技術策略聯盟與中小企業轉型之研究：以中國砂輪公司為例

Abstract

企業要維持永續經營，就必須不斷地追求成長與轉型，因為在商業競爭的環境下「不進則退 」，但對規模較小的企業而言，其先天所具備的資源就較少，因此如何善用外部的資源，並藉以達到提升組織能力，強化競爭優勢，即為本研究所欲探討之課題。 本研究以中國砂輪公司為例，探討其在轉型過程中，藉由技術策略聯盟引進外部技術，進而成功轉型的經驗。研究中以資源基礎理論與交易成本理論作為分析的基礎與架構，探討其在執行策略聯盟過程中的關鍵成功因素。研究結果顯示: 一、中小企業在引進外部技術時，可透過互補性資源分析，作為選擇的參考依據；二、在合作形式上，因為技術本身具有的高度資產特殊性與不確定性，因此內部化的執行方式是較佳的管理模式；三、策略聯盟的關鍵成功因素可以建立在經濟性的機制如正式契約、利益共生以及社會性的機制如信任，資訊交換之上。

A company has to pursue growth and transformation continually to keep its sustainable development. However, a company in small scale always suffers from the limited resources. So, our study is to investigate the company how increases its organization capability and strengthen its competence advantage by using outside resources. This research used KINIK Company as a study case. We reviewed its successful experiences of acquiring outside technology through technology strategic alliance (TSA). Resource-based theory and transaction cost theory were used in this study. The conclusions in this study are made as follows. 1. A medium-small company can choose its outside technology sources upon the complementary resources analysis. 2. Unified and internal governance is recommended cooperation mode of TSA because of the high asset specificity and high uncertainty nature of technology. 3. Some key governance mechanisms of TSA are formal contracts, mutual benefits, trust and information sharing.