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題名 核心能耐僵固之個案研究
A Case Study on the Core Rigidity作者 吳明怡 貢獻者 邱奕嘉
吳明怡關鍵詞 台灣筆記型電腦代工產業
核心能耐
核心僵固日期 2013 上傳時間 6-Aug-2014 11:42:51 (UTC+8) 摘要 在全球化的競爭環境中，企業賴以立基及保持成功的核心能耐，如果沒有適時地的調整及修正，一旦無法反應外在環境的變化，就會形成僵固性(Rigidity)，反而影響公司未來的競爭優勢。 台灣筆記型電腦代工廠面對行動裝置時代的來臨，紛紛搶進其它領域，力求降低筆記型電腦占公司產品的營收比重，減少筆記型電腦毛利下滑對企業帶來的傷害。進入新事業的成功與否，與其舊有的核心能耐是否能順利運轉在新的事業上休戚相關，若核心能耐成了核心僵固，不僅新事業順利開展遙遙無期，甚至可能傷害既有事業的收入，讓公司的競爭力日益下滑。 本文以台灣某家筆記型電腦代工廠為研究對象，研究其核心僵固的成因並試圖找出其關聯性，認為該公司核心僵固是由心理僵固向下影響行為僵固及資源僵固，並作出建議如下：一、建立決策團隊，避免心理僵固。二、引進管理人才，改善其行為僵固的情形。三、人力資源配置及員工職涯發展，培養中高階經理人，避免高階經理人斷層對企 業造成的影響。 參考文獻 中文書籍1. 張益誌，路徑相依性、領導慣性、結構慣性對研發團隊核心僵固性與創新績效的影響，第7~30頁，國立高雄師範大學科技管理所碩士論文，民國99年。2. 林政緯，核心競爭力或核心僵固？企業高階管理團隊主導邏輯之觀點，國立嘉義大學，企業管理所，民國92年3. 蘇玉珊，核心僵固性和動態能耐對研發團隊創新績效之影響，第7~45頁，國立高雄師範大學科技管理所碩士論文，民國99年。4. 林東清(2007)，知識管理(knowledge management)，第六章。台北：智勝，民國98年。English Books1. Grant, R. (1991), The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation,2. Staw, B.M., Sandelands, L.E. & Dutton, J.E. (1981) Threat-rigidity effects on organizational behavior,3. Matthyssens, P., Pauwels, P., & Vandenbempt, K. (2005). Strategic flexibility, rigidity and barriers to the development of absorptive capacity in business markets: Themes and research perspectives. Industrial Marketing Management, 34(6), 547-554.4. Pentland, B. T. and Feldman, M. S. (2005)Organizational Routines as a Unit of Analysis, Industrial and. Corporate Change, Vol. 14, NO. 5, pp. 793–815.5. Gilbert Clark G. (2005) Unbundling the structure of inertia Resource versus routine rigidity. Academy of Management Journal, 48(5) 741-763.6. Christensen, CM. & Brower, JL. (1996). Customer power, strategic investment, and the failure of leading firms. Strategic Management Journal, 17(3), pp.197-218.7. Benner, M.J., & Tushman M.L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review, 28, 238-256.8. Lines, R. (2005), The structure and function of attitudes toward organizational change. Human Resource Development Review, 4(1), 8-329. Hussinger, Katrin and Annelies Wastyn (2011), In Search for the Not-Invented-Here Syndrome: The Role of Knowledge Sources and Firm Success, ZEW Discussion Paper No. 11-048, Mannheim.10. Arthur, W• Brian, Competing Technologies, Increasing Returns, and Lock-in by Historical Events, Economic Journal, March 1989, 116-31.11. Hunt, S. D. and Morgan, R. M. (1996), The Resource-Advantage Theory of Competition: Dynamics, Path Dependencies, and Evolutionary Dimensions,” Journal of Marketing, Vol. 60, No. 4, pp. 107-114.12. Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23, 1095-1121.13. Teece, D.J., Pisano, G., Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7): 509-53314. Ambrosini, V., Bowman, C. & Collier, N. (2009), Dynamic capabilities: An exploration of how firms renew their resource base, British Journal of Management, vol. 20, no. S1, pp.S9-S2415. Helfat, C., & Peteraf, M. (2009). Understanding dynamic capabilities: Progress along a developmental path. Strategic Organization, 7(1), 91-103.16. Zott, C. (2003), “Dynamic Capabilities and the Emergence of Intraindustry differential Firm Performance: Insights from a Simulation Study,” Strategic Management Journal, 24(2), pp. 97-125.17. Sanchez, R.（2004）. Understanding competence-based management Identifying and managing five modes of competence. Journal of Business Research.57,pp.518-532.18. D`aveni, R.A., & Gunther, R.E. (1994). Hypercompetition: Managing the dynamics of strategic maneuvering: Simon and Schuster.19. Chen, M. J., (1996). Competitor Analysis and Interfirm Rivalry: Toward a Theoretical Integration, The Academy of Management Review, 21(1), 100-134.20. Kodama, M., (2007), New Knowledge Creation through ICT Dynamic Capability: Creating Knowledge Communities Using Broadband, U.S., IAP-Information Age.21. Frankfort-Nachmias C., & Nachmias, D. (1996). Research Methods in the Social Sciences, 5th ed., Scientific American/St.Martin`s College Publishing Group Inc.22. Eisenhardt, K. (1989) "Building Theories from Case Study Research." Academy of Management Review, 14:4: pp. 532-550. 描述 碩士
國立政治大學
商管專業學院碩士學位學程(AMBA)
100380033
102資料來源 http://thesis.lib.nccu.edu.tw/record/#G0100380033 資料類型 thesis dc.contributor.advisor 邱奕嘉 zh_TW dc.contributor.author (Authors) 吳明怡 zh_TW dc.creator (作者) 吳明怡 zh_TW dc.date (日期) 2013 en_US dc.date.accessioned 6-Aug-2014 11:42:51 (UTC+8) - dc.date.available 6-Aug-2014 11:42:51 (UTC+8) - dc.date.issued (上傳時間) 6-Aug-2014 11:42:51 (UTC+8) - dc.identifier (Other Identifiers) G0100380033 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/68244 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 商管專業學院碩士學位學程(AMBA) zh_TW dc.description (描述) 100380033 zh_TW dc.description (描述) 102 zh_TW dc.description.abstract (摘要) 在全球化的競爭環境中，企業賴以立基及保持成功的核心能耐，如果沒有適時地的調整及修正，一旦無法反應外在環境的變化，就會形成僵固性(Rigidity)，反而影響公司未來的競爭優勢。 台灣筆記型電腦代工廠面對行動裝置時代的來臨，紛紛搶進其它領域，力求降低筆記型電腦占公司產品的營收比重，減少筆記型電腦毛利下滑對企業帶來的傷害。進入新事業的成功與否，與其舊有的核心能耐是否能順利運轉在新的事業上休戚相關，若核心能耐成了核心僵固，不僅新事業順利開展遙遙無期，甚至可能傷害既有事業的收入，讓公司的競爭力日益下滑。 本文以台灣某家筆記型電腦代工廠為研究對象，研究其核心僵固的成因並試圖找出其關聯性，認為該公司核心僵固是由心理僵固向下影響行為僵固及資源僵固，並作出建議如下：一、建立決策團隊，避免心理僵固。二、引進管理人才，改善其行為僵固的情形。三、人力資源配置及員工職涯發展，培養中高階經理人，避免高階經理人斷層對企 業造成的影響。 zh_TW dc.description.tableofcontents 第一章 緒論 1第一節 研究背景與動機 1第二節 研究問題及研究目的 4第三節 研究內容及範圍 5第四節 論文架構 6第二章 理論與基礎文獻 8第一節 核心能耐 8第二節 核心僵固 18第三章 研究方法 36第一節 研究方法 36第二節 研究流程 40第四章 產業分析 43第一節 筆記型電腦代工產業概述 43第二節 筆記型電腦代工產業現況 55第三節 筆記型電腦未來市場分析 63第五章 個案研究與分析 68第一節 個案公司介紹 68第二節 個案公司個人電腦事業群經營策略與核心能耐 74第三節 個案公司個人電腦事業群核心僵固成因探討 78第六章 結論與建議 83第一節 研究結論 83第二節 研究建議 84第三節 研究限制 87參考文獻 88中文部分 88英文部分 88 zh_TW dc.format.extent 1683615 bytes - dc.format.mimetype application/pdf - dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0100380033 en_US dc.subject (關鍵詞) 台灣筆記型電腦代工產業 zh_TW dc.subject (關鍵詞) 核心能耐 zh_TW dc.subject (關鍵詞) 核心僵固 zh_TW dc.title (題名) 核心能耐僵固之個案研究 zh_TW dc.title (題名) A Case Study on the Core Rigidity en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 中文書籍1. 張益誌，路徑相依性、領導慣性、結構慣性對研發團隊核心僵固性與創新績效的影響，第7~30頁，國立高雄師範大學科技管理所碩士論文，民國99年。2. 林政緯，核心競爭力或核心僵固？企業高階管理團隊主導邏輯之觀點，國立嘉義大學，企業管理所，民國92年3. 蘇玉珊，核心僵固性和動態能耐對研發團隊創新績效之影響，第7~45頁，國立高雄師範大學科技管理所碩士論文，民國99年。4. 林東清(2007)，知識管理(knowledge management)，第六章。台北：智勝，民國98年。English Books1. Grant, R. (1991), The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation,2. Staw, B.M., Sandelands, L.E. & Dutton, J.E. (1981) Threat-rigidity effects on organizational behavior,3. Matthyssens, P., Pauwels, P., & Vandenbempt, K. (2005). Strategic flexibility, rigidity and barriers to the development of absorptive capacity in business markets: Themes and research perspectives. Industrial Marketing Management, 34(6), 547-554.4. Pentland, B. T. and Feldman, M. S. (2005)Organizational Routines as a Unit of Analysis, Industrial and. Corporate Change, Vol. 14, NO. 5, pp. 793–815.5. Gilbert Clark G. (2005) Unbundling the structure of inertia Resource versus routine rigidity. Academy of Management Journal, 48(5) 741-763.6. Christensen, CM. & Brower, JL. (1996). Customer power, strategic investment, and the failure of leading firms. Strategic Management Journal, 17(3), pp.197-218.7. Benner, M.J., & Tushman M.L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review, 28, 238-256.8. Lines, R. (2005), The structure and function of attitudes toward organizational change. Human Resource Development Review, 4(1), 8-329. Hussinger, Katrin and Annelies Wastyn (2011), In Search for the Not-Invented-Here Syndrome: The Role of Knowledge Sources and Firm Success, ZEW Discussion Paper No. 11-048, Mannheim.10. Arthur, W• Brian, Competing Technologies, Increasing Returns, and Lock-in by Historical Events, Economic Journal, March 1989, 116-31.11. Hunt, S. D. and Morgan, R. M. (1996), The Resource-Advantage Theory of Competition: Dynamics, Path Dependencies, and Evolutionary Dimensions,” Journal of Marketing, Vol. 60, No. 4, pp. 107-114.12. Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23, 1095-1121.13. Teece, D.J., Pisano, G., Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7): 509-53314. Ambrosini, V., Bowman, C. & Collier, N. (2009), Dynamic capabilities: An exploration of how firms renew their resource base, British Journal of Management, vol. 20, no. S1, pp.S9-S2415. Helfat, C., & Peteraf, M. (2009). Understanding dynamic capabilities: Progress along a developmental path. Strategic Organization, 7(1), 91-103.16. Zott, C. (2003), “Dynamic Capabilities and the Emergence of Intraindustry differential Firm Performance: Insights from a Simulation Study,” Strategic Management Journal, 24(2), pp. 97-125.17. Sanchez, R.（2004）. Understanding competence-based management Identifying and managing five modes of competence. Journal of Business Research.57,pp.518-532.18. D`aveni, R.A., & Gunther, R.E. (1994). Hypercompetition: Managing the dynamics of strategic maneuvering: Simon and Schuster.19. Chen, M. J., (1996). Competitor Analysis and Interfirm Rivalry: Toward a Theoretical Integration, The Academy of Management Review, 21(1), 100-134.20. Kodama, M., (2007), New Knowledge Creation through ICT Dynamic Capability: Creating Knowledge Communities Using Broadband, U.S., IAP-Information Age.21. Frankfort-Nachmias C., & Nachmias, D. (1996). Research Methods in the Social Sciences, 5th ed., Scientific American/St.Martin`s College Publishing Group Inc.22. Eisenhardt, K. (1989) "Building Theories from Case Study Research." Academy of Management Review, 14:4: pp. 532-550. zh_TW
