research objects to explore how manufacturers adjust and transform their existing capabilities in response to the new environment and what is the difference between the capabilities before and after the transformation. The main conclusions of this study are as follows:1. In the process of transformation, Taiwanese manufacturers will feel their lack of market information and then strengthen market-related knowledge. At the same time, they share personal knowledge through the company`s internal activities, and build a consensus on brand thinking. In addition, market-related personnel and tasks will be increased in resource investment.2. Taiwanese manufacturers transforming from OEM/ODM to OBM will change the personnel, mentality, and tasks of the project through dynamic capability reconfiguration, so that product innovation capabilities are closer to the market-oriented environment of brand manufacturers.3. Taiwanese manufacturers transforming from OEM/ODM to OBM will not only improve their market capabilities but also develop more market-oriented technical capabilities through technology selection. In addition, their management capabilities will also be strengthened to cope with the more complex self-owned brand context.In the final section, this study also describes academic contributions and provides suggestions for business practices and future researchers. en_US dc.description.tableofcontents 摘要 iAbstract iii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 研究目的與問題 3第三節 論文結構 4第二章 文獻探討 5第一節 台灣代工轉型品牌 5第二節 資源基礎觀點與動態能力 11第三節 產品創新能力 15第四節 產品創新能力轉變 19第五節 文獻小結 22第三章 研究設計 23第一節 研究架構 23第二節 研究變項 24第三節 研究方法 26第四節 研究限制 30第四章 個案研究 31第一節 個案華碩 31第二節 個案A公司 41第三節 個案內容整理 48第四節 個案比較整理 53第五章 研究發現與討論 56第一節 動態能力方面 56第二節 動態能力影響產品創新能力方面 60第三節 產品創新能力之轉變方面 64第六章 結論與建議 68第一節 研究結論 68第二節 理論貢獻 70第三節 實務建議 71第四節 後續研究建議 73參考文獻 74附錄 79 zh_TW dc.format.extent 2695840 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0109364123 en_US dc.subject (關鍵詞) OEM zh_TW dc.subject (關鍵詞) ODM zh_TW dc.subject (關鍵詞) OBM zh_TW dc.subject (關鍵詞) 代工廠 zh_TW dc.subject (關鍵詞) 品牌廠 zh_TW dc.subject (關鍵詞) 轉型 zh_TW dc.subject (關鍵詞) 產品創新能力 zh_TW dc.subject (關鍵詞) 動態能力 zh_TW dc.subject (關鍵詞) OEM en_US dc.subject (關鍵詞) ODM en_US dc.subject (關鍵詞) OBM en_US dc.subject (關鍵詞) Foundry manufacturers en_US dc.subject (關鍵詞) Self-owned brand manufacturers en_US dc.subject (關鍵詞) Transformation en_US dc.subject (關鍵詞) Product innovation capability en_US dc.subject (關鍵詞) Dynamic capability en_US dc.title (題名) 台灣代工廠商轉型品牌廠商的產品創新能力轉變之研究-動態能力的觀點 zh_TW dc.title (題名) An Empirical Study of Taiwanese Firms’ Product Innovation Capability Transformation Process from OEM/ODM to OBM: The Perspective of Dynamic Capability en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、 英文文獻Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.Booz, Allen. and Hamilton (1982). New Product Management for the 1980’s. New York, NY：Author.Chen, D., Wei, W., Hu, D., & Muralidharan, E. (2016). Survival strategy of OEM companies: a case study of the Chinese toy industry. International Journal of Operations & Production Management.Chin, T., & Liu, R. (2014). Upgrading to OBM as higher commitment mode by a British OEM in China: Insights from a case study. Ternational Journal of Business and Management Review, 2(2), 102.Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal, 34(3), 555-590.Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23(12), 1095-1121.Drucker, P. F. (1985). The discipline of innovation. Harvard Business Review, 63(3), 67-72.Eisenhardt, K. M. (1989). Building theories from case study research. Academy of management review, 14(4), 532-550.Jacobides, M. G., MacDuffie, J. P., & Tae, C. J. (2016). Agency, structure, and the dominance of OEMs: Change and stability in the automotive sector. Strategic Management Journal, 37(9), 1942-1967.Keller, K. L., & Brexendorf, T. O. (2019). Measuring brand equity. Handbuch Markenführung, 1409-1439.Kohli, A. K., & Jaworski, B. J. (1990). Market orientation the construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1-18.Peteraf, M. A. (1993). The cornerstones of competitive advantage: a resource‐based view. Strategic Management Journal, 14(3), 179-191.Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.Levitt, T. (1996). Innovative imitation, Harvard Business Review, September, pp. 63-70.Malone, T. W., & Crowston, K. (1994). The interdisciplinary study of coordination. ACM Computing Surveys (CSUR), 26(1), 87-119.Manzakoğlu, B. T., & Er, Ö. (2018). Design management capability framework in global value chains: Integrating the functional upgrading theory from OEM to ODM and OBM. The Design Journal, 21(1), 139-161.Pavlou, P. A., & El Sawy, O. A. (2011). Understanding the elusive black box of dynamic capabilities. Decision Sciences, 42(1), 239-273.Rochford, L. (1991). Generating and screening new products ideas. Industrial Marketing Management, 20(4), 287-296.Schumpeter, J. (1934). The theory of economic development. Harvard University Press. Cambridge, MA.Song, X. M., & Parry, M. E. (1997). A cross-national comparative study of new product development processes Japan and the United States. Journal of Marketing, 61(2), 1-18.Szalkai, Z., & Magyar, M. (2017). Strategy from the perspective of contract manufacturers. IMP Journal, 11(1), 150-172.Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. 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