連鎖西式速食產業的「組織同形」現象與競爭關係之研究－以「必勝客（Pizza Hut）」為例的個案分析

The Relations of Organizational Isomorphism and Competitive Strategy in Fast Food Industry - A Case Study of Pizza Hut

劉子琦(Dsih-Chi Liu) ； 林恒伃(Heng-Yu Lin)

《經營管理論叢》 2007特刊 (2007/12) Pp. 49-74

https://doi.org/10.6872/OMR.200712/SP.0003

摘要

從1986年必勝客(Pizza Hut)引進比薩加速了外食市場的競爭，整個比薩產業不僅以連鎖加盟的型態出現，更出現了外送服務，使得產品的觸角更深入大街小巷。面對每年近五十億台幣的比薩市場消費額，業者展店的速度從未停歇，最先引進的必勝客已有127家分店，達美樂(Domino's)則有115家分店，形成了兩家分立的局面。隨著比薩產業的兩強對立的局勢，2006年12月晶華國際酒店集團更以五億買下了台灣和北京的達美樂比薩股權，戰火更從台灣燒向中國大陸市場，充滿著國際品牌、區域競爭的特色。面對國內米食習慣朝向麵食與速食的改變以及全球化風潮之衝擊，各連鎖企業經營的廠商為了生存，一方面藉由品牌以連鎖店方式拓展經營規模達到規模經濟；另一方面，則藉由組織流程再造，以標準作業流程維持生產效率，構築持續性競爭優勢。在這一連串以連鎖方式趨向同形化相互競爭中，廠商彼此間的組織同形行為無疑是位居關鍵地位。因此，本研究試圖以質化研究中歷史文獻調查法、參與觀察研究法與深度訪談法，針對台灣比薩業的主要競爭廠商以個案方式了解彼此間競爭的關係，了解遭遇的問題及解決之道。經由歸納分析後發現，產業間激烈的競爭組織同形現象不僅僅是外部的相似性，更是策略、組織以及文化的轉換過程。個案中的廠商在面對競爭壓力時，因組織再造形成的組織同形現象並不能維持競爭優勢，反而必須依據個別廠商所處的特殊情境，擬定妥適策略方案，相互搭配技術、組織、文化的組織變革，方能充份發揮廠商生產綜效。

關鍵字

組織同形 ； 競爭策略 ； 比薩產業 ； 質性研究 ； 個案研究

並列摘要

The introducing of Pizza into Taiwan by Pizza Hut in 1986 intensified the competition of fast food industry. Not only did it hasten the chain-store business model, but also develop delivery service for customers. Facing the increasing amount of 5000 million NT Dollars Pizza-consuming market, the main competitors never stop opening new chaining unit all over Taiwan. It is estimated that the Pizza Hut owned 127 branch stores, and Domino owned 115 branches in 2007. Under the conditions of drastic competition, Formosa International Hotel Corporation acquired the shareholding of Domino's Pizza in Taiwan and Peking for diversification. This acquisition not just ignited the flames of war, but the strong struggles of chief international brand names form Taiwan to Peking. Therefore, how to perform serial and necessary organizational changes is the key way to success. By method of historical material analysis, participating observation, and in-depth interviews, my research analyzes the competitive fast food industry for understanding the relations between organizational isomorphism and competitive strategy. To sum up, organizational change always manifests isomorphism ostensibly, however, it is not just a mimetic strategy, but a process of comprehensive transition by four factors including technological, structural, cultural and strategical changes. In these cases, manufacturers are required to take proper strategies suit for their own distinctive circumstance and closely tie up with organizational changes in terms of technology, structure and culture when they are building up their international competitiveness.

並列關鍵字

Isomorphism ； Fast Food Industry ； Competitive Strategy ； Qualitative Research Method ； Case Study