傳統產業轉型與變革動因之研究:以大田精密工業股份有限公司為例

The Research of Transformation and Change Driver in The Traditional Industry:A Case Study of O-TA Precision Industry CO., LTD

林彥君(Lin Yan-Jyun)

指導教授 ： 謝惠元

國立屏東科技大學/管理學院/企業管理系所/碩士(2010年)

https://doi.org/10.6346/NPUST.2010.00231

摘要

本研究為探討傳統產業轉型與變革動因之研究，以大田精密工業股份有限公司為研究個案，採單一整體性個案之質性研究方式，透過深度訪談與次級資料蒐集大田的變革歷程，實證分析邏輯為演繹法，輔以實際個案所發生的現象事實，加以驗證一個既有且成熟的理論。根據實證大田經歷五個變革階段，第一階段為傳統代工製造，重視生產技術與品質、成本控制，第二階段是材質、製造革新，加強材質研發與協同設計能力，第三階段為兩岸分工、大陸量產，強化產品開發與量產能力，第四階段定位為製造服務業，著重專屬服務與精實製程，第五階段藉核心能耐延伸，達成事業多角化策略與自有品牌。

本研究發現大田各階段的發展都是建立在前階段的基礎上，得知大田的變革型態是以漸進方式逐步改善企業能耐，能辨識、認知、與選擇適合自身資源可以發展之價值活動，是屬於循序擴展的漸進式變革，且發現各階段的經營模式亦不盡相同，並藉由動態能力矩陣得知大田推動變革的動因，是先從擴充內部能力開始，再對產業重新定義。最後本研究以大田為實證案例，發現傳統產業可藉由階段性之漸進式變革進行轉型，並基於動態能耐觀點，企業之資源能力是建立在前階段的基礎之上，另各階段經營模式的演進具有動態性，且轉型之變革動力可分為內部能力的延伸，與外部對產業重新定義。根據實證分析與研究發現，建議傳統產業可透過實質選擇權的應用積極進行企業轉型，並加強對產業鏈上價值活動的選擇與認知能力，以找出可為企業帶來獲益的新機會。

關鍵字

傳統產業 ； 動態能耐 ； 漸進式變革 ； 經營模式 ； 變革動因

並列摘要

This research examines transformation and change driver in traditional industry using O-TA Precision Industry CO., LTD as a case of study. A qualitative research and single holistic case study is adopted to examine the change process of a traditional OEM company. The research logic is deductive using actual case to verify current and well-formulated theories by in depth interviews and secondary data. There were five change stages in the transformational process of O-TA Company. The first stage was OEM emphasizing production technology, quality and cost control. The second stage was materials and manufacturing innovation specializing research and development of materials and ODM collaborative design. The third stage the production was shifted to China but research in Taiwan, focusing on mass production and product development. The fourth stage redefined O-TA Company as service manufacturing, stressing service and lean production rather than manufacturing. The fifth stage promoted core competence extension by means of diversification and private brand.

We found that the development of each stage of O-TA Company underpinned previous stage. The transformational process of O-TA Company was incremental change rather than disruptive change, improving core competences gradually. Significantly O-TA Company could identify, recognize, and choose suitable value activities in each stage. The business model varied at each changing stage. By using O-TA Company as an empirical case, this research found that traditional industry can be transformed by incremental change. In addition, consistent with dynamic capabilities perspective, traditional industry always strengthens its capacities basing the ability of previous stage. Business model was dynamic during transformational process. Change drivers of transformation could be divided into extension of internal competences and redefined the industry externally. According to empirical analysis, traditional industry can transform itself actively through the application of real options. Moreover it can discover new opportunities by analyzing and choosing advantageous value chain activities.

並列關鍵字

Traditional industry ； Dynamic capability ； Incremental change ； Business model ； Change driver

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