以動態能力觀點探討企業多角化策略形成之研究-以東南旅行社為例

The Research on the Formation of Enterprise Diversification Strategy Based on the Dynamic Capability Perspective-an Empirical Study on the Southeast Travel Service Co.,Ltd.

羅崑毓(Kun-Yu Lo)

指導教授 ： 許嘉文

國立中正大學/管理學院/企業管理學系/碩士(2014年)

摘要

企業為了迎接二十一世紀的新挑戰，在一個變化速率快、複雜度高與不確定性的整體環境下，追求永續經營與成長，一直是關注的焦點。本研究以動態能力理論為觀點，來探討企業如何透過組織的整合、建構、重新配置內部與外部能力來發展多角化事業以因應環境的變遷，來不斷提昇與維持競爭優勢的過程(process)。
本研究採用台灣最具規模的旅行業-東南旅行社為探討對象。將東南旅行社的多角化歷史軌跡分為三期，其中以第三期從本業跨足酒業製造為本研究之重點。以動態能力的觀點，針對企業進行深入的個案分析，結合文獻探討、深度訪談內容與次級資料來描述與探討該企業，針對組織內外的資源，如何進行配置、利用與整合之創業過程(process)。
從東南旅行社個案研究中發現:

一. 經營者在面對產業外部環境因素改變，導致事業發展受限，較容易趨向開發
多角化事業。

二.經營者本身特有的經營理念與模式，會成為其跨足另一多角化事業的關鍵決
策。

三.經營者經由新創事業所累積的整合與配置能力，會成為企業特殊的能力與優
勢。

四.經營者經由新創事業所累積的整合與配置能力愈多，愈容易跨足非相關多角
化的創新事業。

關鍵字:動態能力、外部環境因素、多角化、經營理念與模式、整合與配置能力

關鍵字

經營理念與模式 ； 多角化 ； 外部環境因素 ； 動態能力 ； 整合與配置能力

並列摘要

The methods how enterprises pursuing the sustainable development and growth, facing the new challenges in the fast-changing, high complexity and uncertainty 21st century, has always been the focus of attention. This research, which is from the perspective of the dynamic capabilities theory, explores how companies cope withchanges in the environment through integrating the organization, construction andreconfigures internal and external capacity. The formation of the process includesdeveloping diversified business, constantly improving and maintaining a competitive status.

The research object is Taiwan's largest travel industry - Southeast TravelService. The history of Southeast Travel industry can be divided into three periods. The research focuses mainly on the third period, the time when the travel industry crossed into liquor industry. The in-depth analysis of the case is viewed from the dynamic capabilities theory. This research combines the study of philology, professionalconsultations and the secondary documents to describe and examine the process thecompany configures, operates and integrates inner and outer resources.
The case study of South East Travel Service shows that:
1. When the entrepreneur faces the changes on external environment factors that
constraint his enterprise, he would be more likely to develop the trendof diversification.
2. The entrepreneur’s particular concept of management and business models will become keys to decisions on diversification.
3. The entrepreneur’s capability of integration and configuration gained from founding new enterprise will become the specialty and strength of the enterprise.
4. The more the capability of integration and configuration the entrepreneur gained, the more likely it is to form an unrelated innovative industry with diversification.
Keywords: dynamic capabilities, external environmental factors, diversification concept of management and business models, capability of integration and configuration

並列關鍵字

diversification concept of management and business models ； external enviornmental factors ； dynamic capabilities ； capability of integration and configuration

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