| dc.contributor | 國立政治大學企業管理學系 | en_US |
| dc.contributor | 行政院國家科學委員會 | en_US |
| dc.creator (作者) | 黃國峯 | zh_TW |
| dc.date (日期) | 2008 | en_US |
| dc.date.accessioned | 18-May-2012 11:57:58 (UTC+8) | - |
| dc.date.available | 18-May-2012 11:57:58 (UTC+8) | - |
| dc.date.issued (上傳時間) | 18-May-2012 11:57:58 (UTC+8) | - |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/52866 | - |
| dc.description.abstract (摘要) | 多角化策略在策略管理的領域中，一直是主要探索研究的議題之一。傳統多角化之研究，尤其在實證研究上，在界定多角化之相關性，多以產業或次產業之類別來分類；而在過去有關多角化績效之實證研究，證明無多角化之企業的績效較多角化之企業的績效佳；在企業多角化下，相關多角化之企業的績效較非相關多角化之企業為佳。然而，上述的實證研究，亦多以產業別編碼來做為判斷多角化事業之相關性，這樣的分類方式，雖在過去許多研究中已經被驗證，但是，我們仍舊對過去的研究結果裡所無法解釋的現象感到好奇，例如：若依據傳統產品別或產業別定義下的非相關多角化事業，其績效表現應該會比較差，但是，若不同的產品別或產業別之事業，卻是使用相同的核心能力，其績效真的會比較差嗎？若真如此，這樣的推論似乎與Hamel & Prahalad (1994) 的核心競爭力的推論相異。因此，本研究認為有必要以不同的構面，重新檢視企業多角化的策略議題。 本研究計劃希望發展出一個新的概念性架構，來分析企業多角化的策略。這個架構，是以新事業所需能力相似程度，以及價值活動相似程度為兩個構面，發展成一個2×2的矩陣架構，即「能力/價值活動多角化策略矩陣」，並區分成四種多角化事業類型：「高度相關多角化事業」、「能力相關多角化事業」、「價值活動相關多角化事業」、以及「非相關多角化事業」。本研究計劃以這個架構為基礎，對多角化企業的個案公司來進行探索性的分析，驗證這個架構的有效性。本研究先以幾個個案公司進行紮根研究，以期發展出可操作性之構面與分析架構，然後根據個案分析結果，得到幾個研究命題，例如：高度相關多角化事業擁有較佳之財務績效、市場績效、以及創新績效；能力相關多角化事業，亦會有較佳的財務績效以及創新績效之表現等。本研究的最主要的目的，在於提供一個新的概念性架構，用來實證分析企業多角化程度與企業績效之關係，並試圖解釋不同多角化事業策略，如何藉由所擁有能力與所從事價值活動之綜效，達到競爭優勢的目標。本研究的研究方法，擬同時採用質化的個案研究方法與量化的實證研究方法，來驗證本研究的研究問題與假說。因此，本研究冀望以兩年的研究時間，來完成這個深具挑戰且具延伸性的研究議題。本研究之主要貢獻，乃是使原有的理論架構與實證研究更臻完備與豐富，並試圖提供新的概念化理論架構，以供未來相關研究之參考。 | en_US |
| dc.description.abstract (摘要) | A firm’s diversification strategy is one of important issues in strategic management research. The traditional diversification studies focus on defining the relatedness of diversification. Previous empirical studies mainly use industrial code as a tool for classifying related or unrelated diversification. The findings of previous research suggest that the performance of focused firms is better than the diversified firms. Moreover, among the diversified firms, the highly-related diversified firms is found performed superior to the unrelated diversification firms. However, these studies mainly rely on the industrial code to measure the related or unrelated diversification. Previous resource-based or competence-based researchers suggest that different businesses may enjoy same competitive advantage if businesses share the common core competence. This implies that even businesses diversified in the different industry sectors may perform well if they possess and share the same core competence. Therefore, it may not be completely appropriate to classify a firm’s diversification only by products, markets, or industry codes. This paper attempts to provide a conceptual framework, the capability/value-activity diversification matrix, to analyze a firm’s diversification strategy. Instead of using product or market as constructs, this study employs two constructs: capability similarity and value activity similarity to measure the relatedness of a firm’s multi-business units. Four types of diversified relationship have been identified. If two business units are similar to each other on their capabilities and value activities, then they are called highly-related diversified businesses. If two business units are similar to each other on their capabilities but different from their value activities, then they are called capability-related diversified businesses. However, if two business units are similar to each other on their value activities but different from their capabilities, then they are called value-activity-related diversified businesses. Finally, if two business units are both different from each other on both their capabilities and value activities, then they are called unrelated diversified businesses. A case study for a Taiwanese semiconductor component provider is employed to verify the robustness of the framework. Our results suggest the framework can provide a different analytical framework from the traditional product-market matrix framework. The results also suggest the proposition of highly-related diversified businesses as well as the capability-related diversified businesses have the better performance than the unrelated diversified businesses. | en_US |
| dc.format.extent | 517298 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.language.iso | en_US | - |
| dc.relation (關聯) | 基礎研究 | en_US |
| dc.relation (關聯) | 學術補助 | en_US |
| dc.relation (關聯) | 研究期間:9708~ 9807 | en_US |
| dc.relation (關聯) | 研究經費:574仟元 | en_US |
| dc.subject (關鍵詞) | 多角化策略;相關與非相關多角化;企業成長;能力;價值活動 | en_US |
| dc.subject (關鍵詞) | diversification; related and unrelated diversification; firm growth; capability; value activity | en_US |
| dc.title (題名) | 相關與非相關多角化策略---以能力與價值活動為基礎之研究 | zh_TW |
| dc.title.alternative (其他題名) | Related and Non-Related Diversification---A Capability-Based and Value-Activity-Based Perspective | en_US |
| dc.type (資料類型) | report | en |
