市場主導之前因與策略影響

The Antecedents and Consequences of Market Driving Approach

張人堂(Jen-Tang Chang)

指導教授 ： 李培齊

淡江大學/管理學院/管理科學研究所企業經營碩士在職專班/碩士(2006年)

https://doi.org/10.6846/TKU.2006.00088

摘要

Kim, and Mauborgne (2005)在他們的藍海策略一書中，提出了企業不應該侷限於在現有的市場上與對手競爭而是應該發展其組織及能力創造無人競爭的新市場。 書中所提到之藍海市場雖可視為一個新的名詞，但是其理論其實並未跳脫出市場領導策略的範疇，應視為市場領導理論的延伸。市場領導理論有兩種不同的理論依據，首先Jaworski et al. (2000) 認為市場領導策略應透過影響市場的結構以及市場參與者的行為來達成領導市場的效果。 另一方面Kumar et al. (2000)提出由企業內部願景、組織以及文化等內部創新的方法來達成領導市場的目的。 然而雖然市場領導策略或是藍海策略的已經廣為學術以及企業界所接受，但是並沒有直接的證據可以指出市場領導策略確實對於企業的競爭優勢以及績效有正面的影響。 本研究立意即為找出企業資源、市場領導策略與企業競爭優勢之間的關係，本研究將以問卷研究作為方法配合路徑分析以及典型相關分析試圖驗證市場領導策略之理論。 本研究提出市場領導應分為兩種不同購面來討論，即為市場改變活動以及價值創新活動兩個購面，研究結果顯現價值創新活動對於競爭策略有正面的影響，但市場改變活動之影響則為負面，但總體而言市場領導策略對於企業之競爭優勢以及績效有正面的影響。 表示市場領導策略可作為企業策略上選項之一，應與市場驅動策略作為互補的策略手段以確保企業的長期發展。 本研究結果可視為對於Kumar et al. (2000)理論提出統計數據上的支持，並且可以廣泛對於不同產業作為市場領導策略的參考。 同時本研究也試圖探討市場領導策略與可持續競爭優勢之間的關係，透過本研究的結果我們發現市場領導策略具有Barney (1991)所提出稀少、有價值、難以模仿以及難以替代的特性。 根據資源基礎理論，市場領導策略具備成為可持續競爭優勢的潛在可能。 市場領導與可持續競爭優勢之關係的深入探討可以作為後續研究的方向。

關鍵字

市場主導 ； 市場驅動 ； 競爭優勢 ； 可持續競爭優勢 ； 資源基礎理論 ； 績效

並列摘要

The recent book Blue Ocean Strategy by Kim and Mauborgne (2005) suggests that firms try to develop their capabilities to create uncontested market spaces instead of competing with each other in existing market spaces. While their use of the phrase 'blue ocean' is probably new, their ideas are actually derived from the concept of market driving strategies.

Two major proposals have been made concerning market driving strategies. First, Jaworski et al. (2000) discussed how market driving may be achieved by influencing the structure of a market and/or the behaviors of stakeholders in that market, which can be considered as an external market driving process. Second, Kumar et al. (2000) gave an analysis of intra-firm/internal behaviors that facilitate market driving. However, there is little evidence suggesting that market driving can lead to a competitive advantage and better corporate performance. This study attempts to uncover possible relationships between market driving strategies, competitive advantage, and firm resources through path analysis and canonical correlation coefficient analysis.

This study proposed that market driving strategy should be separated into two different dimensions: market change activities, and radical value innovation activities. The findings of this study show that there are statistically positive relationships between radical value innovation activities, and firm's performances, and competitive advantages. However, the findings surprisingly show that there is a significant negative relationship between market change activities and firm's strategy outcomes. The results generally support the assumption that market driving strategies have a positive effect on firm competitive advantage and performance. It is concluded that market driving strategy can be a viable option while making strategic choices, and can be a complementary strategy to a market driven strategy. Firms should take both strategies in order to ensure their long-term survival.

Finally, this study further provides a statically support to the proposal of Kumar et al. (2000), and likely to be generalizeable to different industries. This study also attempted to uncover the relationships between market driving strategy and sustainable competitive advantage. The findings suggest that market driving strategy fits the characteristics suggested by Barney (1991): value, rareness, inability to be imitated, and imperfect substitution. This study thus proposed that market driving strategy could be a potential source of sustainable competitive advantage from resource-based view. This reveals that a firm should still necessarily consider its ability to react current market needs to be very important as a market driving firm will eventually become a market driven firm. Only the ability to head off competition from imitation and substitution can prolong the positive effect of a market driving strategy. Further investigation of the relationships between market driving strategy and resource-based theory is suggested as a direction of future research.

並列關鍵字

Market Driving ； Market Driven ； Competitive Advantage ； Sustainable Competitive Advantage ； Resource-Based View ； Performance

參考文獻

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