從資源基礎觀點探討工具機產業利基型企業的競爭優勢維持策略——以F公司為個案

早期的利基型企業是指企業被迫在資訊不普及的情況下選擇門檻較低的部分市場作為發展之基礎，直至今日利基市場已成為在特定市場上擁有優異毛利、獨特技術及獨佔市場的企業。因此這一類型利基型企業如何確保競爭優勢得以維持是未來發展的重要研究議題。本研究旨在探討工具機產業利基型企業如何找到競爭優勢的維持策略，通過拓展個案研究法探討F公司為個案，本研究首先嘗試建立適用於利基型企業的競爭優勢檢核架構以幫助識別核心資源與能力（研究一），研究二則應用此競爭優勢檢核架構為個案公司進行內部資源辨識以確認其策略型資源與資源類別。最後研究三，根據識別結果進一步提出利基型企業得以維持競爭優勢的三個策略（運用及持續強化策略、過渡性策略及培養發展策略）。本研究之貢獻在於針對工具機產業利基型企業提出資源辨識矩陣分析以及競爭優勢維持策略之建議豐富了資源基礎學派以及實務上應用的可能性。

關鍵字

工具機產業；利基型企業；資源基礎觀點；競爭優勢

並列摘要

Early niche companies often began by targeting lower-barrier market segments due to limited information. Over time, they have evolved into companies with high margins, unique technologies, and market dominance. Understanding how these companies maintain their competitive advantage is critical for future growth. This study explores strategies for sustaining competitive advantage in niche companies of machine industry, using Company F as a case study with extended case method. Study 1 first establish a competitive advantage checklist for niche companies to identify core resources and capabilities. Study 2 applies this competitive advantage checklist to company F to identify its internal resources and confirm its strategic resources and resource categories. Finally, three strategies are proposed for competitive advantage maintaining: exploit strategy, stepping stone strategy and develop strategy in study 3. The study contributes a resource identification matrix and strategic insights for niche companies in machine industry, enriching the resourced-based view and its practical applications.