dc.contributor.advisor | 于卓民<br>司徒達賢 | zh_TW |
dc.contributor.author (作者) | 許文宗 | zh_TW |
dc.creator (作者) | 許文宗 | zh_TW |
dc.date (日期) | 2002 | en_US |
dc.date.accessioned | 8-十二月-2010 01:51:51 (UTC+8) | - |
dc.date.available | 8-十二月-2010 01:51:51 (UTC+8) | - |
dc.date.issued (上傳時間) | 8-十二月-2010 01:51:51 (UTC+8) | - |
dc.identifier (其他 識別碼) | 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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