如何讓台灣印刷電路板產業內的中小企業永續生存

Sustainable management for small and medium enterprises in PCB industry in Taiwan

曾廷錦(Ting-Chin Tseng)

指導教授 ： 何建德

元智大學/管理學院/管理碩士在職專班/碩士(2012年)

摘要

本論文主要在探討如何讓台灣印刷電路板產業內的中小企業，在變動劇烈與電子產品不斷推陳出新的環境中，找到合宜之關鍵因素，期能讓個別企業維持或創造競爭優勢，甚至能獲得永續經營。本研究主要乃探討為何台灣許多印刷電路板產業內的中小企業，無法度過五至七年的第一道關卡，或者十一至十三年之第二道關卡即結束營業;即便順利的度過前述兩道經營關卡，最後辛苦經營之企業仍遭逢滅亡或被併購，期間到底發生了甚麼事?以及又有哪些關鍵因素影響了這些企業無法維持競爭優勢或永續經營呢? 本研究透過深度訪談與參與觀察之方法，最後運用歸納法將企業分成滅亡組、存活組與被併購組，將此三組企業做個別與群組以及彼此跨組交叉之特徵分析，說明該群組企業為何有能力或無法順利度過那些經營關卡。本論文最後之研究結果有某種程度的說明，台灣中小企業在資源相對不足之下經常面臨諸多困境，與此同時也給予相關企業若干建議，期望這些結果能給予此產業內之中小企業，在未來持續經營時合宜之參考。

關鍵字

企業生命週期 ； 競爭策略 ； 永續經營

並列摘要

The aim of the paper is to discuss the way for small and medium enterprises in the printed circuit board (PCB) industry in Taiwan to find appropriate key success factors in the environment where it is rapidly changing and where different electronic products are released every day. It is hoped that individual enterprise could maintain their competitive advantages, create new ones or even establish sustainable management. In the research, the reasons why many small and medium enterprises in the PCB industry in Taiwan have to close down as they are unable to pass the first critical moment during its first five to seven years or the second critical moment during its eleventh to thirteenth year are mainly discussed. Even if the two critical moments described above are successfully passed, enterprises that try hard to survive would eventually close down or be merged. What happen during the time in between? Moreover, what are the key factors that affect the enterprises and make them unable to maintain competitive advantages or sustainable management? In-depth interview and observation are used in the research. For the final conclusion, the induction method is used to divide the enterprises into the Extinction group, Survival group and Merging group. Characteristic analyses are carried out for the enterprises in the three groups individually, within the group and by cross-group to explain why enterprises in certain groups are able or unable to pass the critical moments successfully. Some explanations are proposed in the final result and that small and medium enterprises in Taiwan often have to deal with different dilemmas as they have relatively insufficient resources. Suggestions are also proposed for the enterprises and hopefully the results can provide appropriate references for sustainable management to small and medium enterprises in the PCB industry in the future.

並列關鍵字

Enterprise life cycle ； Competitive strategy ； Sustainable management

參考文獻

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