核心擴張策略與經營績效關係之研究-以台灣建築產業為對象

The Study on the Relationship between Core Expansion Strategy and Corporate Performance-with focus on Taiwan Construction Industry

江慶鴻(King-Horng Chiang)

指導教授 ： 呂鴻德

中原大學/商學院/企業管理研究所/碩士(2003年)

https://doi.org/10.6840/cycu200300638

摘要

論文摘要
本研究旨在探討核心擴張策略與經營績效之關係，並以國內之建設公司以建築為核心事業並發展為集團企業的公司為研究對像。本研究是以資源基礎理論為基礎，並依據Grant的資源基礎策略分析模式，對集團企業環繞著以核心資源能力、核心競爭力、核心擴張策略等優勢能力之建構、應用、累積等為主要構面，將核心擴張策略列為中介變數分為「擴張顧客型」、「顧客延伸型」、「嶄新型」等變數型態分別探討彼此間的關係。
建設公司過去都著重在以資產為主的投資與累積，但隨著產業環境的變動，對於內部能力的建構也變得相當的重要，本研究首先針對集團企業從核心資源能力的充分發揮及廠商的競爭優勢核心競爭力，對核心擴張策略的選擇與影響，再由核心擴張策略之佈署與執行結果產生對核心資源的差距填補或投資等邏輯，所形成的循環優勢能力之關係逐一釐清。
本研究另一範圍是分別探討以核心資源能力、核心競爭力及核心擴張策略等為基礎的經營績效關聯，經過分類與配適探討國內北、中、南地區共九家建設公司，採深度訪談之個案研究方法，最後將資料歸納、分析結果，獲得主要結論如下：
1.建築產業以資源能力來拓展公司的市場規模甚為明顯，公司對資源的開發、應用能迅速的累積也能迅速的消失，資源的妥善分配與應用取決於對市場環境的熟悉程度或關鍵程度即能力，與規模大小等無關。
2.建築產業能持續成長又獲利者並不多，比較擴張的策略型態發現採用「擴張顧客型」策略有較佳的績效表現，但相對規模較小也較保守，而以「嶄新型」的策略擴張經營成長規模較大但獲利較差。
3.建築是建設公司的核心事業除了易受景氣波動影響外，進一步發現較大集團都有過度投資現象或是投資距離核心事業較遙遠的子公司，以致於資源被過度分散、回收緩不濟急，當核心事業發展無力時，將傷及整個集團。
4.策略佈署：本研究最後依景氣不同階段及採用不同的策略型態佈署建議，以達到資源最適當的分配與有效應用，將比此間的風險影響減到最小，以利經營者之參考。

關鍵字

核心事業 ； 核心競爭力 ； 關鍵字：資源基礎理論 ； 核心資源能力 ； 核心擴張策略

並列摘要

Abstract
The object of research is to discuss with the relationship of strategy for core expansion and operation performance, and take an example of Construction Company which major enterprise is a construction type to develop a group corporation as an object of study. According to Grant’s Strategy and Analysis for Resource Base Mode, the study bases on resource-based theory. In general, group enterprise surrounds, such as core resource capabilities, core competence, and strategy for core expansion etc. with the advantage capability of construct, application, and accumulation as major components. Strategy for core expansion as interface variable can be classified as expansion for customer type, extension for customer type, and brand-new type etc. that variables will be discussed the relationship.
In the past, Construction Company focused on investment accumulation as assets. Nevertheless, as industrial environment has changed, it becomes very important to establish inner capability. First all, the research has sorted out the relationship of capability of circulating advantage for group enterprise, such as sufficient corer resource capabilities, core competence for manufacture’s competitive advantage, selection and the influence of strategy for core expansion, allocation of strategy for core expansion, and executive result which produces the difference of make-up or investment of core resource logic etc.
Another area of research is to discuss with the relationship of core resource capabilities, core competence, and strategy for core expansion in the operation performance. After classification, there are nine construction firms where are located in the north, central, and south part of Taiwan. The case study method is applied by the further interview, and then data has been classified and analyzed. Here are the major conclusions as the followings:
1.Construction industry develops in the scope of market with resource capability, which is very obviously. A company for resource development and application can accumulate fast as well as it can vanish. Resource allocation properly and application depends on familiar with marketing or key factor, but It doesn’t matter with large or small of size of company.
2.There is not much construction industry can still keep growing and profit. As compared with expansion strategy type, it can be found that expansion type of customer has better achievement and performance. Nevertheless, for small size and conservative, strategy of brand-new type extends to larger size of business growing, but less profit.
3.Beside the influence of economical fluctuation, construction is a major business of construction firm. Moreover, it can be found that large size of group has over investment or invest subsidiary, which is far away major business so that has dispersed resource excessively. When major business cannot develop further and gets back, it will hurt the entire group.
4.Strategy allocation: finally, according to different stage and strategy type of allocation, it suggests appropriating allocate and apply efficiency that will reduce the influence of risk to benefit business decision maker as reference.

並列關鍵字

Core Competence ； Major Enterprise ； Strategy for Core Expansion ； Resource-Based Theory ； Core Resource Capabilities

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