摘要
台灣DRAM產業曾是政府力挺的雙星產業之一，十幾年後歷經消費性電子產品市場的改變、韓國大廠的崛起、台灣聯美、日抗韓的策略失敗等因素，兩兆「雙星」變「傷心」。在全球DRAM產業重新洗牌之際，台灣DRAM產業優勢不在，然而還是有部份廠商能維持穩定獲利。本研究基於組織生態學說主張在環境巨變之際，組織的獲利與否取決於它所採用的組織生存策略。 本研究以DRAM PCB產業為研究標的，依據組織生存策略（K策略/r策略）選擇健鼎電子和B公司等兩家DRAM PCB廠商，企業經營績效比較結果顯示，兩家DRAM PCB廠商在2009-2011年的經營績效差異並不大，然高達82%的記憶體模組PCB產品比重卻讓B公司遭遇到產能過剩的危機。本研究再針對B公司的K策略選擇因素進行個案研究，結果發現B公司的成功經驗和主要顧客對B公司的期望是其選擇以「專精生產」策略（K策略）的原因。若B公司欲藉由轉型獲得較佳的生存機會，研究結果建議（1）它必須脫離固步自封的組織文化，或重新塑造新的組織文化、（2）在轉型時同時向顧客保證產品或服務品質。本研究最後以SWOT分析對B公司的轉型提出建議。
並列摘要
DRAM, one of Two Trillion and Twin Star Industries, is an important industy in Taiwan in 1990s. The radical change of environment causes the fact that many Taiwanness DRAM corporations lose their business today. But, there are still some manufacturers to maintain a stable profit. Based on the organizational ecology, this study states on the occasion of the environment changes the profitability of the organization depends on its organizational survival strategy. This focus of this study is the DRAM PCB industry. Accroding the the organizational survival strategy based on the organizational ecology, that is, K strategy / r strategy, this study comparies two DRAM PCB companies, the Tripon and Company B. The result of comparisions shows that this is not much difference in business performance between the two companies in 2009-2011. But, up to 82% the proportion of the memory module PCB products allows Company B encountered overcapacity crisis. This study then investigates the reason why Company B chose K strategy as its company strategy. The results shows that the successful experience of Company B and the main customer expectations of the Company B affect their choice on company strategy, it called “specialist production strategies”. This study suggests that for a better chance of survival Company B have to (1) divorce from the culture of complacency, or re-shaping of the new organizational culture, (2) ensure the quality of the products or services to customers in the transformation at the same time. In this study, SWOT analysis on the transformation of the company''s B recommendations.
參考文獻
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