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  • 學位論文

台灣營建業策略聯盟經營模式之研究

The Study on the Strategic Alliance Business Model for the Construction Industry in Taiwan

指導教授 : 陳定國
共同指導教授 : 婁國仁(Kuo-Ren Lou)

摘要


營建業在台灣一向被視為傳統產業的龍頭,與整體國力發展和社會進步息息相關,並具有牽動許多相關行業的功能。台灣過去之所以能夠屢創經濟奇蹟的理由,係因為台灣產業經營具有活力與韌性的特性,然而此傳統的營建產業一直以來大多因內部體質不佳及外在環境不夠健全的狀況下發展,以致無法與其他產業同步提昇而進步遲緩,甚且因而影響到關連的產業發展。 近年來台灣營建業者遭逢景氣持續低迷情況,更顯得經營困難,因此紛紛尋求各種經營策略作內部的創新改革,並擴展對外的聯盟,冀求增強本身的競爭力。由於業者規模絕大多數屬中小型企業,未來面對市場策略聯盟的整合,勢必經過一段調適期及淘汰整合,考驗合格者才能繼續生存發展。有鑑於此,本研究擬以營建業為對象,探討策略聯盟之相關議題,並希望找出提振此傳統產業之有效策略。 本研究之觀念架構共分為三個階段: 第一階段:企業自身創新轉型策略。 第二階段:企業間作策略聯盟。 第三階段:評量策略聯盟成效。 本研究以產業經濟現況對市場結構之分析為基礎,探討營建業市場結構與業者經營模式之可能影響情況,對營造廠、建設公司及設計顧問機構之從業人員做問卷調查進行驗證,並經探討分析後,獲得如下之結果: 1.台灣營建業在長期的景氣不振及同業惡性競爭下,被視為衰退產業,面臨到必須要積極地對內部做創新轉型,以突破傳統產業的定位,強化本身的競爭優勢。 2.台灣營建業欲從傳統產業的巢臼中突破困境,除不斷強化內部核心競爭力,同時須靈活運用各種經營策略做聯盟,才能整合內部資源及外部環境,達到永續經營的目標。 3.企業聯盟雖有其目標及願景,但亦存在風險,故在執行前的計劃及評估應異常審慎,聯盟協議簽訂後的管理才是實踐的開始。 4.策略聯盟成功關鍵包括:聯盟主導者的選定、組織文化的相容度、合作夥伴的選擇、夥伴間的權益責任分配及契合度、中高層經營理念及管理方式,以及合作期間要持續評估、監控及審思等。 5.同業數量過多競爭激烈以及整個市場可供分食的餅太小為目前營建業所面臨的主要困境,政府應適時提出有效政策並有效控管中小型公司的數量以改善經營環境。 6.多數企業都有意願參與聯盟活動,顯示企業間共同合作發展的需求,而本國同業及外國同業公司被視為聯盟的優先選項。另在財務、技術及組織能力等方面被認為是參與聯盟活動最主要的困難。

關鍵字

營建業 創新轉型 策略聯盟

並列摘要


The construction industry is always regarded as the lead business for traditional industry in Taiwan, it’s closely linked with the overall national strength development and the social progress and has the function that affects many related industries as well. The reason that Taiwan has created economic miracle many times in the past, is just because the vigor and the tough characteristic for the operating of various business; however, this traditional industry was almost developed in the situation that unhealthy physical condition and bad environment all the time, so that it can’t be promoted with the other industries synchronously and lead to progress slowly. In recent years, it’s more difficult to the entrepreneur for running of construction industry during the long-term economic recession in Taiwan, therefore various kind of management strategy were sought to make the internal innovation reform , and expanded the foreign alliance, hoped for enhancing the competitive power. Owing to most of the business scale are small or medium-sized enterprises, it’ll be passing through an adjustment time for eliminating and integrity while facing the market strategy alliance's conformity in the future, the eligible will be able to keep on surviving and developing. In view of the matter mentioned above, this study intend to take construction industry to be the object to look into the related subject of Strategic Alliance, and hope the discovery of the effective strategy can inspire this traditional industry. The conceptual frame in this paper including three stages: The first stage:The Innovation&Transformation strategy adopted in the enterprise. The second stage:Setting the Strategic Alliance mechanism between enterprises. The third stage:Assess the result of Strategic Alliance with management skill. This study based on the existing economic situation for business to analyze the market mechanism, so as to look into the possibility of the market mechanism and the business model for construction industry, and making the questionnaire survey to carry on the confirmation to the employee of construction company, building firm and design consultant, after discussion and analysis, the result as the following : 1.The construction industry in Taiwan is regarded as the declined industry under long-term recession and malicious competition, and have to make the Innovation and Transformation inside to break through existing situation, then it’s competitive advantage can be strengthened. 2.While The construction industry wants to break through the predicament in Taiwan, not only the internal core competitiveness shall be strengthened constantly, but also various kind of flexible management strategy shall be used to form an alliance, then the interior resource and external environment can be integrated, and the continuity goal for business can be achieved. 3.Although the alliance between enterprises has its goal and vision, but it also has the risk, therefore, the proposal and assessment before being executed shall be exceptionally careful, the management work usually started after the alliance agreement signed off. 4.The successful key of strategic alliance including: The alliance leader's designation; The compatibility of organization culture; Choosing the proper partners; The assignment of interests and responsibility between partners; The management idea and the mode of administration on high-level; The constant appraising, monitoring and reviewing during the cooperation period. 5.The existing predicament for construction industry is too many competitors cause the violent competition as well as the insufficient business may supply to the entire market, so the government shall propose the effective policy in time and control the quantity of medium-sized enterprises to improve the operating condition effectively. 6.Most of enterprises are willing to participate the alliance activity, it indicated the request of the cooperation between enterprises, and the national and international company operate the same type business are the first options. The finance, technology and organizing faculty are regarded as the very main difficulty when attending the alliance activity.

參考文獻


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