- 學位論文
企業成長策略與能耐基礎機會：概念與個案實證
Firm Growth Strategy and Competence-based Opportunity: Concept and Case Evidence
若您是本文的作者，可授權文章由華藝線上圖書館中協助推廣。
摘要
Hamel and Prahalad（1995）提到能耐基礎機會（Competence-based opportunity）存在於廠商現有產品事業之間或週邊，是不屬於現有產品事業單位管轄範圍內的機會，本研究以個案研究方法收集資料，藉著提出一個發展能耐基礎機會的架構，以了解何謂能耐基礎機會，透過探討機會與能耐的連結關係，希望了解成長策略中的機會基礎成長策略（Opportunity-based growth strategy）與能耐基礎成長策略（Competence-based growth strategy）之間的互動關係。研究發現，企業成長過程中，除須考慮現有事業的持續發展外，還應進一步考慮新事業機會的產生對企業能耐發展與累積的影響，因此，在機會確認的過程中，廠商需要先確認自己的能耐並進行能耐溝通，在互動與回饋中確認「適配」的機會，在投入資源進行新產品的開發後，此時資源將重新配置、重新組合，能耐也隨之更新；對外，透過客戶知覺價值，重複客戶與技術中介者較可能為企業帶來能耐基礎機會；對內，將透過資源重新配置與重新組合，讓廠商的能耐可以更進一步的發展與累積，在內、外部良性循環互動的條件下，廠商應可朝較低風險與不確定性、較佳獲利的下一個新事業成長。
並列摘要
Hamel and Prahalad（1994, 1995）explored the white spaces opportunities, also mean competence-based opportunities that reside between or around existing product-based business definitions. Therefore, they don’t belong to the existing product-based departments（business units）. This study adopts multiple-case method, conducts in-depth interviews, searches secondary data from many sources and proposes a tentative research model about developing competence-based opportunities to link opportunity-based growth strategy and competence-based growth strategy. The results show that in the process of firm growth, besides considering sustained growth of the existing businesses, the firm should also further considering the new business opportunities that influence the development and accumulation of competence. Hence, firms need to identify their core competence first, carry on the marketing of compentnce, and then identify “fit” opportunity. After investing the resources to carry on the new product development, the resources will reallocate and recombine accordingly and the competence will renew. Externally, through the value perceived by customers, the satisfactory repeated customers or technical agents will more probably offer the competence-based opportunities in the future. Internally, through the reallocation and recombination of resources, the firm will develop and accumulate the competence further. By virtuous circle of external and inernal process, the firm can achieve a profitable new business growth under lower risks and uncertainties faced.
參考文獻
洪世章、譚丹琪及廖曉青，2007，企業成長、策略選擇與策略改變，中山管理評論，第十五卷第一期，頁11-35。
陳心田，2004，組織生命週期各個階段的經營策略分析：台灣汽車整車製造公司的多個案研究，管理學報，第二十一卷第六期，頁759-776。
劉常勇，2002，創業管理的12堂課，台北：天下文化。
劉常勇、謝如梅，2006，創業管理研究之回顧與展望：理論與模式探討，創業管理研究，第一卷第一期，頁1-43。
劉常勇、謝如梅、陳韋廷，2007，建構創業經驗與機會確認之關係架構，創業管理研究，第二卷第三期，頁51-72。