全球化成長策略與能耐發展之個案研究

A Case Study on the Global Strategy and Competence Development of a Taiwanese Multinational Corporation

徐黎芳(Li-fang Hsu)

指導教授 ： 李吉仁

國立臺灣大學/管理學院/國際企業學研究所/碩士(2006年)

https://doi.org/10.6342/NTU.2006.10500

摘要

企業的國際化成長歷程，一直是學術研究關注的焦點，然而，國際化成長模式與企業競爭優勢內涵息息相關，而過去較少研究探討企業如何透過地理區位選擇建構其競爭優勢，尤其是企業如何面對既有優勢基礎流失後之策略反應。本研究的目的在透過單一個案（年興紡織）進行質化的研究，期望能對企業成長與全球化擴張的策略邏輯，提出加值性的見解。
本論文分成兩個研究主題，第一部份循著個案公司的經營軌跡，了解其全球化的歷程與區位選擇，如何建構出優良經營績效，其競爭優勢來源，與全球布局的選址策略。主要議題在討論廠商在全球資源布局的差異，受到哪些條件影響？廠商跨國生產地點的選擇，國際化模式的形成方式，有哪些經營策略之意涵？
第二部份則是針對配額制度在2005年開放之後，個案公司既有的競爭優勢，由於外在環境條件的改變，競爭力來源基礎喪失，必須面對保護傘撤下後的激烈競爭，廠商的競爭策略必須重新定位，主要議題為：全球產業環境條件的變遷，如紡織配額制度的取消，會如何影響廠商既有的競爭力基礎？而廠商會如何應變競爭規則的改變？如何從事變革管理？最後，本研究針對個案公司資源運用進行整合分析，並藉以研討跨國布局時，配合內外條件的思考邏輯，以及外部機會對個案公司能耐建構的影響。
本研究得到以下結論：
(一)當廠商的全球化策略是以深厚的產業經驗為基礎，有正確精準的價值鍊解讀，輔以廠商本身的資源為優勢基礎，所發展出來的全球化策略，應可說是適配於外在產業環境與個體資源基礎之最佳組合；
(二)重大全球產業環境條件變遷，對廠商既有的競爭力基礎影響甚鉅，舊環境條件下表現優異的廠商，在應變此一競爭規則的改變時，決策形成受到主導經營邏輯影響，即使外在環境改變，經營邏輯依舊呈現一致性。

關鍵字

個案研究 ； 紡織產業 ； 全球化策略 ； 能耐建構與延伸

並列摘要

Internationalization process has been a central issue of research in the area of international business and strategy. However, little effort has been made in exploring the interplay between a firm’s competence development and globalization moves as a basis for understanding the evolution of competitive advantages. The present research undertook a qualitative approach on the evolution of a Taiwanese multinational corporation (Nien Hsing Textile) in the global context. With this research exploration, we hope that we could furnish valuable insight into our understanding of competence-based growth in the global context.
Specifically, this study attempts to answer the following questions:
1). What are the factors that affected the resources allocation of a multinational company? What’s the relationship between the case company’s growth strategy and her global expansion? 2). As the regulatory constraint once emancipated, such as the cancellation of textile quota system, how will the case company’s existing competitive advantages change? And how will the company react to such a external challenge?
We start from a structural analysis on the textile and apparel industries. We built the twenty-year history of corporate development of the case company in terms of major strategic decisions and subsequent resource allocations the company undertaken along the time line. By analyzing the global development of the case company, this thesis concludes that:
(1) When the global strategy is based on solid industry experience and precise value-chain decipherment, it will perform well through the fit of external circumstance and internal resources.
(2) Environmental changes in industry restrictions affect the case company’s existing competitiveness substantially. However, given the external changes, company is substantially inerted due to the existence of dominant logic in the general management.

並列關鍵字

Case-based Research ； Textile Industry ； Global Strategy ； Competence Building and leveraging

參考文獻

Aaker, David. A., 1989, “Managing assets and skills: The key to a sustainable competitive advantage.” California Management Review, 31 (2): 91-106.

Bartlett, C and Ghoshal S., 1990, “The multinational corporation as an interorganizational network.” Academy of Management Review, Vol.15: 603-625.

Grant, Robert M., 1991, The Resource-Based Theory of Competitive Advantage：Implications for Strategy Formulation, California Management Review, 33（3）：114-135.

Hamel, G., & Prahalad, C. K., 1989, Strategic Intent, Harvard Business Review, 67（3）：63-76.

Hamel, G., & Prahalad, C. K., 1990, The Core Competence of the Corporation, Harvard Business Review, 68：79-91.