以能力槓桿觀點分析醫療器材供應產業之微型企業

微型企業的各項資源有限，在資本、技術及人力等資源都相對於非微型企業的各型企業來得缺乏並且存在著各種的困難，這些將限制微型企業的發展。然而，對於台灣醫療器材供應產業當中的微型企業是如何利用有限的資源將其作最有效的配置來發展公司能力，讓微型企業在變遷迅速的環境中求生存之後再求發展，本研究將採用「個案研究法」，選擇台灣微型醫療器材供應產業中最具代表性的三家個案公司作為研究對象，並以「深度式訪談」的方式進行探索性的研究分析，同時將與具備技術能力開發過程的主管、擁有關鍵市場能力經驗的主管，以及業界專家進行訪談，以瞭解個案公司如何透過資源基礎理論與能力槓桿觀點，在不同階段發展技術能力與市場能力的關連性及發展順序為何，這兩項能力如何互相牽引帶動發展的策略思想為何。本研究發現微型企業第一要務，通常是先求生存，當得以生存之後再求發展，求發展又分為主動求發展跟被動求發展這兩個方向，進而發展出三個命題：(1)討論醫療器材供應廠商當中的微型企業絕大部分的情況都是先具備有一個單一的能力，所以，企業在擁有一個單一的既有能力基礎之下如何求生存的策略，就是應該再盡速發展另一個關鍵的能力。(2)討論微型醫療器材供應廠商如果想積極轉型讓市佔率擴充或是毛利增加，在外部環境尚未變化之前，例如：在競爭者尚未出現或是政府法規沒有變化之前，主動作資源佈署由既有能力帶動建構新的能力與發展市場的主動發展策略。(3)則討論被動求發展的策略，當微型醫療器材供應廠商面臨外在環境改變，例如：競爭者已經出現或是政府法規改變之後，企業被迫回應市場變動，要隨之作動態因應調整，積極累積動態能力進而取得互補性資源或是發展新能力的被動式求發展的策略。藉由以上研究命題，提供台灣其他醫療器材供應廠商當中的「微型企業」企業主作為策略考量。

關鍵字

微型企業；技術能力；市場能力；資源基礎理論；能力發展

並列摘要

Micro-enterprises have limited resources. Compared with non-micro-enterprises, various types of enterprises lack resources in capital, technology, and human resources, and there are various difficulties, which will limit the development of micro-enterprises. However, as to how micro-enterprises in Taiwan’s medical equipment supply industry use limited resources to make the most effective allocation to develop corporate capabilities so that micro-enterprises can survive in a rapidly changing environment and then could be finding development solutions, this study will adopt The "Case Study Method" selects the three observed cases within Taiwan’s micro-medical equipment supply industry as the research objects, and conducts research and analysis in the form of exploratory "in-depth interviews", I will invite some of the supervisors with participating in the process of technological capability development And executives and industry experts with experience in key market capabilities conducted interviews to understand how the individual company leveraged its perspectives through resource-based theoretical capabilities, such as what is the relationship and sequence of development of technical capabilities and market capabilities at different stages? How these two capabilities interact with each other? What is the strategic thinking that leads to development? This research found that the first priority of micro-enterprises is to survive, and then developing after survival in real. The pursuit of development is divided into two directions: active development and passive development. Three propositions have been developed: (1) Discuss that most of the micro-enterprises in the medical equipment supply industry normally have a single ability first. Therefore, the strategy of how to survive with a single existing ability foundation is that the company should continue to develop another powerful key capability as quickly as possible. (2) Discuss that if the micro-medical equipment supply industry wants to actively transform to expand market share or increase gross profit, before the external environment has not changed, for example: before competitors have not appeared or government regulations have not changed, the main action is to deploy resources Existing capabilities, it will guide to the construction of new capabilities as well as active development strategies for market development. (3) Discuss the strategy of passive development. When the micro-medical equipment supply industry faces changes in the external environment, for example, after competitors have emerged or government regulations have changed, companies are forced to respond to market changes and make dynamic adjustments accordingly. It is a passive development strategy that actively accumulates dynamic capabilities to obtain complimentary resources or develop new capabilities. Based on the above research propositions, the research conclusion could provide strategic considerations more to the owners of "micro-enterprises" in those medical equipment supply industries in Taiwan.