| dc.contributor.advisor | 于卓民 | zh_TW |
| dc.contributor.advisor | Yu, Chwo-Ming | en_US |
| dc.contributor.author (Authors) | 蔡忠佑 | zh_TW |
| dc.contributor.author (Authors) | Tsai, Chung-Yu | en_US |
| dc.creator (作者) | 蔡忠佑 | zh_TW |
| dc.creator (作者) | Tsai, Chung-Yu | en_US |
| dc.date (日期) | 2003 | en_US |
| dc.date.accessioned | 18-Sep-2009 13:21:37 (UTC+8) | - |
| dc.date.available | 18-Sep-2009 13:21:37 (UTC+8) | - |
| dc.date.issued (上傳時間) | 18-Sep-2009 13:21:37 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0089355017 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/34933 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 企業管理研究所 | zh_TW |
| dc.description (描述) | 89355017 | zh_TW |
| dc.description (描述) | 92 | zh_TW |
| dc.description.abstract (摘要) | 摘要 核心能力往往是企業在競爭激烈的商場中賴以生存之憑藉，然而環境變動程度劇烈使得各企業固有之核心能力面臨挑戰，學界紛以提出核心能力僵化、核心能力無效論來解釋此一現象。近來台商赴大陸投資之熱潮，從媒體工作者不斷提出不同標題如「該西進，亦或是上進」可見一斑。然而台商在台灣賴以競爭之核心能力，移轉至大陸後仍能保持其競爭優勢嗎？或是僅需因地制宜而稍加改變後，仍能發揮其效果？動態能力說由核心能力說演化而來，而因應環境之改變而迅速調整自身之核心能力乃動態能力說最為強調且關切者。而探討能力移轉模式的學說甚多，但多是考慮因應政治法律、社會文化、經濟，以及教育等因素而選擇不同的模式移轉。而對於經營知識因應環境的修正，本研究將調整方式分為「本質」的調整與「程序」的調整來作為區分其調整經營知識之依據。本研究依據文獻整理之結論，以核心能力觀點與環境、時間變數提出動態能力之新定義。本研究認為，在母國企業的核心能力，因為母國企業至地主國設廠或合資，使得核心能力至地主國需要調整與修正，而造成核心能力的組成與發展都可能有所不同。此種因應環境而不斷改變組織之核心能力的過程，即為「動態能力」的概念。此種定義與過往學者所強調之不同在於時間變數之加入，能夠清楚看出過去之核心能力與修正後之核心能力其動態變化的過程，以補過往學者僅探討單一時點核心能力之不足。本研究以前往大陸投資之台商為個案探討對象，共計五個個案。個案進行之程序從該公司前往大陸投資之目的為起始，進而找出其在台灣之核心能力。而後，由能力移轉至大陸時，所需因應當地環境等因素之不同而修改的能力有若干、程度為何著手。最末者，將各公司因應當地環境所需新創之能力作一描述與探討。本研究所探討之個案公司所前往大陸之目的幾乎都以成本為首要考量，其次以市場因素而前往投資者亦不在少數。分析各個案研究公司後，有以下命題：所欲移轉核心能力之技術知識複雜度、內隱程度愈高，能力移轉模式愈傾向直接投資。母公司對於投資之地主國公司所有權擁有程度愈高，能力移轉程度愈高。台商所前往地主國環境愈複雜、條件因素愈弱，以及地主國公司目標差異與母公司愈大者，該企業能力移轉修正與新創能力之程度愈高。地主國之生產條件因素愈差、支援與相關產業表現愈差、地主國對產品需求本質與母國差異愈大、地主國企業策略、結構，以及競爭狀態與母國差異愈大，能力移轉修正程度愈大。企業愈傾向內銷市場導向，需要在地主國創造新能力的傾向愈強。此外，本研究亦發現，企業因其處於產業價值鏈上位置之不同，將因而影響其前往地主國投資之動機。本研究所提出之動態能力觀點，不僅適用於學術上之研究，亦能給予產業界些許建議。第一，由母國移往地主國之移轉模式是否與該企業核心能力之技術特質相對應。第二，對於地主國企業之所有權擁有程度是否與移轉模式之選擇相對應。第三，欲前往之區域其鑽石體系是否能提供該企業未來策略擬定之支持。第四，內銷導向之企業，對於法令之知曉程度需較外銷導向之企業靈通。第五，瞭解自身處於產業價值鏈之位置，並且對於企業本身所能提供之價值單元做一界定，使得赴大陸投資之動機與核心能力相互呼應與搭配。此外，本研究亦對後續研究之學者提出部分建議。第一，往後可針對企業單一核心能力（如生產能力）作動態能力之分析，可收專精且深入之效。第二，未來研究學者可接續探討能力移轉後，對地主國產業或企業之擴散效應。第三，研究可始自核心能力在母國之形成與背後之原因，如此可與移轉後能力需修正之原因相互對應，或許所研究出之成果，更值得產業界作為赴大陸投資前之參考。 | zh_TW |
| dc.description.abstract (摘要) | AbstractCore capabilities are the basic elements by which an enterprise could survive in the competitive business field. However, the violent variation of the environment makes the innate core capabilities of the enterprise face the challenge. Therefore, the academic community proposes “rigidity core capabilities” and “invalidity of core capabilities” to explain why the enterprises’ inability to face the variation of environment would occur. Nowadays, it has been a fever that more and more Taiwan’s entrepreneurs invest in Mainland China. The trend is also definitely revealed by the headline of the magazine such as “should we move westward to Mainland China or go forward by ourselves rooting in Taiwan?” Could core capabilities, which the enterprises implement in Taiwan, still sustain competitive advantages when transferring in Mainland China while transferred into local branches in Mainland China? Or is it possible that core capabilities may be transferred slightly to suit the measure to local conditions and could become more effective in the new region.The theorem of dynamic capabilities, evolving from core capabilities, highly emphasizes and deeply concerns that the ability of adjusting capabilities to fit in the variation of the environment. There are lots of debates over the capabilities transferring models, which is based on differences of the political, social, cultural, and educational factors. In an attempt to clarifying the modification path of business knowledge, this research adopts two business knowledge adjusting methods: nature modification and process modification.Basing on scholars’ concerning research documents, this research generates the new definition of dynamic capabilities: core capabilities, environment variations, and time variables. In this research, originally-existed core capabilities, with corporations investing in or joint ventures in the host countries, will be modified to adjusting into current circumstances. This process, which modified core capabilities of the organization to adopt different environments, is so-called “dynamic capabilities”. This definition could find out the process of the dynamic variation, which is from core capabilities in the past to modified ones. This research discusses those who invest in Mainland China and there are 5 cases totally. The analytic process of these cases is in a logical way. Starting from finding out the objective of investing in Mainland China and then look for theirs’ core capabilities in Taiwan. When transferring capabilities to Mainland China, Taiwan enterprises’ modified capabilities for fitting into the different environments would be found out. The last part, capabilities created for local conditions would be described and discussed.The objective of the 5 cases in this research all concerns about the cost and market issues. After analyzing these companies, we could obtain the proposition: if the complexity of technical knowledge of transferring core capabilities is higher, the tendency of transferring model would be direct investment; if the ownership of the investing company is higher, the level of transferring capabilities would be higher; if the environment of host country is more complex, the level of capabilities modified and created would be higher; if the performance of supporting and related industry is worse, the level of capabilities modified would be higher. Besides, the different places on the industry value chain would affect the objective of investing in host country.The dynamic capabilities perspective proposed by this research not only suits for academic community, but also could give some suggestion for industrial circles. First of all, is the transferring model highly related to the technical characteristic of core capabilities? Secondly, is the level of ownership of host enterprise highly related to transferring model? Thirdly, does the supporting and related industry of that area support enterprise’s future strategy? Fourthly, enterprises selling in the host country should learn more about the legal issues than exporting enterprises. Fifthly, to understand which place enterprises themselves are in the industry value chain and which value unit they could offer to fit in the objective of investing in Mainland China. Besides, this research also proposes some suggestion for future scholars. Firstly, they could analyze dynamic capabilities for the single core capability, such as production capabilities which are usually competitive advantages of Taiwan enterprises. Secondly, diffusing effect for host industry after capabilities transferring could be discussed. Thirdly, future researches could start from finding out the forming reason of core capabilities and then compare to the objective of investing in Mainland China. Therefore, the result would be more practical for Taiwan enterprises’ reference before investing in Mainland China. | en_US |
| dc.description.tableofcontents | 目錄第壹章 緒論....................................................1第一節 研究背景與動機..........................................1第二節 研究問題與目的..........................................3第三節 研究章節概要............................................4第貳章 文獻探討................................................6第一節 資源基礎理論............................................6第二節 動態能力...............................................15第三節 知識移轉的定義與類型...................................23第四節 知識移轉之修正方式與原因...............................34第參章 研究架構與方法.........................................38第一節 研究架構與變數說明.....................................38第二節 研究設計...............................................43第三節 研究限制...............................................45第肆章 個案描述...............................................46第一節 A汽車公司..............................................46第二節 磐英科技...............................................56第三節 力瑋實業...............................................63第四節 亞旭電腦...............................................70第五節 緯創資通...............................................76第伍章 個案分析與命題發展.....................................85第一節 個案比較分析...........................................85第二節 命題發展..............................................104第陸章 結論與建議............................................112第一節 研究結論..............................................112第二節 對產業的建議..........................................115參考文獻.....................................................119中文部分.....................................................119英文部分.....................................................122附錄（一） 訪談大綱圖表目錄圖 2-1-1 資源基礎觀點整合模式................................10圖 2-1-2 企業資源與能力的特性................................11圖 2-1-3 知識創造與擴散活動..................................13圖 3-1-1 本研究之觀念性架構..................................38圖 4-5-1 緯創notebook組裝所需零組件圖........................77圖 4-5-2 緯創資通動態能力之來源與應用........................79表 2-2-1 動態能力觀點整理表..................................22表 3-2-1 研究對象基本資料表..................................43表 5-1-1 個案公司基本資料....................................85表 5-1-2 個案公司赴大陸投資動機..............................86表 5-1-3 個案公司之動態能力..................................87表 5-1-4 A汽車公司動態能力之移轉模式.........................88表 5-1-5 磐英科技動態能力之移轉模式..........................89表 5-1-6 力瑋實業動態能力之移轉模式..........................90表 5-1-7 亞旭電腦動態能力之移轉模式..........................91表 5-1-8 緯創資通動態能力之移轉模式..........................92表 5-1-9 A汽車公司修正與新創能力之原因.......................93表 5-1-11 力瑋實業修正與新創能力之原因........................95表 5-1-12 亞旭電腦修正與新創能力之原因........................96表 5-1-13 緯創資通修正與新創能力之原因........................97表 5-1-14 A汽車公司修正與新創能力方式.........................99表 5-1-15 磐英科技修正與新創能力之方式.......................100表 5-1-16 力瑋實業修正與新創能力之方式.......................101表 5-1-17 亞旭電腦修正與新創能力之方式.......................102表 5-1-18 緯創資通修正與新創能力之方式.......................103 | zh_TW |
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| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0089355017 | en_US |
| dc.subject (關鍵詞) | 動態能力 | zh_TW |
| dc.subject (關鍵詞) | 核心能力 | zh_TW |
| dc.subject (關鍵詞) | 移轉模式 | zh_TW |
| dc.subject (關鍵詞) | 能力修正 | zh_TW |
| dc.subject (關鍵詞) | 能力新創 | zh_TW |
| dc.subject (關鍵詞) | dynamic capabilities | en_US |
| dc.subject (關鍵詞) | core capabilities | en_US |
| dc.subject (關鍵詞) | transferring model | en_US |
| dc.subject (關鍵詞) | modificating capabilities | en_US |
| dc.subject (關鍵詞) | creating capabilities | en_US |
| dc.title (題名) | 組織能力之移轉與新創—以台商赴大陸投資為例 | zh_TW |
| dc.title (題名) | Transferring and Creating Organization Capabilities - take Taiwan enterprises` investing in Mainland China for an example | en_US |
| dc.type (資料類型) | thesis | en |
| dc.relation.reference (參考文獻) | 參考文獻 | zh_TW |
| dc.relation.reference (參考文獻) | 中文部分： | zh_TW |
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