以資源為基礎之結構－行為－績效觀點下的策略群組分析：台灣太陽能電池產業實證研究

70年代以來多次的能源危機使得發展替代能源成為各國經濟發展上的重要議題，主要工業國家透過政策補貼推動民生用電與太陽能電池發電結合，為2004-2015年之間全球太陽能發電裝置容量平均年增率提供了46.5%的動能。優異的半導體技術為台灣提供了發展太陽能電池產業的基礎，歐洲、美國、中國與日本等全球前四大市場的需求成長帶領台灣太陽能電池產業經歷了一段快速發展的榮景。但是2008年的金融風暴、2011年的全球供需失衡、價格競爭與經濟衰退，以及2012-2014年中國與歐盟和美國之間的貿易障礙等嚴峻的外部環境變動，讓台灣太陽能電池產業遭受沉重打擊，迄2015年止，全體廠商的營收總額仍未回復至歷史高點。展望未來，必先總結過去發展策略的不足之處，方能為這個仍具成長潛力的產業擘劃永續發展的路徑。本研究依據文獻探討，(1) 提出以資源為基礎的結構－行為－績效 (R-SCP) 模型。(2) 依據產業特性，以不同於前人研究的方式或概念構成策略變數，包括：(i) 以資產總額代表資源構面，呈現資源規模；(ii) 以累計研發費用與累計資本支出代表結構構面，體現資源投入的積累形成進入障礙的觀點；(iii) 以原物料存貨比例、模組營收比例與業務推銷費用占營運資本比例代表行為構面，體現資源餘裕與配置影響行為的觀點；(iv) 以營收成長率與淨值報酬率為績效變數，呈現績效結果的差異；(v) 以每單位營業成本所需廠房設備投入的前後期變動差異，呈現企業技能之優劣與投入資源的效益，反映出企業的競爭優勢。(3) 分別以上述策略變數為依變項，顯著相關之其他策略變數為自變項，透過反向淘汰之線性複迴歸分析，找出所有策略變數之間的因果關係。最後，(4) 使用合圖法進行分析台灣太陽能電池產業策略群組的樣態，及12年來的動態策略發展過程。實證研究結果包括：(1) 本研究的R-SCP模型可整合策略前與策略後的觀點，策略包含結構、行為與績效目標等構面，結構變數與行為變數之間存在資源排擠的現象；(2) 資源為策略發展的基礎，相較於追求資源規模，企業更應關注投入資源的效益對績效表現的影響，其背後意涵是企業認知與技能對資源配置與效益的影響；(3) 本研究策略變數皆為台灣太陽能電池產業的代表性特徵，共同與非共同特徵等皆明顯地反映外部環境的變化，形成該產業的5段策略穩定期間，共同特徵不受外部環境變動的影響而失去代表性，非共同特徵則不然；(4) 依據績效目標可區分為側重營收成長、側重獲利能力與兼顧兩者等3類策略集群，(5) 與策略組合交叉分群，可劃分為純粹型與混合型等2種策略群組，前四大廠商多數採取純粹型策略，外部環境的變動越劇烈，策略群組的組成越穩定，而策略群組之間的移動則呈現廠商彼此模仿的行為。

關鍵字

太陽能電池；資源基礎觀點； SCP模型；策略群組；合圖法

並列摘要

Exploring alternative energy has become an important agenda to economic development globally since the first energy crisis in the 70’s. Major industrialized countries provided subsidy to promote solar power for civilian use, stimulating the installation of photovoltaic system at the 46.5% average annual growth rate worldwide during 2004-2015. Taiwan solar cell industry was founded on excellent semiconductor technology of this island, and experienced a great boom due to strong demand of the top four markets worldwide, including EU, USA, China and Japan. Yet, the change of external environment, including global financial crisis in 2008, the combined effect of oversupply, price competition and economic recession in 2011, and the USA and EU trade barriers against China during 2012-2014, stroke Taiwan solar cell industry severely. Sales revenue of the entire industry yet returned to the historical high, as of 2015. Moving forward, it’s necessary to review the historical strategy before establishing a build-to-last route. According to the findings in literature review, this study (1) proposes a resource based structure-conduct-performance (R-SCP) model; (2) adopts variables composed in different ways or subject to different view versus former researches, including (i) representing resource dimension by total assets, presenting the scale of resource, (ii) applying the cumulative R&D expense and capital expenditure as structure variables, presenting that entry barriers are formed by continuous resource input, (iii) applying the ratio of raw material to total inventory, module sales to total sales revenue and sales marketing expense to working capital as conduct variables, presenting the dictation of available slacks and allocation of resource, (iv) applying the growth rate of sales revenue and the return-on-equity as the performance variables, presenting enterprise’s different objectives, and (v) presenting competitive competence by the deviation of plant and equipment required per cost-of-goods-sold, reflecting enterprise’s skills and the utility of invested resources; (3) surfaces out the causal relationship via the backward method of multiple linear regression with each variable as the dependent variable while the significantly correlated ones as the independent variables; (4) adopts co-plot method for strategic group analysis as the last step. The results show that (1) the views of pre and post strategy are well integrated into the R-SCP model proposed by this empirical study, structure, conduct and performance dimension each takes a part in a strategy, and resource crowding-out effect exist between structural and behavioral variables; (2) a strategy is founded on the resource owned by enterprise, and more attention shall be placed on the utility created by the invested resource rather than pursuing resource scale, implying enterprise’s cognition dictates resource allocation and the utility of invested resource depends on enterprise’s skills; (3) all variables applied in this study are the representable characteristics of Taiwan solar cell industry, reflecting the changes of external environment as well as forming up five stable strategic time periods (SSTPs), and the representing capability of common characteristics were not affected by the changes of external environment; (4) three strategic clusters are identified by performance objective, including to pursue either sales revenue growth or profitability, or both, (5) while the pure strategic groups to which the top four enterprises mostly belong, and the hybrid strategic groups could be identified via cross-classification with different strategy sets. The severer the change of external environment is, the more stable is the strategic group’s membership, and the enterprise’s move between strategic group reveals the imitative behavior.

並列關鍵字

Solar Cell ； Resource-Based View ； SCP Model ； Strategic Group ； Co-Plot Method

參考文獻

金成隆、林修葳與邱煒恒. (2005). 研究發展支出與資本支出的價值攸關性：以企業生命週期論析. [The Value-Relevance of R&D and Capital Expenditure: A Test of the Life Cycle Hypothesis]. 中山管理評論, 13(3), 617-643.

陳筱琪與陳文良. (2011). 探討台灣矽晶圓太陽能電池產業之合作網絡評估模式. [Analyzing Collaboration Network Models in Taiwan Solar Cell Industry]. 企業管理學報(89), 81-105.

陳筱琪、陳文良與胡宜中. (2014). 探討台灣薄膜太陽能電池產業之合作網絡評估模式：以多目標決策之觀點. [Analyzing Collaboration Network in Taiwan Thin Film Solar Cell Industry: By MCDM Methods]. 科技管理學刊, 19(2), 1-24.

Bain, J. S. (1959). Industrial Organization. John Wiley & Son, 79.

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.

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以資源為基礎之結構－行為－績效觀點下的策略群組分析：台灣太陽能電池產業實證研究

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