本文重點在於藉由研究M-Team發展與內涵,探討產業群聚的制度建構脈絡與過程。本研究指認出產業群聚會利用其區域特性,轉化為制度化的組織合作與知識學習,進而彌補群聚既存之劣勢。就宏觀層次而言,制度化合作與知識學習使得產業群聚技術外溢機會增加,有助於區域產生常態性知識學習與擴散模式,進而克服群聚「閉鎖效應」;中觀層級分析,廠商藉由制度性安排獲得與其他廠商進一步合作與交流機會,進而吸收更多內隱式且非正式之技術知識,有助於突破技術應用瓶頸。微觀層面而言,制度化合作與學習形塑競爭壓力與同儕競爭心理,誘發廠商內部產生學習趨動力,以克服技術升級障礙。 同時,本文分析M-Team之網絡型構過程與成因,其中促使M-Team成員得以合作之動能,主要源自於成員經濟理性決策與區域認同。M-Team的跨體系治理相較於單一體系,具有知識學習與擴散、生產與價值鏈整合、社會資本積累等三大面向優勢。其中影響治理機制得以順利推行,主要來自於M-Team所處之產業與技術環境、地理鄰近性、社會資本、成員能動性等四種因素相互交織影響。
By using the development of M-team in Taiwan’s machine tool industry as the example, this study discusses the institution-building processes of an industrial cluster. By taking advantage of its specific characteristics, including industrial and technological environment, geographical proximity, social capital and the actors’ mobility, we found that some actors in Taiwan’s machine tool cluster managed to form an institutionalized cooperation and learning organization, i.e. the M-team, to tackle the cluster’s diseconomies. This study also analyses the key factors contributing to the formation of the M-team, and argues that it is the economic rationality and regional identity that motivated the cluster actors to initiate cooperation. As opposed to the single-core system, the multi-core systems like M-team could generate greater advantages for cluster actors in terms of learning and knowledge spillovers, integration of production and value chains, accumulation of social capital.