| dc.contributor.advisor | 吳豐祥 | zh_TW |
| dc.contributor.author (Authors) | 周哲毅 | zh_TW |
| dc.contributor.author (Authors) | Chow, Tso-Yi | en_US |
| dc.creator (作者) | 周哲毅 | zh_TW |
| dc.creator (作者) | Chow, Tso-Yi | en_US |
| dc.date (日期) | 2005 | en_US |
| dc.date.accessioned | 18-Sep-2009 17:38:44 (UTC+8) | - |
| dc.date.available | 18-Sep-2009 17:38:44 (UTC+8) | - |
| dc.date.issued (上傳時間) | 18-Sep-2009 17:38:44 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0088931034 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/36228 | - |
| 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) | 88931034 | zh_TW |
| dc.description (描述) | 94 | zh_TW |
| dc.description.abstract (摘要) | PC industry is a highly competitive industry. In this fast changing environment, no company can simply rely on basic core competencies to stay-up with the market & competitions. The growth of global demand for PCs has reached a plateau in recent years, and as products are becoming commoditized the differentiation between products are hardly distinguishable. And price war is inevitable. This study investigated how does a global computer company build and manage its dynamic capabilities to stay competitive and make appropriate adjustment to leverage its dynamic capabilities in the new business. The study finds that in order to sustain competitiveness in the market, corporation needs to look inward and institute a process to manage product and service development and business risks. Having good products and customer relationship are just the starting point for a successful business. A continuous learning system can help company to constantly strive for better improvement and in a long run this becomes a strong driving factor to improve operation excellence. It takes persistent and relentless drive for improvement to make a good company to great. When a company is going to start a new business and break an existing model, one of the effective approaches is to form a special task team that is given the full ownership in making sure the project is successful. In addition, senior management team needs to work closely with the project team via regular meetings and to offer help in clearing roadblocks within the organization and allowing team to think out-of-box and propose necessary changes. Without management support and foster, the chance of success for the special task team is minimal. | zh_TW |
| dc.description.abstract (摘要) | PC industry is a highly competitive industry. In this fast changing environment, no company can simply rely on basic core competencies to stay-up with the market & competitions. The growth of global demand for PCs has reached a plateau in recent years, and as products are becoming commoditized the differentiation between products are hardly distinguishable. And price war is inevitable. This study investigated how does a global computer company build and manage its dynamic capabilities to stay competitive and make appropriate adjustment to leverage its dynamic capabilities in the new business. The study finds that in order to sustain competitiveness in the market, corporation needs to look inward and institute a process to manage product and service development and business risks. Having good products and customer relationship are just the starting point for a successful business. A continuous learning system can help company to constantly strive for better improvement and in a long run this becomes a strong driving factor to improve operation excellence. It takes persistent and relentless drive for improvement to make a good company to great. When a company is going to start a new business and break an existing model, one of the effective approaches is to form a special task team that is given the full ownership in making sure the project is successful. In addition, senior management team needs to work closely with the project team via regular meetings and to offer help in clearing roadblocks within the organization and allowing team to think out-of-box and propose necessary changes. Without management support and foster, the chance of success for the special task team is minimal. | en_US |
| dc.description.abstract (摘要) | Table of Contents TABLE OF CONTENTS 3 LIST OF FIGURES 6 LIST OF TABLES 8 CHAPTER 1 INTRODUCTION 9 1.1. MOTIVATION 9 1.2. OBJECTIVE AND INVESTIGATION 10 1.2.1 Thesis Objective 10 1.2.2 Investigation 10 CHAPTER 2 LITERATURE REVIEW 12 CHAPTER 3 RESEARCH METHODOLOGY 18 3.1. RESEARCH FRAMEWORK 18 3.2. METHODOLOGY AND SOURCE OF INFORMATION 19 3.3. RESEARCH LIMITATION 19 CHAPTER 4 CASE STUDY 20 4.1. INTRODUCTION ON COMPANY X 20 4.2. COMPANY X’S DYNAMIC CAPABILITIES 23 4.3. PROCESS 24 4.3.1 Coordination: 24 4.3.2 Learning 27 4.3.3 Reconfiguration 28 4.4. POSITION 28 4.4.1 Technological Asset 28 4.4.2 Complementary Asset 35 4.4.3 Market Asset 39 4.4.4 Financial Asset 40 4.4.5 Structural Asset 42 4.4.6 Organization Boundaries 44 4.4.7 Reputational Asset 46 4.5. PATH 53 4.5.1 Looking for opportunity 53 4.5.2 Challenges to enter the new market 58 4.5.3 Alternative Strategy: 59 CHAPTER 5 RESEARCH FINDINGS 67 CHAPTER 6 CONCLUSION AND SUGGESTIONS 72 6.1. CONCLUSION 72 6.2. IMPLICATION 74 6.3. SUGGESTIONS FOR FUTURE STUDIES 75 GLOSSARY 76 REFERENCE 78 CHINESE LITERATURE 78 ENGLISH LITERATURE 79 | - |
| dc.description.tableofcontents | Table of Contents TABLE OF CONTENTS 3 LIST OF FIGURES 6 LIST OF TABLES 8 CHAPTER 1 INTRODUCTION 9 1.1. MOTIVATION 9 1.2. OBJECTIVE AND INVESTIGATION 10 1.2.1 Thesis Objective 10 1.2.2 Investigation 10 CHAPTER 2 LITERATURE REVIEW 12 CHAPTER 3 RESEARCH METHODOLOGY 18 3.1. RESEARCH FRAMEWORK 18 3.2. METHODOLOGY AND SOURCE OF INFORMATION 19 3.3. RESEARCH LIMITATION 19 CHAPTER 4 CASE STUDY 20 4.1. INTRODUCTION ON COMPANY X 20 4.2. COMPANY X’S DYNAMIC CAPABILITIES 23 4.3. PROCESS 24 4.3.1 Coordination: 24 4.3.2 Learning 27 4.3.3 Reconfiguration 28 4.4. POSITION 28 4.4.1 Technological Asset 28 4.4.2 Complementary Asset 35 4.4.3 Market Asset 39 4.4.4 Financial Asset 40 4.4.5 Structural Asset 42 4.4.6 Organization Boundaries 44 4.4.7 Reputational Asset 46 4.5. PATH 53 4.5.1 Looking for opportunity 53 4.5.2 Challenges to enter the new market 58 4.5.3 Alternative Strategy: 59 CHAPTER 5 RESEARCH FINDINGS 67 CHAPTER 6 CONCLUSION AND SUGGESTIONS 72 6.1. CONCLUSION 72 6.2. IMPLICATION 74 6.3. SUGGESTIONS FOR FUTURE STUDIES 75 GLOSSARY 76 REFERENCE 78 CHINESE LITERATURE 78 ENGLISH LITERATURE 79 | zh_TW |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0088931034 | en_US |
| dc.subject (關鍵詞) | Dynamic Capability | en_US |
| dc.subject (關鍵詞) | Core Competency | en_US |
| dc.subject (關鍵詞) | New Business Development | en_US |
| dc.subject (關鍵詞) | ODM Management | en_US |
| dc.subject (關鍵詞) | Supply Chain | en_US |
| dc.title (題名) | The Case Study OF A Global Computer Company Bulding AND Managing Dynamic CapabilIties | zh_TW |
| dc.title (題名) | The Case Study OF A Global Computer Company Bulding AND Managing Dynamic CapabilIties | en_US |
| dc.type (資料類型) | thesis | en |
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