本研究嘗試以台灣作爲「後進者」的思考爲起點,整合分析企業(firms)的跨界活動、以及其空間形態和發展結果的「全球生產網絡(Global production network, GPN)」概念,取材台灣245家大型集團介業及超過六千家轉投資子公司的總體資料,以及三個集團介業個案一包括具有技術創新能力的聯電集團、具有自有品牌的宏碁集團,以及由連接器-電腦零組件起家而成爲最大民營企業的鴻海集團,來檢證及進一步說明台灣集團介業的變遷,以及台灣電子集團介業發展優勢的關鍵所在,同時補強原有研究論述中較沒被關注到之「企業/廠商」層次的競爭策略。 研究結果顯示,台灣電子業就是從所謂的OEM轉向劇ODM,再轉而成爲兼具ODM的研發設計與大規模生產製造能力,同時整合具優勢全球運籌服務之三合一競爭力的「後進者全球生產網絡」,使得台灣這個新興全球化作用者-「後進者」,在1990年後期面對全球快速變遷且不景氣之時,仍能跨越不景氣的鴻溝而持續向前,更進而深化其與先進企業間的互賴關係。因此,如果我們僅是關注到一個企業(或地區)的技術學習能力與連結的網絡關係,那就會輕忽了具競爭力的企業(或地區)在面對快速變動、全球發展時作爲一個積極主動之作用者的面向,進而忽略了後進者技術學習策略與擴大規模、全球佈局的積極擴張策略可能同時進展的過程。
This paper intends to base on a concept of 'Taiwan as a latecomer' integrated 'the global production network' which is good at analyzing transnational activities of firm, and its spatial formation and development in the globalizing economy characterized by global integration, networking and interdependency. Ⅰ use the database of 245 Taiwanese lead corporation groups and their over 6000 subsidiaries and the three typical case studies of the global production networks of the corporation groups to analyze the changes of global production networks in the restructuring process of Taiwan, and try to make up the neglected part of the competitive strategies in firm. This research reveals that information industry of Taiwan has transformed from OEM to ODM to ODM and upscaling plus global logistics, so called three of one kind's new developing advantage of latecomer. This complex competitive advantage makes Taiwanese corporations overcome the rapid changes and recession in the late 1990s and deepen the interdependent relationship with their advanced business partners. In this beginning of the new century, this developing advantage of Taiwan depends both on how to connect to the global network of technological learning, as well as how to improve the capability of global logistics.