地緣政治風險下X精密量測企業的雙軌策略建構：交易成本視角之研究

Abstract

在全球地緣政治風險升高與主要經濟體政策干預頻仍的背景下，中型高端精密設備製造企業正面臨交易成本攀升與戰略轉型壓力。中美技術標準對峙、出口管制趨嚴以及全球規則碎片化，使企業在供應鏈佈局、技術選擇與市場開拓上承受高度不確定性。如何在風險環境中保持效率、降低外溢成本並維持長期競爭力，成為亟需解決的問題。本文以具區域代表性的中國中國臺灣X企業為對象，旨在建構兼具理論與實務導向的「地理－技術雙軌策略模型」，分析其適應能力與戰略韌性。 研究以威廉姆森的交易成本經濟學為基礎，關注不確定性、資產專屬性與交易頻率三大構面，並結合多元策略工具：SWOT揭示內外部優勢與劣勢，PESTLE與五力模型分析宏觀環境與產業競爭，VRIO識別資源與能力的持續優勢，Ansoff矩陣聚焦產品與市場的發展路徑。通過AHP層級分析量化各構面對決策的重要性，並輔以深度訪談，具體描繪X企業在資源配置與戰略排序上的邏輯。 在方法上，本文提出「雙軌策略四象限模型」，整合SWOT的因素與Ansoff的成長邏輯，形成市場滲透、區域轉進、產品開發與異構創新四類行動模組。該模型兼具模組化與可量化特徵，能夠實現動態配對與滾動調整，突破傳統單一工具在高不確定性下的局限。 研究結果顯示：X企業在垂直整合、自主研發與技術反覆運算方面具優勢，但也存在關鍵零元件依賴、跨域創新不足與新興市場佈局受限等挑戰。類比驗證指出，導入雙軌模型可有效降低因政策與標準衝突導致的交易成本外溢風險，並提升供應鏈韌性與營運彈性，從而兼顧短期穩定與中長期競爭力。 本文的主要創新包括：一、首度將交易成本構面與Ansoff成長邏輯系統整合，提出兼具決策支持與政策啟示的分析框架；二、建立具情境適應性的地理－技術雙軸配置模式，突破傳統靜態邏輯；三、形成從情境辨識、策略配對到模組部署的完整流程，強化策略落地性。政策上，建議推動關鍵技術備援清單與區域雙中心佈局補助，並建構跨部門協作平臺以支持中型製造業的風險治理。企業亦可依循本文步驟進行資源盤點與動態調整，以實現轉型升級與持續競爭優勢。 綜上所述，「地理－技術雙軌策略模型」兼具理論創新性與實務可操作性，能成為地緣政治風險時代中型製造企業的戰略規劃與資源配置指引，並為後續學術研究與政策實踐奠定基礎。

In the context of rising geopolitical risks and frequent policy interventions by major economies, medium-sized high-end precision equipment manufacturers face escalating transaction costs and increasing pressure for strategic transformation. The confrontation of U.S.–China technical standards, tightening export controls, and fragmented global rules have created high uncertainty in supply chain configuration, technology adoption, and market expansion. This study takes Taiwan’s representative firm X as a case to develop a “Geo-Technology Dual-Track Strategy Model,” aiming to assess its adaptability and strategic resilience. Grounded in Williamson’s Transaction Cost Economics, the study focuses on uncertainty, asset specificity, and transaction frequency, and integrates multiple strategic tools: SWOT to reveal internal and external factors, PESTLE and Porter’s Five Forces to analyze macro and industry environments, VRIO to identify sustainable competitive resources, and the Ansoff Matrix to explore growth paths. The Analytic Hierarchy Process (AHP) and in-depth interviews were further employed to quantify decision-making priorities and validate managerial insights. The study proposes a “Dual-Track Four-Quadrant Model,” which links SWOT factors with Ansoff’s growth logic to form four strategic modules—market penetration, regional expansion, product development, and heterogeneous innovation. This model enables dynamic matching and rolling adjustments, thus overcoming the limitations of traditional static tools in uncertain environments. Findings show that while firm X demonstrates advantages in vertical integration, R&D, and technological iteration, it remains constrained by component dependency, limited cross-domain innovation, and weak emerging market presence. Simulation results confirm that applying the dual-track model reduces transaction cost spillovers caused by policy and standard conflicts, while enhancing supply chain resilience and strategic flexibility. This study contributes by: (1) integrating transaction cost dimensions with Ansoff’s growth logic into a comprehensive framework; (2) establishing a geo-technology dual-axis configuration with strong contextual adaptability; and (3) designing a full process from scenario identification to module deployment. Practically, the study provides guidance for firms to strengthen resource allocation and dynamic adjustment, and offers policy insights on risk governance mechanisms for medium-sized manufacturers.