台灣個人電腦產業的策略演化：以廣達、鴻海及宏碁公司為例

Strategic Evolution of PC Industry in Taiwan: Cases of Quanta, Hon Hai and Acer

林玉娟(Yu-Chuan Lin) ； 劉韻僖(Yun-Shi Liu)

《經營管理論叢》 3卷1期 (2007/06) Pp. 29-42

https://doi.org/10.6872/OMR.200706_3(1).0003

摘要

在全球個人電腦（PC）產業超競爭的環境下，許多國際知名大廠紛紛退出市場，台灣PC廠商如何能在如此一個競爭及快速變化的市場中存活？運用次級資料，我們發現台灣廠商因為有其獨特的競爭優勢才得以在超競爭環境中存活，這些優勢包括：彈性與快速的回應能力、學習能力、創業精神以及利用中國的製造優勢。再者；本文闡述三個台灣PC產業的代表公司，廣達、鴻海以及宏碁它們的策略演化過程，這些個案顯示在超競爭的PC產業中，唯有採取與環境動態配適的策略，企業才得以存活。

關鍵字

超競爭 ； 動態策略 ； 隨機應變的策略 ； 個人電腦產業

並列摘要

In the hypercompetitive environment of personal computer (PC) industry, several international companies have withdrawn from the PC market. How do Taiwanese firms survive in such a competitive and fast changing PC market? Utilizing the secondary data, we found that Taiwanese firms survive because of their unique competitive advantages, including flexible and quick reaction ability, learning capability, entrepreneurship and smart utilization of China's manufacturing advantage. Furthermore, this study depicts the strategic evolution of three typical companies in Taiwan, Quanta, Hon Hai and Acer. These cases show that only the company with a dynamic strategy that fits environmental change will survive in a hypercompetitive PC market.

並列關鍵字

hypercompetition ； dynamic strategy ； emergent strategy ； PC industry