策略故事與企業成長策略關係之研究-以宏碁與華碩為例

A Study of the Relationship between Narrative Strategy Story and Firm's Growth Strategy-Case Study of Acer Inc. and Asus Inc.

王雪樺(Wang Hsueh-Hua)

指導教授 ： 蔡展維

國立屏東科技大學/管理學院/企業管理系所/碩士(2013年)

https://doi.org/10.6346/NPUST.2013.00202

摘要

企業成長策略從1960年代發展至今仍持續為管理學中的研究熱點，但大多學者多聚焦於企業在成長過程中之特定時點或以結果論做探討，仍偏向靜態性研究。近年來，企業國際化的程度及跨產業的成長方式均增加，因此靜態性研究已不敷經理人參考依據；故成長策略之動態觀點為近代學者研究的新興議題，且逐漸在策略領域中崛起，策略變化及策略故事即為代表。因此本研究嘗試將策略變化之概念運用至成長策略中以探討成長策略在不同時期所選擇之不同策略手段間的組合，依此拼湊出具有意義及涵理的策略故事。然而本研究為了清楚說明成長策略之概念並做為選擇策略手段的判別準則，依蔡展維(2005；2009；2012)從策略管理之文獻中整理出四種互相對立之基本策略類型以代表企業在選擇策略手段之清單，分別為(1)計劃學派、(2)定位學派、(3)創發學派、(4)資源學派。根據此四種策略取徑，本研究將以個案導向式比較研究法針對宏碁集團及華碩集團此兩家具代表性之消費性電子產業進行實證分析，以期望從兩家個案企業之策略選擇與策略變化中歸納出成長策略中的共通性與差異性，並重新探討企業成長策略之本質。
本研究經個案企業驗證結果發現，企業在成長的過程中為了達到成長與競爭之目的，在選擇策略手段之行為上必須同時注重經時性的成長與同時性的成長，以此達到手段上最小多樣化，使企業在面臨產業環境壓力與難題時能夠透過靈活運用策略手段，而得以渡過關卡同時達到成長的目的。而在達到手段上最小多樣化的同時，企業必須注意手段間的互補性與連接性，才得以使策略手段變成有意義的選擇與變化，並構築成為一個附有邏輯意涵且可供敘述的策略故事。

關鍵字

企業成長策略 ； 策略選擇 ； 策略變化 ； 策略故事

並列摘要

In this paper, the management of the research has been analyzed on Firm’s growth strategy since 1960s. However, the majority of the scholars prefer to investigate the specific time or to explore the consequence for the growth enterprise. They seem more likely tend to static research in their study. On the other hand, both of the level business internationalization and the way of growth in cross-industry cooperation are rapidly increased. Thus, the reference of the static research might unsuit for the managers. Nerveless, the strategic field of the dynamics view is raised sharply in these years. It stands for strategic change and narrative strategy story. This study attempts to apply the concept of strategic change to the growth strategy. The combination of the different strategies would be selected by explore the growth strategies in the different period. It congregated the valuable narrative strategy story from this view. To declare the concept of the growth strategy clearly criticizes the method of the chosen strategy. According Dr. Tsai Chan-Wei (2005;2009;2010) we understand that four different approaches from manage strategy which are including the Planning Approach, the Positioning Approach, the Emergent Approach and the Resource Approach. These four varied approaches also can explain strategic selection and strategic change of the firms. Based on this framework, we employ a Case-Oriented Comparative Method for examining the strategic selection and strategic change from two corporations which are acer Inc. and ASUS Inc. in the typical electronics industry from Taiwan. We expect to summarize the commonality and differences in the growth process through these two cases. Consequently, the essence of the growth strategy might be re-examining.
These two cases were approved that achieving the growth and the competitive purposes are the growth process of enterprises. The temporal growth and the simultaneity growth are focus on the behavior of the strategy-action. It could realize strategy-action is the minimum diversity. The corporations can flexible use of strategy-actions when they face on the industry pressure and the difficulty on the environment. It can overcome crisis and also be mature. The businesses have to pay attention on complementarily and connection in order to be a meaningful choice and transform through the strategy-actions. It could construct a logicality and describable narrative strategy story.

並列關鍵字

Firm’sGrowth Strategy ； Strategic Selection ； Strategic Change ； Narrative Strategy Story

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