Title

從資源基礎觀點探討台灣紡織產業製造業服務化之關鍵資源要素

Translated Titles

Exploring Critical Resource Factors of Taiwanese Textile Industry Manufacturing from the Resource-Based Perspective

Authors

陳文良

Key Words

製造業服務化 ; 資源基礎理論 ; 紡織產業 ; 個案研究 ; Manufacturing ; Resource-Based Theory ; Textile Industry ; Case study

PublicationName

中原大學企業管理研究所學位論文

Volume or Term/Year and Month of Publication

2017年

Academic Degree Category

博士

Advisor

陳筱琪

Content Language

繁體中文

Chinese Abstract

台灣紡織業面臨國際區域經濟的形成(NAFTA、CBI、AGOA與WTO),國內生產條件的改變,加上中國大陸等新興國家的製造業崛起,使得競爭優勢不再。除了重視技術創新外,亦可借鏡先進國家製造服務化的發展,由強調以產品為中心的製造思維,轉型成以服務為中心導向的思考模式。藉由服務增加商品之差異性,提高產品的附加價值,滿足顧客的需求,強化客戶與企業的關係。 資源基礎觀點以「資源」觀點取代「產品」觀點來分析企業,視企業是各種有形與無形資源的獨特集合體,資源可轉變成獨特的能力,是企業競爭優勢的基礎來源。台灣紡織業企業必須具備並妥善利用資源組合,才能使企業成功實踐服務化,增加競爭力。本研究首先從文獻中獲得資源分類及實踐製造業服務化之要素,接著探討資源基礎觀點之資源項目與製造業服務化要素之相關性,彙整獲得實踐製造服務化之資源要素初步模型,接著透過個案研究的方式,進行次級資料分析及專家訪談,修正初步模型後,獲得台灣紡織業製造業實踐服務化所需具備的資源要素模型,五大構面分別是內部資產、外部關係、人力資本、經營能力與溝通平台。 本研究共訪談五家台灣紡織業,研究結果顯示,台灣紡織業製造業服務化呈現「產品延伸服務」的營運模式,具體的服務模式包括(1) 建構一條龍的供應鏈模式提供客戶完整的服務,(2) 以委外生產模式提供滿足客戶需求的服務,(3) 以異業聯盟方式提供客戶更高品質與便捷的服務,(4) 獨立或組合供應鏈生產活動提供更多客戶多元服務,(5) 研發創新能力越強越能增加對客戶的服務程度,(6) 生產階段大企業以制度與文化服務客戶;小企業以專人服務客戶,(7) 提供客戶附加的服務越多,越能以服務套牢客戶。此外,本研究亦呈現各種服務模式所對應的關鍵資源要素與服務化要素。

English Abstract

Taiwan’s textile industry is currently facing the formation of international regional economies (NAFTA、CBI、AGOA and WTO), changing domestic production conditions, coupled with the rise of manufacturing industries in China and other emerging countries; hence, it is gradually losing competitiveness. Therefore, Taiwan’s textile industry should embrace technical innovations and promote industrial transformations by learning from the servitization of manufacturing in advanced countries; thus, textile companies can enhance their products’ added value by providing services, satisfying client demands, and reinforcing client relationships. When analyzing a business using the Resource-Based View (RBV), product-based perspectives are replaced with resource-based perspectives; that is, the enterprise is considered as a unique entity comprised of tangible and intangible resources. The firm’s competitive advantages are attributable to these resources. To achieve servitization and enhance competitiveness, Taiwanese textile businesses must utilize both tangible and intangible resources. A literature review was conducted to identify resource classifications and the elements of manufacturing servitization. A preliminary resource element model for manufacturing servitization was thus developed. Through a case study, secondary data analysis, and a series of expert interviews were conducted to revise the preliminary model and establish a formal resource element model for the servitization of manufacturing in Taiwan’s textile industry. In this study, five Taiwanese textile firms were investigated through interviews. Findings revealed that, the operating mode of Taiwanese textile industry provide “Product Extension Service” to fulfill manufacturing servitization. The value-adding services include (1) integrating supply chain to provide clients with coordinated services, (2) outsourcing to satisfy clients’ service requirements, (3) forming cross-industry alliances to improve service quality and convenience, (4) establishing independent supply chain activities or combining them to provide clients with diversified services, (5) enhancing research and development capabilities to improve service provision, (6) providing institution- and culture-based services (large businesses) or personal services (small businesses) during the manufacturing stage, and (7) providing more additional services to clients, to enhance client loyalty. In addition, the key resources and servitization elements of various service models are presented in this paper.

Topic Category 商學院 > 企業管理研究所
社會科學 > 管理學
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