- 學位論文
資訊電子業領導變革與經營策略之研究－以資訊硬體廠商為例
A Study of Leading Change and Business Strategy in the Information Technology Industry-The Case of Computer Hardware Manufacturers.
摘要
資訊電子產業全球化時代來臨後，進入微利時代，面臨成長趨緩的問題和面對國內外競爭者競逐增多粥少的市場，比的是速度與執行力，資訊電子業若是想生存，必需歷經領導變革的考驗具備此競爭力，企業面對危機才可以轉變為轉機，才能成為更具競爭力的企業，企業才會成長。 本研究以個案研究法，探討個案公司面臨全球化微利時代，研究其經營策略與領導變革為研究範圍。研究工具上採用文獻分析、專家訪談與問卷調查等方法。藉由產業分析方法：五力分析、SWOT分析及關鍵成功因素找出產業的競爭優勢與經營策略，探討個案公司的經營策略，再以問卷調查，佐證關鍵經營者領導變革推行成效。提供個案公司、產業界及學術界參考。 本研究得到以下的結論：因應全球化與微利時代，個案公司關鍵經營者有二個階段思考著手：1.策略聯盟，從效率導向來看，高科技產業研發、製造及行銷之金額日趨龐大，加上人才缺乏與技術變動的風險，可避免資金、設備之重覆投資，整合不同公司的研發計劃或參與不同的研發計劃，更可以達成研發的規模經濟與範疇經濟、分散風險。就競爭導向而言，國際技術能力差距之日漸接近，產品及技術生命週期縮短與技術移轉和學習速度增快，共同研發與相互授權可加速新產品與新製程之開發速度，使企業具有先佔市場的競爭優勢。就擴大策略導向而言，策略聯盟可創造綜效，加速關鍵技術或能力之移轉，能有效進入新市場，擴大原有技術或產品之運用途徑。2.自我檢視，全球化的角度思考，競爭是常態，生存是終極目標。處於變幻莫測、難以掌控的微利時代，如何緊握與蓄積企業的核心能力，強化優勢，將有限的資源聚焦於最適的策略與目標上，變革是企業生存與發展至為重要的關鍵。
並列摘要
In 21st century, IT industry faces the major chanllenges for all manufacturers in the globalization era. This is a low-margin era. Even in this situation, manufacturers still need to get their profits. Likewise, this is a competitive times. Even in this critical moment, manufacturers still cannot be obsolete behind the time. The CEO addresses how to drive strategic transformation and how the function should balance the demands and meeting growth objectives. This research is done by case study, uses the theory to deduce and sums up with the phenomenon, documentary analyses the information, interviews and self-administered questionnaire. For these cutting-edge organizations, leading change is a philosophy for success. In fact, in many ways leading change toward sustainability is just a restatement of what these leaders already know and do. An environment of change in IT industry, companies face competitive strategy and competition pressure, used survey is called "Multifactor Leadership Questionnaire" leading change that will probably prove most effective. The industry analysis and business strategy management by Five Force analysis, for discussions in SWOT analysis and key success factors when developing strategy. The conclusions of this study are as below: Strategies for sustainable development in the era of globalization and a new low margin era. Developing strategies will help better-align your company with the business. In terms of efficiency –oriented, R & D, manufacturing and a large amount of marketing fees, plus the shortage of talent and technology changes, the risk can be avoided capital investment in equipment duplication, integration of different companies in different R & D projects or R & D Plan, but also to achieve economies of scale and diversification. Competition-oriented, the technology gap between product and technology life cycles and technology transfer and common development and mutual authorized to accelerate new product and new process of development speed, so that manufacturers have the fast competitive advantage. To expand the strategic orientation, the strategic alliance will create synergies, to accelerate of key technology or capacity to effectively enter new market. Self-view , in the era of globalization, competition is the norm, survival is the ultimate goal. It’s not easy to overcome difficulty of being the low-margin era, how to grip with the accumulation of core competence, and strengthen advantages, the limited resources to focus on the optimal strategy and objectives, the change is the enterprise survival and development is vital to winning business.