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  • 學位論文

台商策略聯盟類型與績效之關聯性研究 —以光碟機產業為例—

A Study on the Relationship of the Performance and the Types of Strategic Alliances of Taiwan Businesses in China

指導教授 : 高孔廉
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摘要


論文摘要 本論文主要探討光碟機產業策略聯盟類型與績效之關聯性。此類研究通常以策略聯盟類型、動機、夥伴選擇、聯盟管理作為等為自變數,研究其對績效之影響。本研究針對光碟機產品科技特性,特別再增列產品生命週期為自變數,分析其影響。 目前台灣上市光碟機廠商共十家,其中建興、明基、英群、建碁、華碩、大騰等六家企業的光碟機出貨量約佔台灣光碟機總出貨量的80﹪,因此本研究選取此六家具有代表性的光碟機企業做為研究對象。採用個案研究法,深度訪談後經由次級資料分析與個案彙整,發展出相關命題如下: 1.關於產品生命週期,在導入期時,聯盟類型一般採研發型為佳;在成長期時,採生產型或行銷型聯盟為佳;在成熟期時,採合資型聯盟為佳。 2.對於聯盟夥伴的選擇,若策略聯盟動機在獲得規模經濟、引進新資金時,則夥伴的選擇在於彼此間具有合作的經驗;若動機在獲得開發新技術、增加市占率時,則夥伴的選擇在於彼此間具有互補的能力;若動機在取得關鍵技術、專業分工時,則夥伴的選擇在於彼此間具有合作的文化。 3.在聯盟類型方面,採取合資型聯盟時,聯盟夥伴的選擇主要考慮雙方合作的經驗;採取研發型聯盟時,主要考慮彼此資源互補的能力;採取生產型聯盟時,主要考慮彼此合作文化的相容性;採取行銷型聯盟時,主要考慮彼此具有明確的市場目標。 4.關於聯盟的管理作為,選擇聯盟夥伴之目的在求互補的能力時,管理作為主要考慮因素為聯盟共同規劃長期的策略目標;目的在求合作的文化時,主要考慮因素為聯盟彼此間溝通與信任的程度;目的在求相容的目標時,主要考慮因素為聯盟控制程度。 5. 就績效而言,管理作為在合資型聯盟中,策略規劃程度較高,聯盟客觀績效表現最好;研發型聯盟中,彼此溝通程度較高,聯盟主觀績效表現最好,但聯盟客觀績效表現較低;生產型聯盟中,聯盟控制程度一般偏低,而使聯盟整體績效滿意度下降;行銷型聯盟中,彼此信任程度較低,使得聯盟主觀績效滿意度明顯偏低。

關鍵字

聯盟類型 策略聯盟

並列摘要


Abstract The purpose of this study is to investigate the relationship of the strategic alliances type and the performance in the Taiwanese Optical Disc Drive(ODD) industry . This kind of research usually study how do the variable which include the alliance type, the alliance motive, the alliance partner selection and the alliance management practices take influence in the alliance performance. This study in view of the ODD product in science and technology characteristic, specially add the product life cycle as a variable, and analyzes its influence. At present Taiwan have ten ODD corporations in Taiwan stocks market, but six which include Liteon、BenQ、BTC、Aopen、Asus、and Ultima that products sales volume occupy 80 ﹪of all in Taiwan, therefore This study selected the representative six business as research objects. This paper adopt case study method, after in-depth interview ,to collect the reference papers and case study ,then develops the correlation propositions as follows: 1. In the product life cycle,when it on development stage, the strategic alliances types generally adopt the research and development alliance for to be best; When it on growth stage, the alliances types generally adopt the production or the marketing alliance for to be best; When it on maturity stage, the alliances types generally adopt the joint venture alliance for to be best. 2. In the alliance partner selection ,if the strategic alliance motive is to obtains the economies of scale, introduces the new fund, the alliance partner selection lies in each other to have the experience of cooperation; The motive is to obtains develops new technical, increase market share, the alliance partner selection lies in each other to have the complementary skills ; The motive is to obtains the essential technology, the specialized labor division, the alliance partner selection lies in each other to have the culture of cooperation. 3. In the alliance type ,in the joint venture type alliance, the alliance partner selection focus on both sides cooperation experience; In the research & development type alliance, focus on each other resources complementary skills; In the production type alliance, focus on the compatibility of each other cooperation culture; In the marketing type alliance, focus on the compatible market goal for each other. 4. In the alliance management practice, the goal of choosing alliance partner is to strives the complementary skills, the management practice mainly considers the factor is that they plan for the long-term strategic goal; The goal is to strives for the cooperative culture, mainly considers the factor is the communication and the trust for the alliance both sides; The goal is to strives the compatible goal, mainly considers the factor is the alliance control . 5. In the alliance performance ,the management practices in the joint venture type alliance , the level of strategic plan is higher, the satisfaction degree of subjective performance is medium, the objective performance is the best; In research & development alliance, the level of both sides communicate is higher, the subjective performance is the best, but the objective performance is lower; In the production alliance, the alliance control is low, and make the satisfaction degree of alliance overall performances to drop; In marketing alliance, the mutual trust for both side is lower, and make the satisfaction degree of alliance subjective performance obvious to be low.

參考文獻


高長(2002),「台灣電子業兩岸分工與全球佈局策略」,經濟前瞻,2002,pp.74-81。
陳正男、李勝祥(1997),「聯盟夥伴認知與動機對績效與未來承諾之影響」,台大管理論叢,第八卷第二期,pp.125-164。
游曉芸(2003),「大陸台商策略聯盟類型決定因素之研究-以電機電子業為例」,中原企研所未出版碩士論文。
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被引用紀錄


李玉莉(2011)。台灣電信營運商採取異業聯盟與經營績效的關係〔碩士論文,中原大學〕。華藝線上圖書館。https://doi.org/10.6840%2fcycu201100506
陳文良(2009)。建構台灣太陽能電池產業之企業發展合作網絡模型〔碩士論文,中原大學〕。華藝線上圖書館。https://doi.org/10.6840%2fcycu200900123
范錦華(2012)。營造業分包管理機制之探討〔碩士論文,國立臺灣大學〕。華藝線上圖書館。https://doi.org/10.6342%2fNTU.2012.01401
林振明(2007)。新進者在新產品的競爭優勢探討—以薄型光碟機產業為例〔碩士論文,元智大學〕。華藝線上圖書館。https://www.airitilibrary.com/Article/Detail?DocID=U0009-1601200811373400

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