| dc.contributor.advisor | 黃家齊 | zh_TW |
| dc.contributor.advisor | Huang, Jia-Chi | en_US |
| dc.contributor.author (Authors) | 張瓊瑤 | zh_TW |
| dc.contributor.author (Authors) | Chang, Chiung-Yao | en_US |
| dc.creator (作者) | 張瓊瑤 | zh_TW |
| dc.creator (作者) | Chang, Chiung-Yao | en_US |
| dc.date (日期) | 2025 | en_US |
| dc.date.accessioned | 3-Mar-2025 13:33:27 (UTC+8) | - |
| dc.date.available | 3-Mar-2025 13:33:27 (UTC+8) | - |
| dc.date.issued (上傳時間) | 3-Mar-2025 13:33:27 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0110932041 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/155871 | - |
| 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) | 110932041 | zh_TW |
| dc.description.abstract (摘要) | 面對瞬息萬變的經濟環境，企業為了在競爭激烈的市場中佔據一席之地，達到更高的定位和利潤，並透過更低的成本和研發資源的互補，通常會選擇企業併購與策略聯盟這兩種商業戰略。本研究將比較這兩者的特點和優勢。企業併購能夠快速實現資源整合、擴展市場並獲取技術專利，但同時也面臨較高的風險，包括資源衝擊和文化整合挑戰。相比之下，策略聯盟能降低風險、共享資源並獲取市場知識，但亦有利益分配、合作風險和維護長期合作關係的挑戰。
本研究以個案研究方式，深入探討志聖公司選擇「非控制股權策略聯盟」的背後策略，分析其在組織成長、市場拓展與技術創新的應用與成果，以及對公司經營績效的影響。參股策略聯盟指的是一家公司持有另一家公司少數股權但不控制其經營的模式。本研究以志聖公司與其合作夥伴合組G2C聯盟為例，深入剖析其聯盟動機、合作方式、風險管理與成果。
研究結果顯示，非控制股權策略聯盟對於公司市場拓展和技術創新有顯著的正面影響，這種合作模式能促進資源共享和風險分散，提升企業的市場競爭力。同時，該聯盟有助於降低生產成本，提高盈利能力。此外，非控股股權聯盟的風險管理優勢明顯，特別是對中小型企業而言，其能有效降低資本投入風險。然而，研究也指出，利益分配和合作夥伴間信任的建立是成功聯盟的關鍵挑戰，需透過明確的合作協議和持續的溝通來促進聯盟的長期穩定性。 | zh_TW |
| dc.description.abstract (摘要) | This study examines the comparison between mergers and acquisitions (M&A) and strategic alliances as business strategies that companies adopt to thrive in a highly competitive and rapidly changing economic environment. These strategies aim to achieve better market positioning, higher profitability, and resource complementarity at lower costs. M&A allows for rapid resource integration, market expansion, and access to technological patents. However, it also poses significant risks, including resource conflicts and cultural integration challenges. In contrast, strategic alliances reduce risks, facilitate resource sharing, and provide market insights but come with challenges such as profit distribution, cooperation risks, and maintaining long-term partnerships.
This research uses a case study approach to explore the strategic reasoning behind Ching Sheng’s choice of a "non-controlling equity strategic alliance." It analyzes its application and outcomes in organizational growth, market expansion, technological innovation, and the impact on business performance. A non-controlling equity alliance refers to a model where one company holds minority equity in another without controlling its operations. This study examines the G2C alliance formed between Ching Sheng and its partner, focusing on the motives, collaboration methods, risk management, and results of the alliance.
The findings indicate that non-controlling equity strategic alliances have a significant positive impact on market expansion and technological innovation. This cooperative model promotes resource sharing, risk diversification, and enhances a company’s market competitiveness. Additionally, the alliance helps reduce production costs and improve profitability. Furthermore, the risk management advantages of non-controlling equity alliances are particularly evident for small and medium-sized enterprises, as they effectively lower capital investment risks. However, the study also highlights that profit distribution and establishing trust between partners are key challenges for successful alliances. Clear agreements and ongoing communication are essential to ensuring the long-term stability of the alliance. | en_US |
| dc.description.tableofcontents | 第一章 緒論 7
第一節 研究背景與動機 7
第二節 研究目的 8
第三節 研究流程 10
第二章 文獻探討 11
第一節 台灣電子產業製程設備商之發展 11
第二節 非控制股權策略聯盟相關文獻探討 11
第三節 研究缺口 13
第三章 研究方法 16
第一節 研究設計 16
第二節 研究框架 16
第三節 研究對象 17
第四節 資料來源 18
第五節 資料收集方法 18
第六節 資料分析方法 20
第四章 個案研究分析 22
第一節 個案公司與聯盟公司簡介 22
第二節 G2C+聯盟組成動機 26
第三節 G2C+聯盟合作模式與策略 26
第四節 G2C聯盟成效 33
第五章 結論與建議 44
第一節 研究結論 44
第二節 研究建議 45
第三節 研究限制及未來研究方向 47
參考文獻 49 | zh_TW |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0110932041 | en_US |
| dc.subject (關鍵詞) | 併購 | zh_TW |
| dc.subject (關鍵詞) | 策略聯盟 | zh_TW |
| dc.subject (關鍵詞) | 非控制股權 | zh_TW |
| dc.subject (關鍵詞) | 個案分析 | zh_TW |
| dc.subject (關鍵詞) | Mergers and Acquisitions | en_US |
| dc.subject (關鍵詞) | Strategic Alliances | en_US |
| dc.subject (關鍵詞) | Non-controlling Equity | en_US |
| dc.subject (關鍵詞) | Case Study Analysis | en_US |
| dc.title (題名) | 非控制股權之策略聯盟對企業經營績效的影響 : 分析志聖公司為例 | zh_TW |
| dc.title (題名) | The impact of Non-Controlling Equity Strategic Alliances on Business Performance: Analysis of Csun company as an example | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 1.Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), 660–679.
2.Gulati, R. (1995). Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38(1), 85–112.
3.Granovetter, M. S. (1973). The strength of weak ties. American Journal of Sociology, 78(6), 1360–1380.
4.Eisenhardt, K. M., & Schoonhoven, C. B. (1996). Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms. Organization Science, 7(2), 136–150.
5.Lavie, D. (2006). The competitive advantage of interconnected firms: An extension of the resource-based view. Academy of Management Review, 31(3), 638–658. | zh_TW |
