大立光電之個案研究

A case study of Largan

陳金枝(Jin-Zhi Chen)

指導教授 ： 洪世章

國立清華大學/科技管理學院/科技管理研究所/碩士(2007年)

摘要

近年來，台灣的精密光學元件產業成長快速，廠商的高毛利率更是使許多高科技廠商望之項背，其中又以目前全球最大的光學塑膠鏡片廠－大立光電最受到矚目，故本研究的研究目的為探討大立光電的發展歷程及成功因素。
本研究使用單一個案研究法，以大立光電為研究對象，透過時間序列分析，檢視大立光電從創立迄今的發展歷程及其經營者的管理哲學，研究發現大立光電在技術、人才培養、機器設備、產品製造方面，都具有「自給自足」的特性。本研究最後並以資源基礎的觀點檢視大立光電的發展歷程，認為大立光電主要是藉由持續建構累積策略性資源，即：組織整體的技術創新能力與個人的管理能力、專業技術能力，而獲得持久競爭優勢。

關鍵字

大立光電 ； 單一個案研究法

並列摘要

The optical components industry of Taiwan had grown up in recent years, the high gross of margin rate is more than other high tech firms. One of the optical components firms is Largan, which is the biggest firm of producing plastic lens in the whole world. The study aims at Largan’s development history and Largan’s key successful factors.
The study adapts single case study method to survey Largan’s development processes and manager’s management. We get the conculusion that Largan has self-sufficiency property in technology, human training, machinery equipment ，and product producing. According to resource-based view, Largan can get sustainable competitive advantage is due to he establish strategic resources continuously.

參考文獻

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Wemerfelt,B. 1984. A Resource-Based View of the Firm. Strategic Management Journal, l.5,171-180.

Yin, R. K. 1994. Case study research: Design and methods, 2nd edition. London: Sage.

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