企業成長與組織學習對競爭互動影響之研究：以北桃園地區的食材批發業為例

The Influence of Firm Growth and Organizational Learning on Interfirm Rivalry: A Case Study on Food Material Wholesale Industry in North Taoyuan Area

陳志豪(Chih-Hao Chen)

指導教授 ： 邱奕嘉

中原大學/商學院/企業管理研究所/碩士(2005年)

https://doi.org/10.6840/cycu200500747

摘要

在全球化的年代，無論是世人目光或是學術研究的焦點經常投向那些組織規模龐大、財力雄厚、具有高度市場佔有率的企業以及相關產業，而往往忽略掉某些由為數眾多但規模不甚起眼的企業所組成的產業－零散型產業，這些產業由於低進入障礙而使得產業內新成員眾多而充滿生命力，但另一方面卻因為零散的結構無法整合而錯失到許多獲益的機會。
特別在中小企業林立的台灣，零散型產業及其業者，通常由於被看成規模過小或過於『傳統』而鮮少受到學術研究的青睞，因此對於此類型產業內的動態，往往缺乏系統化的了解，本研究藉由陳明哲教授所提出之企業競爭互動模型及相關理論作為探討零散型產業內業者競爭互動的基礎，進行以北桃園地區食材批發業者為標的之個案探討與比對，得到研究結果發現：
1. 零散型產業內業者,不論新舊,企業成長動機為影響其競爭趨動力的主要因素。
2. 零散型產業內，具有高度成長動機之業者通常伴隨著積極的組織學習，若產業整體卻乏創新，則該產業可能趨向完全競爭。
3. 對個案產業而言，陳明哲教授之競爭者分析與企業競爭互動整合架構，可以完全合適的用來解釋與研究零散型產業內的競爭互動，而與實務並無任何牴觸。

關鍵字

競爭動態 ； 競爭互動 ； 食材批發業 ； 互諒效果 ； 組織學習 ； 零散型產業

並列摘要

In this era of globalization, those “giant” companies which are big in organization scale, has great financial capability and high-performance in market share are always in the focus of our eyes and academy research interests. On the contrary, the industry constructed by small size companies, named F.I. (Fragmented Industry), usually receives only very little attention. Because of the low entry barrier identity of F.I., there is always new entry being found and bring this industry into youthful vigor. To the other hand, such identity makes industry fragmented and wastes many opportunity which industry integrator can profit from.
Especially in Taiwan, SMEs(small and medium enterprises) could easily been found everywhere in this country. By the stereotype of people, firms that exist in F.I. are usually labeled as “neglect-able small” or “too traditional” to be researched. Therefore researchers can hardly found theoretical model which can be apply to interpret or investigate firms’ interaction within an F.I.
This research examines F.I. by applying case study method (to North Taoyuan’s Food Material Wholesale Industry) and compare with the model and related theory developed by Professor Chen Ming-Jer named “Integration Framework of Competitor Analysis and Interfirm Rivalry”. The results of this study could be conclude as:
1. The motivation of firm growth, whether to new entry or incumbents, is the major driving force of its competitive activities.
2. Organization learning is usually accompanied with high motivation of firm growth. If the industry lack of innovation in the mean time, competition within the industry is going to become “complete competition”.
3. To our case, the interfirm rivalry model proposed by Chen Ming-Jer is fully compatible for Fragmented Industry.

並列關鍵字

Fragmented Industry ； Mutual Forbearance Effect ； Competitive Dynamics ； Interfirm Rivalry

參考文獻

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