資源基礎理論及創新和企業成長之關係 –以日本優良企業公司為例之分析，探討台灣網通業的發展策略

The Relationship of the Resource-Based Theory and Innovations with Business Growth - A case study of the Japanese’s excellent corporates for deriving the developing strategies for Taiwan’s network industry

張右廉(William Chang)

指導教授 ： 陳文華

國立臺灣大學/管理學院/商學研究所/碩士(2006年)

https://doi.org/10.6342/NTU.2006.10181

摘要

企業界普遍認知企業要成功，要生存，要與別人不同，一定要「創新」。一般我們常以為創新就是要去研發不同的產品（產品之創新），或不同的製程（製程之創新）來取得企業競爭上之優勢。，當然上述這些創新很重要，但假如其經營策略，或組織、人事之改革並未跟著創新去同步，則其成功會不會僅是偶然；或一時之天時地利人和所造成，能不能經得起時代的考驗，能不能保證企業長期持續成功？
本論文將嘗試從上述之創新外，以日本之優良企業發展模式中去分析保持其持續創新之原動力本源，再進而從策略、組織改革和人才培植上去作一個整合性之研究；即，既是策略性去尋找機會作出創新，也是以創新來從事業最基本的變革，以創新取得競爭優勢。另外本論文也將以組織資源之概念去探討組織該如何將僅有之資源作極限的利用，使資源效率達到最大化。
研究方法採取質量並重之方式，先透過文獻探討資源基礎及創新理論，建立論文之理論基本內涵，再以標的企業之個案研究，瞭解企業界，實際執行時所經歷的特點，並分析及歸納其原則和特徵，建立起第一階段之研究成果。
第二階段再以上述之分析成果，配合中日業界專家訪談，探討此結果能否適用在於台灣本土網通業企業，創造新的經營發展策略模式？
本研究之重要結論和發現如下：
第一、本研究發現日本優良製造企業長期成長基本因素為：
1. 能訂定明確之事業發展內容及經營策略。
2. 配合自身資源去做創新（Innovation）、發展關鍵性技術、管理方法、人才培育、建立核心競爭力。
3. 擁有能集中投資明確事業發展內容及經營策略的組織及文化。
4. 以優良之人材培養制度建立以人材團隊為主的經營模式。
而這四大要素有外顯及內隱因素，然均能互相激勵，生生不息讓企業愈循環愈順暢，愈發展。

第二、從個案公司研究中探討出優良企業均具有動態包絡線式跳躍之成長模式：
從個案公司研究中探討出優良企業均具有動態包絡線式跳躍之成長模式，換句話說，企業長期成長是以創新（Innovation）為原動力，配合時代需求，不斷創造有如潮水一樣往前推進的力量，它們（Innovation）可能是關鍵性新零組件、技術的建立、通路、服務的創新、或經營模式之更新，總而言之，這些日本優良企業均能保持「動態前進策略」，應付時代之急速變化，進而掌握競爭優勢，不斷茁壯成長。
臺灣網通業過去受惠於技術之急速發展，及市場擴大，從網通卡、寬頻、無線、數位家電，實現了上述包絡線式之成長模式，然近年來因參與者之增加及日益增劇之競爭環境，令經營者面臨比以往更多風險及不確定因素。本研究經過上述文獻之研讀，Case study，專家對談，及筆者個人之研究，對網通業未來之競爭提供了新的發展思維和策略。

對於台灣網通業未來之競爭發展策略，本論文的研究結論包括：
第一：從OEM、ODM 提昇至OIM以增加核心競爭力
第二：虛擬供應鏈的建構及強化育成採購機制
第三：精實生產
這些研究結論，均可作為台灣網通業未來發展策略及創新競爭的參考。

關鍵字

網通業 ； 發展策略 ； 日本企業 ； 創新 ； 資源基礎理論 ； 精實生產 ； OIM ； 虛擬供應鏈 ； 育成採購 ； 聚焦 ； 核心競爭力 ； Canon ； Toyota ； Sharp

並列摘要

It is within the parameters of industry knowledge that in order to succeed and survive, a company must differentiate herself and be innovative. People usually assume that applying innovative technique to various products (i.e. product innovation) or to the manufacturing process (i.e. process innovation) will help create competitive edge. However, if the management strategy and organizational reform fail to follow the footsteps of innovation, is the success of a company merely serendipitous? Can the success survive the challenge of time?
This thesis attempts to analyze the core of the sustainable innovations of Canon, Toyota and Sharp through the study of their business strategy, organizational reform and human capital development. This thesis analyzes how these Japanese enterprises seek opportunities to create innovations, and how the resulting innovations are then utilized for the enterprise reform and for their competitive edge enhancement. Furthermore, this thesis attempts to analyze the innovation foundations of the above Japanese enterprises in order to understand whether these sustainable growths should be attributed to the success of the management team or the management system.
The research methodologies employed are as follows. First, the research utilizes archival studies of resource based theory and innovative theory to construct the fundamental concept of the thesis. Then, case studies of Japanese enterprises are used to comprehend the operational process of the industry. The theoretical principles and features are analyzed to construct the first stage research.
The second stage of the research draws on the analytical results derived from the first stage. Together with interviews conducted with Chinese and Japanese industry experts, this research further analyzes whether the results of this research is compatible with Taiwan’s network communications industry for the purpose of implementing innovative management models.
The main conclusions and findings from this research are as follows:
Firstly, this research attributes the sustainable growths of the above-mentioned Japanese manufacturing enterprises to the following factors:

1. The ability to set forth clear objectives of development and management strategy.
2. Tailoring innovation based on its own resources, development of key technology, management methods and human capital to establish the core competency.
3. Organization and culture that is able to focus on the business development and management strategy.
4. Management model that is focused on establishing management team and development of human capital.
These four factors consist of both external and underlying reasons in contributing to constantly encourage the winning circle of the industry.
Second, from the case studies, successful enterprises all possess dynamic and exponential growth. In other words, long-term sustainable growth of industry uses innovations as the foundational sources to continue to push forward based on the needs of each time period. The innovations can be new key components, finding a technological lead, marketing channels, service innovation or revised business models. These successful Japanese industry enterprises all maintain an agile business strategy to quickly react to the rapid global changes and are able to take hold of a competitive advantage to continue their growth.
In the past, the net work communications industry in Taiwan realized the aforementioned dynamic and exponential growth benefited from the rapid market expansion. Nevertheless, in recent years, due to the increase of market participants and more severe competitive atmosphere, market players face more business risks and uncertainties. This thesis intends to provide new business innovations and strategy through the in depth case study of the successful Japanese benchmarking corporate, the viewpoints of industry experts and the theoretical analysis.
Finally, the findings from this research include: (1) from OEM, ODM to OIM to enhance core competency; (2) establishment of visual supply chain and “Ikusei” (育成) purchasing mechanism; and (3) establishment of Lean manufacturing system. The author expects that this thesis can provide a new concept for the future development and formation of competitive strategy of the network communications industry in Taiwan.

並列關鍵字

network communications industry ； growth strategy ； Japanese enterprises ； innovation ； Resource-based Theory ； lean manufacturing ； OIM ； Virtural Supply Chain ； Ikusei purchasing ； focus ； core competency ； anon ； Toyota ； Sharp

參考文獻

11. 明泰科技股份有限公司公開說明書，2005/12。

1. 明泰科技股份有限公司 李中旺董事長

1. Amit, Schoemaker and Paul J.H., “Strategic Assets and Organizational Rant,” Strategic Management Journal, 1993.

2. Barney, JB., Firm resources and sustained competitive advantage, Journal of Management, 1991.

3. Daft and Macintosh, "User department technology and informationdesign," Information and Management, 1978.