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題名 儒鴻紡織轉型策略之研究
Research on the Enterprise Transformation Strategies of Eclat Textile Company作者 葉洵揚 貢獻者 吳思華<br>溫肇東
葉洵揚關鍵詞 紡織業
企業轉型
成功關鍵因素
策略
競爭優勢
策略規劃日期 2015 上傳時間 4-Jan-2016 16:57:20 (UTC+8) 摘要 台灣紡織業的源起可追溯至1945年台灣積極進行產業轉型的時代，當時，紡織業即撐起產業旗艦的角色，帶領台灣由農業轉型為輕工業，並為台灣創造了經濟上的奇蹟。2012年整體紡織業總產值達4520億元，較2011年負成長8.6%；2013年大致維持與2012相同的水準，較2012年負成長0.3%。產業鏈的不同子產業(人造纖維業、紡織業、成衣與服飾業)受到不同幅度的衰退與停滯，若以紡織產業家數與創造的就業機會來看，也發現在這兩項關鍵指標上都呈現衰退的趨勢。因使，不管由創匯、產值、廠商家數與就業人口來看，台灣紡織業面臨到迫切的壓力，必須積極的思考企業轉型之道。 然而，企業轉型不可以毫無章法，更何況企業轉型往往來自內、外部的壓力，牽一髮而動全身，必須透過縝密且系統性的分析過程來進行商業模式的校正以及轉型路徑的篩選； 因此本研究將以吳思華(2000)所出版的策略九說之動態策略規劃為基礎，並以紡織業股王儒鴻紡織為個案研究的對象，針對策略規劃如何主導中小企業轉型創新進行深入探討。 研究結果發現轉型創新的路徑思維必須從「零和戰爭」到「價值共創」；另外，轉型創新，組織必須放下過去的商業模式、競爭優勢來源。因此打造學習型組織為轉型創新的關鍵；打造學習型組織，領導人是關鍵；最後在整個研究過程中也顯示了，轉型創新必須有系統性的分析與執行過程；適當的功能性政策，組織文化、結構的校正，是凸顯組織競爭優勢的關鍵。
The history of the textile industry in Taiwan could date back to 1945. Textile industry was a bellwether in those days. It not only made significant contributions to the success of industrial transformation, but also led Taiwanese economic conditions shifted from agriculture to light industry. This is “Taiwanese economic miracle”. The total production output of the textile industry in Taiwan in 2012 was 452 billion TWD. It was 8.6% percent lower than the number in 2011, and basically the same as the number in 2013. At about the same time, various degrees of recessions appeared in many sub-industries such as man-made fiber industry, textiles mills industry, wearing apparel, and clothing accessories manufacturing industry. Two key indicators, the number of firms in an industry as well as the number of jobs created in an industry, also decreased. Every indication showed the textile industry in Taiwan faced a great struggle. A new idea for survival and business transformation might be a great opportunity for Taiwanese textile industry. Business transformation can be very challenging and risky. Pressures from inside and outside might lead to business transformation. A small mistake might lead to chain reaction. Improving business model and choosing detailed and organized business transformation plan, thus, are the key lessons for an organization. Based on the concept framework in Wu’s (2000) book, the thesis analyzed Eclat Textile Company, the most valuable textile company in Taiwan, to discover how strategic planning lead to a business transformation in small and medium-sized enterprises The path of innovation and transformation should be think from zero-sum game to value co-production, which was found in the research. Instead of retaining business model and competitive advantages, organizations might need to create learning organization. The leader of the organization, thus, plays an essential role in the learning organization. Also, strategical analysis, practice, and operation compose innovation and transformation. Making suitable and functional policies, modifying organization cultures, as well as adjusting organization structure, in addition, are the key factors in business transformation.參考文獻 一、英文文獻1.Aaker,D.A. (1984). Developing Business Stretegies,New York:John Willey and Sons, PP. 35∼36.2.Aaker,D.A. (1989). "Managing Assets and Skills：The Key to a Sustainable Competitive Adantage",California Management Review, Winter ,PP.91∼106.3.Ansoff,H.I. (1965). Corporate Stragegy, New York: McGraw-Hill.4.Ansoff,H.I. (1975). "Strategies for Diverfication",Harvard Business Review, September-December , PP.114.5.Ansoff, H. I.(1984). Implanting strategic management, Prentice/Hall International, Englewood Cliffs, NJ.6.Brown, W. B., & Moberg, D. J. (1983). Organization Theory and Management : A Macro Approach, John Wiley Sons, Inc. 7.Bibeault, D.B. ( 1982). Corporate turnaround: How managers turn losers into winners New York: Me Graw Hill.8.Barney(1991). Firm resources and sustained competitive advantage,Journal of Management.9.Blumenthal and Haspeslagh(1994). Toward a Definition of Corporate Transformation, Sloan Management Review.10.Chandler, Alfred D. Jr. (1962), "Strategy and Structure:Chapters in the History of the American Industrials Enterprise, Cambridge, The M.I.T. Press, 1962. PP. 463..11.Daniel, D. R. (1961). Management Information Crisis. Harvard Business Review, September-October.12.Daniel, D.W. (1961). Manageement information crisis, Havard business review,39,PP111-121.13.Denzin, Norman K. (1978). The research act: A theoretical introduction to sociological14.methods, (2nd ed.), New York: McGraw-Hill.15.Davenport(1994). On Tomorrow `s Organization:Moving Forward,or Step Backwards,Academy of Management Executive,Vol8,No.3.16.Hamel and Prahalad (1990). The Core Competence of the Corporation , Harvard Business Review, May–June.17.Hill,C.W and G.R. Jones (1998)(2001)(2003). Strategic Management Theory, Boston, MA: Houghton Mifflin Company.18.Kurt Lewin (1947). ”Force Behind Food Habits and Methods of Change”. Bulletin of the National Research Council.19.Kotter, J. P . (1995). Leading Change: Why Transformation Efforts Fail. Howard Business Review.20.Kotter, J. P. and L. A. Schlesinger (1979). ‘ Choosing Strategic for Change,” Harvard Business Review, March-April, pp.106-114. 21.Kilmann, R.H., Covin, T.J. and Associates (1988). Corporate transformation , San Fransisco, California：Jossey-Bass.22.Leidecker and Bruno(1984). Identifying and Using Critical Success Factors. In: Long Range Planning, 17(1), 23-32.23.Lavy A., & Merry U.(1988). Organizational Transformation: Revitalizing. Organization for a Competitive World.24.Miles and Snow.(1978). Organizational Strategy, structure, and process,New York: McGraw-Hill.25.Mintzberg, H.(1987). The strategy concept I: Five Ps for strategy. California Management Review.26.MacMillan, I.C. (1988). “Controlling Competitive Dynamics by Taking Strategic Initiative, Academy of Management Executive, 2(2): pp.111–118.27.Mintaberg and Westley(1992). Cycles of organizational change, Strategic Management Journal, V.13, Issue S2, 39-59.28.Penrose(1959) .The Theory of the Growth of the Firm, Oxford University Press.29.Porter, M.E. (1980) (1985). Competitive Advantage, Free Press, New York.. 30.Porter, M. E. (1985).“ Competitive Advantage Creating and Sustaining Superior Performance” Harvard Business Review, New York: The Free Pass.31.Prahalad, C. K. (1990).“The Core Competence of the Corporation,” Harvard Business32.Review, May-Jun 1990.33.Prahalad, C. K. (1993). “The Role of Core Competencies in the Corporation”, Research Technology Management, Nov-Dec 1993.34.Robbins, S. P. (1992). Essentials of organizational behavior. New Jersey.35.Shaheen(1994).Approach to transformation,Chief Executive,March,2-5.36.Wernerfelt, B. (1984). “ A Resource-Based View of The Firm,” Strategic Management Journal, Vol. 15, pp.171-180.37.Yin, R. K. (1994). Case study research： Design and methods(2nd ed.), Thousand Oaks, CA: Sage.二、中文文獻1.大前研一，黃宏義譯（1982）（1987）。《策略家的智慧》，台北：長河出版社。 2.司徒達賢(1995) (1997)。《策略管理》，台北：遠流出版。吳思華(1988)。「產業政策與企業策略」，台北：中華經濟企業研究所。3.吳思華(1988)。「產業政策與企業策略」，台北：中華經濟企業研究所。4.吳思華(1996)。《策略九說，策略思考的本質》，台北：麥田出版。5.邱嘉琪(2000)。「台商在中國大陸代工企業轉型升級之個案研究」，碩士論文。6.周佩萱(1992)。「試析我國中小企業轉型困境」，台灣經濟研究月刊，第16卷 第八期。7.周佳欣（1997）。「台灣中小企業策略性轉型之研究」。8.周文賢（1999）。《行銷管理—市場分析與策略規劃》，台北：智勝文化事業出版。9.陳明璋（1994）。《台灣中小企業發展論文集》，聯經出版社10.陳明璋（1995）。「企業轉型的經營策略與作法」《扭轉乾坤－台灣企業突破變局的成功實例》，中華民國管理科學學會。11.徐聯恩(1996)。「企業變革新論專欄」。世界經理文摘，120期至125期。12.陳明璋（1996）。「企業轉型的策略與成功關鍵」，貿易週刊，1690期。13.徐聯恩(1999)。「成功的組織改造策略」，Apr 1999，中華管理評論，Nov.2，No.3，p.21-p.31。14.陳晁偉(2011)。「台灣中小企業轉型研究：策略型態、組織學習與創新之」，碩士論文。15.許士軍（1989）。「企業研究發展與策略規劃」，世界經理人文摘。16.麥可、波特著，周旭華譯(1998)。《競爭策略》，台北：天下文化出版。17.麥可、波特著，李明軒、邱如美譯(1999)。《競爭優勢上》，台北：天下文化出版。18.麥可、波特著，李明軒、邱如美譯(1999)。《競爭優勢下》，台北：天下文化出版。19.常宗翼(2000)。「企業轉型的質性研究-以台灣傳統中小型企業為例」，碩士論文。20.許士軍、孫震(2010)。《3企業倫理：內外部管理觀點與個案》台北：前程文化出版。21.許士軍(2011)。《36個洞見開啟你的經營管理腦》台北：天下文化出版。22.黃營杉(1993)，企業政策，第四版，台北：國立空大。23.湯明哲(2003)。《策略精論》，台北：天下文化出版社。24.黃清雄(2000)。「產業競爭力關鍵因素之研究--以台灣地區鋼線鋼纜業為例」，碩士論文。25.謝碧枝（2001）。企業轉型中的多角化策略選擇－以食品業為例，碩士論文。26.財訊雜誌(2014)。478期，pp.82-92.27.策略評論。第22期，財團法人中小企業研究院學術教育基金會，pp.17-26經濟部統計處(2013)。紡織所ITIS，2013紡織產業年鑑，台北：IT IS出版品銷售中心。 28.經濟部統計處(2014)。紡織所ITIS，2014紡織產業年鑑，台北：IT IS出版品銷售中心。29.Jim Collins著，齊若蘭譯(2002)。《從A到A+》，台北：天下雜誌出版社，pp.164。30.Rita Gunther Mcgrath著，洪慧芳譯(2014)。《動態競爭優勢時代》-持久競爭優勢終結，台北：天下雜誌出版社。. 描述 碩士
國立政治大學
科技管理與智慧財產研究所
102364129資料來源 http://thesis.lib.nccu.edu.tw/record/#G0102364129 資料類型 thesis dc.contributor.advisor 吳思華<br>溫肇東 zh_TW dc.contributor.author (Authors) 葉洵揚 zh_TW dc.creator (作者) 葉洵揚 zh_TW dc.date (日期) 2015 en_US dc.date.accessioned 4-Jan-2016 16:57:20 (UTC+8) - dc.date.available 4-Jan-2016 16:57:20 (UTC+8) - dc.date.issued (上傳時間) 4-Jan-2016 16:57:20 (UTC+8) - dc.identifier (Other Identifiers) G0102364129 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/80322 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理與智慧財產研究所 zh_TW dc.description (描述) 102364129 zh_TW dc.description.abstract (摘要) 台灣紡織業的源起可追溯至1945年台灣積極進行產業轉型的時代，當時，紡織業即撐起產業旗艦的角色，帶領台灣由農業轉型為輕工業，並為台灣創造了經濟上的奇蹟。2012年整體紡織業總產值達4520億元，較2011年負成長8.6%；2013年大致維持與2012相同的水準，較2012年負成長0.3%。產業鏈的不同子產業(人造纖維業、紡織業、成衣與服飾業)受到不同幅度的衰退與停滯，若以紡織產業家數與創造的就業機會來看，也發現在這兩項關鍵指標上都呈現衰退的趨勢。因使，不管由創匯、產值、廠商家數與就業人口來看，台灣紡織業面臨到迫切的壓力，必須積極的思考企業轉型之道。 然而，企業轉型不可以毫無章法，更何況企業轉型往往來自內、外部的壓力，牽一髮而動全身，必須透過縝密且系統性的分析過程來進行商業模式的校正以及轉型路徑的篩選； 因此本研究將以吳思華(2000)所出版的策略九說之動態策略規劃為基礎，並以紡織業股王儒鴻紡織為個案研究的對象，針對策略規劃如何主導中小企業轉型創新進行深入探討。 研究結果發現轉型創新的路徑思維必須從「零和戰爭」到「價值共創」；另外，轉型創新，組織必須放下過去的商業模式、競爭優勢來源。因此打造學習型組織為轉型創新的關鍵；打造學習型組織，領導人是關鍵；最後在整個研究過程中也顯示了，轉型創新必須有系統性的分析與執行過程；適當的功能性政策，組織文化、結構的校正，是凸顯組織競爭優勢的關鍵。 zh_TW dc.description.abstract (摘要) The history of the textile industry in Taiwan could date back to 1945. Textile industry was a bellwether in those days. It not only made significant contributions to the success of industrial transformation, but also led Taiwanese economic conditions shifted from agriculture to light industry. This is “Taiwanese economic miracle”. The total production output of the textile industry in Taiwan in 2012 was 452 billion TWD. It was 8.6% percent lower than the number in 2011, and basically the same as the number in 2013. At about the same time, various degrees of recessions appeared in many sub-industries such as man-made fiber industry, textiles mills industry, wearing apparel, and clothing accessories manufacturing industry. Two key indicators, the number of firms in an industry as well as the number of jobs created in an industry, also decreased. Every indication showed the textile industry in Taiwan faced a great struggle. A new idea for survival and business transformation might be a great opportunity for Taiwanese textile industry. Business transformation can be very challenging and risky. Pressures from inside and outside might lead to business transformation. A small mistake might lead to chain reaction. Improving business model and choosing detailed and organized business transformation plan, thus, are the key lessons for an organization. Based on the concept framework in Wu’s (2000) book, the thesis analyzed Eclat Textile Company, the most valuable textile company in Taiwan, to discover how strategic planning lead to a business transformation in small and medium-sized enterprises The path of innovation and transformation should be think from zero-sum game to value co-production, which was found in the research. Instead of retaining business model and competitive advantages, organizations might need to create learning organization. The leader of the organization, thus, plays an essential role in the learning organization. Also, strategical analysis, practice, and operation compose innovation and transformation. Making suitable and functional policies, modifying organization cultures, as well as adjusting organization structure, in addition, are the key factors in business transformation. en_US dc.description.tableofcontents 第一章緒論 11.1研究背景與動機 1 1.2研究目的與問題 51.3研究流程 7第二章文獻探討 82.1企業轉型 8 2.1.1企業轉型定義 8 2.1.2企業轉型因素 11 2.1.3企業轉型類型 122.2成功關鍵因素 16 2.2.1成功關鍵因素定義 16 2.2.2成功關鍵因素構面與確認 182.3策略 23 2.3.1策略定義 23 2.3.2類型與構面 25 2.3.3競爭優勢 39 2.3.4策略規劃 43第三章研究方法 533.1研究方法 53 3.1.1動態轉型模型 533.2個案研究法 56第四章個案研究分析 584.1個案公司介紹 584.2儒鴻動態轉型過程 64 4.2.1第一次轉型:草根精神、邁向國際(1977~1985) 66 4.2.2第二次轉型:深耕研發、多元產品、國際行銷(1985~1992) 71 4.2.3第三次轉型:垂直整合、國際布局、全球市場(1992~2005) 75 4.2.4第四次轉型:自由競爭、高端客戶導向、動態能耐的培(2005~) 81第五章研究發現與討論 885.1前言 885.2研究發現與討論 88第六章結論與建議 986.1研究結論 986.2研究限制 100參考文獻 101附錄 106 zh_TW dc.format.extent 1198049 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0102364129 en_US dc.subject (關鍵詞) 紡織業 zh_TW dc.subject (關鍵詞) 企業轉型 zh_TW dc.subject (關鍵詞) 成功關鍵因素 zh_TW dc.subject (關鍵詞) 策略 zh_TW dc.subject (關鍵詞) 競爭優勢 zh_TW dc.subject (關鍵詞) 策略規劃 zh_TW dc.title (題名) 儒鴻紡織轉型策略之研究 zh_TW dc.title (題名) Research on the Enterprise Transformation Strategies of Eclat Textile Company en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、英文文獻1.Aaker,D.A. (1984). Developing Business Stretegies,New York:John Willey and Sons, PP. 35∼36.2.Aaker,D.A. (1989). "Managing Assets and Skills：The Key to a Sustainable Competitive Adantage",California Management Review, Winter ,PP.91∼106.3.Ansoff,H.I. (1965). Corporate Stragegy, New York: McGraw-Hill.4.Ansoff,H.I. (1975). "Strategies for Diverfication",Harvard Business Review, September-December , PP.114.5.Ansoff, H. I.(1984). Implanting strategic management, Prentice/Hall International, Englewood Cliffs, NJ.6.Brown, W. B., & Moberg, D. J. (1983). Organization Theory and Management : A Macro Approach, John Wiley Sons, Inc. 7.Bibeault, D.B. ( 1982). Corporate turnaround: How managers turn losers into winners New York: Me Graw Hill.8.Barney(1991). Firm resources and sustained competitive advantage,Journal of Management.9.Blumenthal and Haspeslagh(1994). Toward a Definition of Corporate Transformation, Sloan Management Review.10.Chandler, Alfred D. Jr. (1962), "Strategy and Structure:Chapters in the History of the American Industrials Enterprise, Cambridge, The M.I.T. Press, 1962. PP. 463..11.Daniel, D. R. (1961). Management Information Crisis. Harvard Business Review, September-October.12.Daniel, D.W. (1961). Manageement information crisis, Havard business review,39,PP111-121.13.Denzin, Norman K. (1978). The research act: A theoretical introduction to sociological14.methods, (2nd ed.), New York: McGraw-Hill.15.Davenport(1994). On Tomorrow `s Organization:Moving Forward,or Step Backwards,Academy of Management Executive,Vol8,No.3.16.Hamel and Prahalad (1990). The Core Competence of the Corporation , Harvard Business Review, May–June.17.Hill,C.W and G.R. Jones (1998)(2001)(2003). Strategic Management Theory, Boston, MA: Houghton Mifflin Company.18.Kurt Lewin (1947). ”Force Behind Food Habits and Methods of Change”. Bulletin of the National Research Council.19.Kotter, J. P . (1995). Leading Change: Why Transformation Efforts Fail. 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