便利商店連鎖業動態能力之研究

本研究以Teece (2007)所提出的動態能力觀點探討個案廠商如何面對內、外在環境的改變。透過單一個案分析結果顯示，廠商對於商品的開發，依循機會辨識、機會擷取及管理重組三階段進行，本研究提出五個命題，命題一：機會辨視可以有效的降低商品進入市場的失敗機會並增加成功機會; 命題二：機會辨視於核心能力部份，廠商傾向自行研發或自外部份購買技術，而在非核心能力部份，廠商買傾向利用互補廠商共組策略聯盟的方式;命題三：機會擷取在核心能力部份，廠商傾向會利用本身優勢維持顧客忠誠，而在非核心能力部份，廠商會傾向利用互補方式維持顧客忠誠方式; 命題四：管理重整部分，知識管理內必須包含吸收能力才會讓組織的動態能力提升;命題五：管理重整部分，資源專屬性越高，可讓雙方的關係維持越好，進而提升動態能力。本研究近一步針對理論及實務涵義提出討論及建議。

關鍵字

動態能力；便利商店；個案研究；共同專屬性

並列摘要

This research is about how a specific companies deal with the internal and external environment changes in dynamic capability view which is proposed by Teece(2007). According to an analysis result, the manufacturer follows 3 steps to develop their commodities: Opportunity identification, Opportunity to capture and Management Reorganization. This research proposed 5 issues: 1. It is effectively reduce the opportunity of fail and enhance the opportunity of success through the Market surveillance system; 2. About the core capabilities, the manufacturer prefers to develop the technology by themselves or supported by vendors. About the non-core capabilities, the manufacturer prefers to co-work with the complement company through the Strategic Alliance; 3. About the core capabilities, the manufacturer prefers to maintain the loyalty of customer by their own advantages. About the non-core capabilities, the manufacturer prefers to use the complement way to maintain the loyalty of customer. 4: the Knowledge Management which is including Absorptive capacity can enhance the dynamic capability. 5: the higher specificity of resource can maintain the relationship, even improve the dynamic capability. This research propose the discussion and suggestions about theory and practical meaning