| dc.contributor.advisor | 于卓民<br>司徒達賢 | zh_TW |
| dc.contributor.author (Authors) | 許文宗 | zh_TW |
| dc.creator (作者) | 許文宗 | zh_TW |
| dc.date (日期) | 2002 | en_US |
| dc.date.accessioned | 8-Dec-2010 01:51:51 (UTC+8) | - |
| dc.date.available | 8-Dec-2010 01:51:51 (UTC+8) | - |
| dc.date.issued (上傳時間) | 8-Dec-2010 01:51:51 (UTC+8) | - |
| dc.identifier (Other Identifiers) | A2010000110 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/48855 | - |
| dc.description (描述) | 博士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 企業管理研究所 | zh_TW |
| dc.description (描述) | 87355505 | zh_TW |
| dc.description (描述) | 91 | zh_TW |
| dc.description.abstract (摘要) | 由於台灣市場太小、資源不足、以及廠商本身規模與技術不夠，長久以來大多數的台灣廠商便以國際代工的方式，換取所需的市場、資源與技術。而在國際市場上，由於通訊技術之進步、市場之開放，一些知名品牌商有大者恆大之趨勢，使得這些品牌商有較多的談判力量，進而影響代工廠商成長機會與空間及代工範疇變化主動性。 過去在研究廠商能力與範疇變化，大多由資源基礎或交易成本之觀點，認為廠商可以自主選擇其發展空間與事業範疇。然而，在代工情境中，為了避免與主要客戶產生策略上衝突，代工廠商之範疇變化須考慮主要客戶之動向與意願。而這種非自主性的代工範疇變化模式，便是本研究主要探討的焦點。因此，本研究主要研究目的有以下幾點：（1）主要客戶對廠商代工範疇變化產生何種影響？（2）哪些因素影響廠商代工範疇變化主動程度？（3）廠商在擴大不同的代工範疇時，所需具備的能力是否有差異？ 主要客戶對代工廠商範疇變化之影響，過去在相關文獻中並不多見，因此，本研究乃結合個案與一般統計分析，期能對相關主題有更深入之瞭解。在個案研究上，本文選擇了五家具代表性的代工廠商，探討主要客戶對其代工範疇之影響。接著利用問卷方式，取得140份新增代工活動之樣本作為分析基礎。 透過個案與實證結果發現，主要客戶經營範疇之深度與廣度，相對影響代工廠商成長機會與空間，而許多廠商代工範疇變化是跟隨著主要客戶之發展。從個案之整理，本研究歸納出六種不同的代工範疇變化方式：（1）代工廠商驅動、（2）主要客戶驅動、（3）雙方相互調整方式、（4）現有領域深化、（5）主要客戶抽回、以及（6）廠商能力衰退而喪失，此六種方式是台灣代工廠商代工範疇變化可能之方式。 其次，在影響代工範疇變化主動程度之因素上，從文獻與個案之分析整理，本研究推導出七個影響代工範疇變化主動程度之變數，在代工廠商因素上，包括：代工廠商整體能力、追隨客戶傾向及資源關連性；在合作情境上，包括：策略目標相容性、社會資本與資源依賴等三大變數；而在產業因素上則有同業的競爭程度。經過實證分析之結果，最後支持了前面五個假設。包括：當代工廠商整體能力越強、追隨客戶傾向越高、新活動資源關連性越大，雙方社會資本及策略目標相容性越高的情況下，代工廠商會較有可能以主動的方式跨入新代工活動。 最後，代工廠商經營範疇試著往價值活動上游或下游發展時，所需具備的能力也有明顯差異。往上游（研發與製造）發展在研發與財務能力上必須較強、往下游（全球運籌與售後服務）發展，則除了研發與財務能力外，尚須具備採購、製造與國際化等較多元的能力。此一結果意謂著，隨著近年來全球之競爭，廠商競爭優勢之基礎不能僅靠單一能力，而須培養多元且動態之能力。其次，過去研究認為，代工廠商朝研發與銷售活動發展是兩種不同的模式，不過從本研究發現，代工廠商欲進入銷售活動時，必須有研發與製造能力（上游活動優勢）為基礎。亦即，在代工合作情境中，往上游或往下游發展不是截然不同的模式，而是有階段性。 本研究最主要的論點，認為台灣代工廠商在資源與能力相對較不足，須透過代工合作方式，與主要客戶建立緊密合作關係，換取相關資源。因此，在客觀的代工環境限制下，代工廠商之成長與範疇演變，有很多是跟隨主要客戶之成長而調整。因此，在分析代工廠商之策略行為時，外部網絡中主要客戶之動向，將影響著代工廠商之策略行動與資源佈局。 | zh_TW |
| dc.description.tableofcontents | 致謝摘要目錄-----II表目錄-----IV圖目錄-----VI第一章 緒論 第一節 前言-----1 第二節 研究動機與目的-----4 第三節 研究流程-----7 第四節 研究範圍與限制-----8第二章 文獻探討 第一節 資源依賴與策略主動性-----15 第二節 合作網絡形成與效益-----19 第三節 國際大廠委外代工趨勢與考量因素-----25 第四節 代工廠商成長與追隨客戶傾向-----29第三章 個案分析 第一節 樣本選擇與資料蒐集-----37 第二節 個案描述與整理-----39 第三節 個案分析-----57第四章 研究設計 第一節 研究架構與假設-----68 第二節 變數衡量-----77 第三節 抽樣設計-----83 第四節 資料分析方法-----84第五章 實證結果分析 第一節 樣本描述-----85 第二節 問卷之信度與效度分析-----92 第三節 相關實證分析-----98第六章 結論與建議 第一節 研究結論-----125 第二節 理論與實務涵義-----131 第三節 研究建議-----134參考文獻-----140附錄一：問卷-----150附錄二：廠商能力與意願對策略主動性之影響-----154表目錄表1-1：2000年台灣主要資訊硬體產品產銷概況-----1表1-2：2000年國內筆記型電腦代工主要客戶一覽表-----3表2-1：關係演變歷程相關文獻整理-----21表2-2：產業結構、資源基礎及關係對競爭優勢之觀點比較-----24表3-1：受訪公司資料與名單-----38表3-2：億豐公司經營範疇演變-----43表3-3：P公司經營範疇演變-----46表3-4：M公司經營範疇演變-----49表3-5：源興科技經營範疇演變-----52表3-6：英業達經營範疇演變-----56表4-1：本研究相關構念之操作定義與衡量指標-----82表5-1：問卷發放與回收情形統計-----87表5-2：回卷公司相關資料-----88表5-3：代工產業在海外兼做自有品牌之比率-----89表5-4：產業與新增的代工活動-----90表5-5：策略主動程度之次數分配-----90表5-6：傳統與電子產業在策略主動程度差異比較-----91表5-7：價值活動往上下游發展策略主動程度差異比較-----92表5-8：研究變項信度分析彙總-----95表5-9：衡量構面之因素分析表-----97表5-10：各主要構念相關矩陣-----100表5-11（I）：相關變數與代工廠商策略選擇之分析-----101表5-11（II）：相關變數與代工廠商策略選擇之分析-----102表5-12：策略主度程度與績效關係-----110表5-13：代工廠商整體能力各變項間相關係數分析表-----112表5-14：研發、製造活動下，廠商不同能力與主被動之關係-----113表5-15：運籌、服務活動下，廠商不同能力與主被動之關係-----113表5-16：新增代工活動往上下游發展對績效之影響-----116表5-17：研究假設檢定結果彙總表-----118表5-18：策略主動性與資源依賴各衡量指標之關係-----120表5-19：資源依賴各衡量指標對策略主動性之影響-----121表5-20：策略主動性與同業競爭程度各衡量指標之關係-----122表5-21：同業競爭程度各衡量指標對策略主動性之影響-----122圖目錄圖1-1：代工廠商價值活動內容與層次差異-----9圖3-1：億豐各階段之功能活動演變-----57圖3-2：代工廠商經營範疇與能力演變方式-----60圖3-3：影響代工廠商經營範疇演變因素-----64圖3-4：M公司經營範疇與能力演變方向-----65圖4-1：本研究驗證架構圖-----70 | zh_TW |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#A2010000110 | en_US |
| dc.title (題名) | 代工範疇變化主動程度之研究－以台灣國際代工廠商為例 | zh_TW |
| dc.type (資料類型) | thesis | en |
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