我國TFT LCD面板廠核心能耐與整合策略關係之研究

A Research on the Relationship between Core Competence and Integration Strategy of Taiwan's TFT LCD Panel Manufactures

劉冠亨(Kuan-Heng Liu)

指導教授 ： 嚴奇峰

中原大學/商學院/企業管理學系/碩士(2007年)

https://doi.org/10.6840/cycu200700393

摘要

本研究旨在探討台灣TFT LCD廠商所擁有之核心能耐與整合策略關係與對廠商績效之影響。由於平面顯示器產業為我國「兩兆雙星」重點發展產業之一，其中TFT LCD更是新興產業。各廠商因為本身能力與因應產業特性，開始由分工走向整合，以增加廠商本身之競爭力。因此廠商本身所擁有之核心能耐與整合策略的重要性值得政府、學界與業者關注。
本研究採取個案研究法及深度面訪，以台灣五家TFT LCD面板廠商為對象，本研究結果發現：
一、在零組件市場結構與特性中，雙重邊際化現象與資產專屬性程度越高者，則廠商之整合動機亦越強。
二、廠商整合動機較強者，其所採取之整合策略類型為「全局預應型」；廠商整合動機較弱者，其所採取之整合策略類型為「情勢因應型」。
三、廠商整合動機較強者，其所具備之核心能耐類型為「多核支援型」；廠商整合動機較弱者，其所具備之核心能耐類型為「單核鞏固型」。
四、若廠商採取「全局預應型」之整合策略類型，或具備「多核支援型」之核心能耐類型會具有較好之績效。
五、廠商核心能耐類型對績效指標中之獲利能力有較大影響力；而廠商整合策略類型對績效指標中之成本控制能力有較大影響力。
六、核心能耐類型與整合策略類型所產生的四種配適類型，在績效的表現中以「多核預應型」表現最好，而「單核預應型」與「多核因應型」現次之，而「單核因應型」表現最差。
七、「單核預應型」與「多核因應型」在績效上之差異可歸納出兩個原因：第一，廠商之整合策略類型是影響績效最關鍵之因素；第二，廠商之整合策略類型是充分且必要條件，而核心能耐類型則是充分條件。
因此，由本研究結果可知，未來我國TFT LCD廠商應積極地進行整合，另一方面也配合廠商本身的能力來發展核心能耐，以期達到綜效。

關鍵字

核心能耐 ； 雙重邊際化 ； 整合策略 ； TFT LCD ； 資產專屬性 ； 整合動機

並列摘要

This research focuses on the relationships among core competence, integration strategy and performance of Taiwan’s TFT LCD panel manufactures. Because flat panel display (FPD) industry is one of the most important developing industries in “Two Trillion-Double Stars” plan in Taiwan and TFT LCD industry is a absolute blooming industry. It is because of capabilities of firms and characteristics of industry, firms begin to transform from division of labor to integration to increase firms’ capability. Therefore, the importances of core competence and integration strategy that firms have are deserved to concern by government, the academic community and industries.
This research adopted case study and depth interview, and the author interviewed five TFT LCD panel manufactures in Taiwan. The conclusions of this research can be summarized as follows:
1. The motive of integration of firms is strong when the level of Double Marginalization and Asset Specificity of components industry structure and characteristics are high.
2. The integration strategy type of firms is “Plan-Proacting” when the motive of integration of firms is strong; the integration strategy type of firms is “Situation-Reacting” when the motive of integration of firms is weak.
3. The core competence type of firms is “Multicore-Synergizing” when the motive of integration of firms is strong; the core competence type of firms is “Unicore-Focusing” when the motive of integration of firms is weak.
4. Firms would have better performance when the core competence type of firms is “Multicore-Synergizing” or the integration strategy type of firms is “Plan-Proacting”.
5. The core competence type of firms has more affection on profit ability in performance index; the integration strategy type of firms has more affection on cost control ability in performance index.
6. “Mulitcore-Proacting type” in four fitness types of core competence types and integration strategy types has the best performance, “Multicore-Reacting type” and “Unicore-Proacting type” are the second, and “Unicore-Reacting type” is the last.
7. From this research, the difference of performance between “Unicore-Proactive type” and “Multicore-Reactive type ” can be summarized as two reason: First, the integration strategy type of firms is the most important factor to affect performance of firms; second, the core competence of firms belongs to sufficient condition, and the integration strategy type of firms belongs to necessary and sufficient condition.

並列關鍵字

Integrated Motive ； Core Competence. ； Integrated Strategy ； Double Marginalization ； Asset Specificity ； TFT LCD

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