間接與非預期的動態競爭效果：以高科技產業為例

Effect of Indirect and Unexpected Competition: A Case of High-tech Industry

簡鼎恩(Ting-En Chien)

指導教授 ： 姜真秀

國立交通大學/管理學院/經營管理研究所/碩士(2020年)

摘要

在 1990 年代，當硬體公司成為電腦與資訊科技產業的主導者時，沒有人會想到 包括 Google 和 Facebook 在內的軟體科技公司可以成為高科技產業的領導公司。 同 樣，生產數位相機的公司從未預料到他們的業務、生意會因為智慧型手機而銳減甚至 退出市場。 為了避免這些悲劇並支持公司從戰略層面制定決策來應對潛在的敵人行 動，我們提出了一個模型，來確立哪些潛在的競爭對有非常高的可能性會成為直接競 爭對手。 從網絡的角度來看，我們構建了一個競爭網絡模型，將 HP Inc.作為本研究 的焦點公司，並組成了一個由 224 家公司構建而成的競爭網絡，並發現距離這些競爭 節點(公司)的競爭對手和距離最遠 4 度的遠距離競爭者都是競爭遭遇的重要指標。 此 外，圍繞它們的不同結構的競爭者之間會發生競爭性遭遇(形成競爭關係)。

關鍵字

察覺－動機－能力理論 ； 動態競爭理論 ； 網絡形成

並列摘要

In 1990s when hardware companies were dominant players in computers and information technology industries, no one would have expected that software companies including Google and Facebook could become leaders in the industries. Similarly, digital camera companies have never expected that their business would shrink due to smartphones. In order to avoid such tragedies and support companies to establish strategies to correspond their potential enemies’ moves, we propose a model to identify which indirect competitors today wound become direct rivals tomorrow. Applying a network perspective, we construct a competition network setting HP as a focal firm consisting of 224 firms and find that both structure of competitors around a firm and distant players up to 4 degrees of separation away are significant indicators of competitive encounters. Additionally, competitive encounters happen among competitors with different structure around them.

並列關鍵字

Awareness-Motivation-Capability (AMC) ； Competitive dynamics ； network formation

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