企業轉型與其資源基礎之關係研究及轉型策略之發展-以M公司為例

The Study of the Relationship between Transformation of Enterprise and Resouce Basis and the Development of Transformation Strategies: A Case Study on M Company.

林義烜(I-Hsuan Lin)

指導教授 ： 李小梅

國立中央大學/管理學院/資訊管理學系碩士在職專班/碩士(2008年)

摘要

全球競爭白熱化與新興經濟體挾帶低廉的勞力成本優勢，外部產業發展的變遷與大環境的改變，使我國的產業受到嚴重衝擊，傳統產業趨於萎縮、新興科技產業快速成長，產業升級是全球產業結構調整的主要趨勢之一，也是各國產業發展的必然歷程。這些變化對台灣傳統產業帶來更大的經營挑戰與危機，另一方面也將因企業轉型而帶來提升競爭力的機會，是本研究所要探索的背景。
企業面臨強烈的競爭，若單純的降低成本以因應國際化的競爭，企業已無法支撐及永續經營。企業為達到獲利與永續經營的目標，升級與轉型便成為企業發展的必然方向。企業轉型的歷程必須歷經不同的階段，而產生不同的成長動因，因而必須採取不同的轉型策略與轉型的發展。創新求變是企業成長的原動力及推動力，要成功，企業必須採取適當的轉型策略。而企業在升級與轉型的過程中，所採行之轉型策略不一，在於其所擁有的資源基礎不盡相同，是促成本研究的動機。
個案M公司成立至今約莫二十年，隨著整個產業發展的變遷與大環境的改變，個案公司面臨強烈的競爭，不斷調整營運方向與思考新的競爭利基，不斷求新、求變、求突破，擬定策略並進行轉型，以獲得競爭優勢。本研究屬於探索性研究，以個案研究法為主，以探討M公司之轉型歷程為個案進行研究。本研究主要探討的目的有三項分別為：一、探討個案公司之轉型策略；二、探討個案公司之資源基礎與策略之運用；三、探討個案公司轉型之成功因素。
經由研究分析本個案後，歸納的研究結論如下:
(一)企業轉型須明確瞭解轉型的動因及本身的資源能力。
(二)轉型過程中，若母公司涉入子公司之經營策略過高，對子公司經營績效是負面影響。
(三)降低成本以獲得較高利益，是企業持續不斷要求的目標。
(四)產品研發及創新是企業必需要走的路，沒有創新就沒有活路。
(五)企業逐漸走向策略聯盟的趨勢。
(六)強勢領導風格，善用科技人才是個案公司成功的因素。

關鍵字

成功因素 ； 轉型策略 ； 資源基礎 ； 企業轉型

並列摘要

With the severe global competition, newly economic entities with advantage of cheap labor cost, transition of outside industrial development and the change of big environment, Taiwanese industries have been gravely impacted and our traditional industries have been shrinking. Newly technology industries grow dramatically and upgrading industries are not only one of the trends for adjustment but also inevitable process of countries’ industrial development. The transitions have brought more challenge and crisis for management of Taiwanese traditional industries. On the other side, enterprise transformation will increase the opportunities of raise on competitiveness. The above-mentioned is the explorative background for this research.

Enterprises have faced grave competition and it is obviously impossible for long-term development and sustainable management if they simply reduce the cost in order to cope with global competition. Therefore, upgrading and transformation become the inevitable direction for the aims of profits and sustainable development. The process of enterprise transformation will experience different stages and generate different growth factors. Thus, enterprises have to adopt different transformation strategies and development. Innovation and transition are the momentum for enterprise growth and development. Enterprises have to select suitable transformation strategies. It depends on different resource basis if enterprises use different transformation strategies during the upgrading and transformation processes. The abovementioned causes the strong motivation of this research.

Case Company M has almost established for twenty years since 1990s. Along with the continuing transition of whole industrial development and big environment, case company faces severe competition. It continuously struggles with not only the direction of management but also change, innovation, breakthrough, strategy plan and transformation in order to obtain competition advantage. This thesis is an explorative research and is based on case study which examines the transformation process of case company. The main purposes of this study are as follows:
1.Explore the transformation strategy of case company.
2.Examine the resource basis and strategy of case company.
3.Probe into the successful factors of enterprise transformation.

By the Analysis of case study, the conclusion of this research is as follows:
1.The successful transformation is based on clear momentum and enterprise’s own resource capability.
2.An over-involved parent company would lead to negative impact on its subsidiary company.
3.Enterprises’ main continuous objective is to obtain more profits from cost-reduction.
4.Research development and innovation are must for enterprise. No innovation, no success.
5.Strategic alliance is a gradual trend for enterprises.
6.Strong leadership and good technology personnel are the successful factors for case company.

並列關鍵字

Transformation Strategy ； Resource Based-Theory ； Enterprise Transformation ； Successful Factors

參考文獻

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