企業能力、核心競爭能力與資源整合能力在企業發展過程中之動態角色-以A公司為例

The Dynamic Roles of the Enterprise Capabilities、Core Competencies and Ability to Integrate Resources in the Development of A Firm – A Case Study

陳淑敏(SHU-MIN CHEN)

指導教授 ： 林霖

國立暨南國際大學/管理學院/經營管理碩士學位學程在職專班/碩士(2014年)

摘要

中小企業一直都是推動台灣經濟發展的重要推手，這些小而強的企業，無形中都同時具有潛在的企業能力、核心競爭能力與資源整合能力等，三種能力的糾雜與加權，造就台灣的輝煌。而過去很少人探討中小企業發展過程中，這三種能力在不同時期的變化與所佔之比重。故本研究選擇一個從50年代迄今仍活躍在台灣經濟舞台上的個案公司，並藉由現場觀察法、文獻分析法與深度訪談法三種方式，以不同面向深入探討該公司所具備的企業能力、核心競爭能力與資源整合能力的演化過程。並探討個案公司如何交替運用這三種能力，從傳統產業轉型到高科技精密產業。本文研究結果如下：
1.在萌芽期間，由於資金較缺乏，需要加強累積核心競爭能力，因此企業能力佔10%、核心競爭能力佔70%、資源整合能力佔20%。
2.在成長期間，需要擴展市場，並整合有效資源與公司外部可用資源連結，因此企業能力佔20%、核心競爭能力佔45%、資源整合能力佔35%。
3.在成熟期間，除了要不斷地提升本身技術外，還要更多元的發展，因此企業能力佔35%、核心競爭能力佔30%、資源整合能力佔35%。
4.未來依跨國企業發展模式需要，以企業能力為主軸，發揮企業極致目標，因此企業能力佔45%、核心競爭能力佔25%、資源整合能力佔30%。

關鍵字

企業能力 ； 核心競爭能力 ； 資源整合能力

並列摘要

Small and medium enterprises (SME) have been one of the critical role in the development of Taiwan economy. These small but powerful companies all have potential enterprise capacity, core competitiveness and the ability to integrate resources in virtual, which have created Taiwan's economic miracle. However, in the past, few people explored the change and proportion in different periods of the three abilities in the development of SMEs. Thus, in this study, we selected a company which is still active in the company of Taiwan's economic arena from the 1960’s as a case. In this study, we used the method of spot observation, document analysis and in-depth interviews to further explore the enterprise capabilities, core competitiveness and the ability to integrate resources which the company possesses. Also, we investigated how the company case used the three abilities to transform itself from traditional industry to high-tech industry. The results of the study shows that
(1) In introduction stage, as compared to lack of funds, need to strengthen the core competitiveness of the cumulative, so 10% of enterprise capabilities, core competencies for 70%, the ability to integrate accounting for 20%.
(2) In growth stage, need to expand the market, and effective integration of resources with external companies linked, so 20% of enterprise capabilities, core competencies for 45%, the ability to integrate accounting for 35%.
(3) In maturity stage, not only to constantly upgrade their technology, but also to diversify as much as possible, so 35% of enterprise capabilities, core competencies for 30% , the ability to integrate accounting for 35%.
(4) Future development into a multinational enterprise, we needed enterprise capabilities for the spindle to do the best, so 45% of enterprise capabilities, core competencies for 25%, the ability to integrate accounting for 30%.

並列關鍵字

enterprise capabilities ； core competencies ； ability to integrate accounting

參考文獻

中文文獻

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