廠商能力類型發展軌跡-動態能力觀點

The Development Path of Manufacturing Firm’s Capability Type -Dynamic Capabilities Perspective

葉雯玲(YEH, WEN- LING)

指導教授 ： 林婷鈴

國立臺北大學/商學院/企業管理學系/碩士(2009年)

摘要

以製造業而言，台灣早期的發展通常是以OEM模式居多，在動態市場下，組織需要去探索和學習新的方法以更新和強化能力，否則廠商的地位將被取代。然而過去是以資源為基礎去觀看廠商的優勢，但資源是靜態的，必須隨著時間去做調整，形成動態的觀點，因此以動態能力作為研究主題的相關文獻越來越多。動態能力的觀點下，認為廠商會為了因應快速變動的環境，進行建立、整合、學習及重新配置內部與外部的能力，因此，動態能力又與組織學習有關，組織可以透過學習而學到新的能力，故本研究以資源與能力、組織學習、動態能力的理論觀點去探索組織學習的過程，以及資源與能力取得和改變的路徑，即「原資源與能力再運用路徑」、「新舊資源與能力運用路徑」、「新資源與能力運用路徑」，來深入瞭解廠商為何( Why )需改變資源與能力，並從中發掘其主要展現的動態能力要素。
研究方法是採質性研究中的個案研究法，個案的選取是以已發展25至30年，且在該產業技術具有聲譽的四家電子廠進行深度訪談，藉此方式可深入探討廠商成長的每一階段，所處的背景、事件與獨特能力的取得與運用等發展軌跡。藉由證據與資料的蒐集，觀察與檢視個案廠商每個階段重要的發展並瞭解其能力發展特性。
研究發現除了呼應相關理論外，同時也發現學習的模式會受到創業者主觀思維與模式、自主權程度、關鍵人物、策略性投資等影響，且資源取得與運用路徑亦會受環境與企業經營模式，以及學習的過程之調整而有所變動，進而影響能力的累積，同時各發展階段將展現不同的動態能力要素。此外，本研究亦提出了相關的管理意涵，希望藉此提供建議予相關業者以提升能力的運用。

關鍵字

動態能力 ； 組織學習 ； 資源與能力運用路徑

並列摘要

For manufacturing industry, OEM (Original Equipment Manufacturing) is the most popular model in Taiwan’s early economic development. During the market dynamic, organizations need to explore and learn new ways to update and strengthen the capabilities, or they will be replaced some day. Past studies focused on RBV to find the advantages of firms. The resources are static state, firms need to adjust resources over time. This is the reason why more and more studies move to the perspective of dynamic capabilities. In the dynamic capabilities perspective, firms will build, integrate, learn or reconfigure internal and external capabilities to adapt the rapidly changing environment. Therefore, dynamic capabilities perspective was related to organizational learning. In this study, we aim at the concept of dynamic capabilities and organizational learning to explore the path of how the firm obtains capabilities. We employ three paths - exploit the original resource and capabilities, mix the new and original resource and capabilities, exploit the new resource and capability - to understand why firms change resources and capabilities. Then we found the element of dynamic capabilities from the development process.
This is a qualitative study in which two electronics manufacturers that have been operated around 25-30 years and have the reputation on industry technology are compared and contrasted. We compare and analyze data from in-depth interviews and secondary data from many sources. Accordingly, we discussed the development path of context, the events and the unique capabilities for the growth stages of the case companies. We also try to understand the relationships between them. The result shows that this study not only echo to existing literatures, but also find the learning model would influenced by entrepreneur’s subjective mindset, the degree of autonomy and the key person. At the same time, the exploitation of the resources would influenced by the environment and the business type (OEM, ODM, OBM). Therefore, the exploitation of resources and learning model would affect the cumulated capacities. In addition, this study also provides the managerial implications and suggestions for the relevant industries to improve and enhance their capabilities.

並列關鍵字

Resource and capabilities development path ； Dynamic Capabilities ； Organizational Learning

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