由於近年來在兩岸貿易法律鬆綁、各類營運成本陸續增加等等壓力,威脅到台灣代工廠的生存空間,使得大小代工廠都必須去考量一個議題,也就是是否該從代工業務轉型自有品牌。「2010年出口產品品牌化調查」的結果顯示,在CCIS Top5000企業的製造業中,自有品牌擁有率為62.6%,相較去年調查所得之33.8%,顯示出的確有大量製造業已進行轉型自有品牌業務之動作,但其中的影響因素仍需進一步釐清。由於過去研究多數僅研究代工業績或自有品牌業績其中一者,故本研究在此以自有品牌代工業務績效與代工業務績效之雙元觀點進行探討。本研究專注於在不同的組織學習機制的影響之下,組織慣性、機會辨識能力及外部制度壓力是如何去影響到代工業務績效與自有品牌績效。本研究採用李克特五尺度量表,並以「台灣區電機電子工業同業公會會員名錄」所登錄之廠商為樣本,從中抽取來做為此次研究的樣本,並根據填答的問卷來進行層級迴歸統計分析來驗證各變數間的關係,在剔除無效問卷後總數為105份有效問卷。實證結果發現:(1)代工廠所具備的機會辨識能力對自有品牌績效與代工業務績效皆有顯著影響;(2) 管理慣性、文化慣性、政經壓力、同業壓力對於代工廠的自有品牌績效皆無顯著影響,但管理慣性與政經壓力卻對代工業務績效有顯著影響;(3) 開創式組織學習對於機會辨識能力與代工廠自有品牌績效有顯著調節效果;(4) 開創與盡用式組織學習皆對機會辨識能力與代工廠代工績效間皆顯著調節效果。
In recent years, due to the easing of restrictions on international trading law between Taiwan and China and the increase of kinds of operation cost, it is more unlikely for Taiwan’s original equipment manufacturing (OEM) factories to earn profit. These changes make them have to consider whether to make a transformation from OEM to OBM or not. According to 2010 branding survey of export product, over 60 percent of enterprises have own-brand product among manufacturers in CCIS Top 5000. The result shows that more and more enterprises start the transformation to OBM, but what factors affect such transformation remains uncertain. In the past studies, OEM performance alone or OBM performance alone was discussed, but this research will investigate both performances. This study focuses on how organizational inertia, opportunity recognition and exterior institution stress affect OEM and OBM performance in different types of organizational learning. The results are shown as followings. First, for the factory, the ability of opportunity recognition affects both OEM performance and OBM performance. Second, managerial inertia and environmental stress especially affect OEM performance. Third, exploration has moderating effect between factories’ opportunity recognition and OBM performance. Last, both exploration and exploitation have moderating effect between factories’ opportunity recognition and OEM performance.