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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 李吉仁(Ji-Ren Lee) | |
dc.contributor.author | Chin-Yuan Chiang | en |
dc.contributor.author | 江進元 | zh_TW |
dc.date.accessioned | 2021-06-15T00:33:15Z | - |
dc.date.available | 2009-02-03 | |
dc.date.copyright | 2009-02-03 | |
dc.date.issued | 2008 | |
dc.date.submitted | 2009-01-13 | |
dc.identifier.citation | 中文部份:
徐聯恩譯,1996,初版,企業生命週期,台北:長河出版社。Adizes,I. 1989. Corporate Life Cycle,1st ed., New York, NY: Prentice Hall Direct. 吳芳銘,2006,初版,購併成長:面對中國高速經濟成長的策略,台北:時英出版社。 王平原譯,1996,10倍速時代,台北:大塊文化出版社。Grove, Andy S. 1996. Only the Paranoid Survive, 1st ed., New York, NY: Doubleday Press. 英文部分: A. T. Kearney, Inc. 2006. Industry Evolution In Russia And M&A Opportunities For Value Building Growth. Report at the conference “Russian M&A: Peculiarities And Current Trends”. Amabile, Teresa D. / Leonard, Dorothy/ Rayport, Jeffrey/ Morley, Elleen/ Silver, Andrew/ Suzy, Wetlaufer/ Drucker, Peter Ferdinand and etc. 1999. Harvard Business Review on Breakthrough Thinking, 1st ed.,Cambridge, MA: Harvard Business School Press Ansoff, I. 1957. Strategies for Diversification, Harvard Business Review. Sep.-Dec. , Campbell, Andrew and Robert, Park 2005. The Growth Gamble.1st ed., New York, NY: Nicholas Brealey Press. Christensen, Clayton M., Anthony, S. D., Scott , D., Roth, E. A., and Erik, A. 2004. Seeing What’s Next: Using The Theories of Innovation to Predict Industry Change. Cambridge, MA: Harvard Business School Press. Hill, Charles W. L. & Gareth, R. Jones. 1999. Startegic Management Theory, 6th ed., New York, NY: South-Western College Punlishing. IBM CEO Study 2004. IBM Global CEO Study-2004, IBM IBM CEO Study 2006. IBM Global CEO Study-2006, IBM Mandele, L.M. Van der, 2004. Leadership and the Inflection Point: A Longitudinal Perspective. Erasmus University Rotterdam. McGahan, A. 2004. How Industries Evolve: Principles for Achieving and Sustaining Superior Performance. Cambridge, MA: Harvard Business School Press. Moore, Geoffrey A. 2005. Dealing with Darwin : How Great Companies Innovate at Every Phase of Their Evlolution.1st ed., New York, NY: Portfolio Press. Todd, Pittiglio Rabin & McGrath, A. 2004, Growing Revenues Through Innovation - A Framework for Effective Innovation Management. 2004 PDMA Cconference. Roberts, E. B. and Berry, C.A. 1985. Entering New Business : Selecting Strategies for Success. Sloan Management Review , Spring, pp.3-17. Smit, Sven, Thompson, Caroline M. and Viguerie., S Patrick 2005. The Do-or-Die Struggle for Growth. The Mckinsey Quarterly, Number 3:35-45. Viguerie, S Partick, Smit, Sevn and Baghai, Mehrdad 2007. The Granularity of Growth. 1st ed., London, UK: Cyan Books and Marshall Cavendish. 網站部份: 公開資訊觀測站官方網站:http://newmops.twse.com.tw/ Wiki MBAlib :http://wiki.mbalib.com/ XQ全球贏家,嘉實資訊股份有限公司 : http://www.SysJust.com.tw/ | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/41825 | - |
dc.description.abstract | 台灣企業在全球科技繁榮的階段成功地以代工和低成本的策略,經過長期的努力與群聚效應,已在世界的電子產業中取得舉足輕重的地位,也使得電子產業成為台灣的經濟重心。然而,2000年以後由於新興國家的崛起與全球化,特別是中國『世界工廠』的影響,全球的產業結構開始產生巨大的變化,也使得台灣企業持續成長的動能面臨很大的挑戰。本研究主要的目的在探討企業在產業生命週期演變的軌跡裡,如何因應產業轉折點的環境變化與如何建立持續性的成長策略,期望能提供台灣企業在動態環境中能夠創造出持續的成長的動能。
本研究首先檢視產業與企業生命週期、有機成長與併購成長、以及策略轉折點的相關文獻,然後進一步探討近年來台灣電子產業持續高成長的上市櫃公司的成長與獲利的模式與結構,並了解這些公司對於產業轉折與變化的機會與核心資產價值變化,以及所謂『一代拳王』式的成長困境。接著,本研究針對宏達電的成長歷程進行個案深度的檢視,以建立企業面對PDA產業策略轉折點的因應策略與思維。 面對產業變化快速的環境,本研究建議企業應首先應建立系統性的思考持續性成長策略與產業的變化,如環境訊息的觀察、檢視產業與客戶可能的變化與影響、建立一些先期的觀察指標、觀察轉折點的變化大小與可能的時間點等。其次,對執行與制定持續性成長策略的關鍵元素的變化也要充分掌握,如核心資產、時間與節奏、資源等。在制定持續成長策略時必須充分了解策略的轉折點,並預測下一個戰場,也就是未來的客戶、競爭,同時制定價值策略,最後,選定策略的反應時序,以完成整個策略的制定。在執行上也要思考以內在組織方式,如內部組織、成立新組織、組織重組,或外在組織方式,如創投、企業投資、併購,審慎選擇執行方式。 同時,在進行策略決策時,企業會面臨眼前黃金與未來金礦的兩難困境,與贏家詛咒的問題,本研究建議企業在面對這些問題時,企業家必須建立管理信用資產與善用外部資源和不斷的反覆檢討,才能避開這些問題與困境。 | zh_TW |
dc.description.abstract | Taiwanese companies have successfully played a key supplier role in the world electronics industry through OEM/ODM Models based on low cost and efficiency strategies and the industry cluster effect. However, since the year of 2000, the global industrial structure started to change due to the increasing competitiveness in manufacturing from China and the extent of globalization which exerts a great pressure to Taiwanese companies’ continuous growth.
The purpose of this study is to discuss how firms can sustain their growth at the industry inflection points from which the industry structure is supposed to be changed and the existing niches would be eroded. After a thorough review on the extant literature of growth strategies, industry life cycle and company life cycle, among others, our study conducts a systematic evaluation on the growth patterns of all electronics manufacturers listed in the Taiwan Stock Exchange Market. Next, we characterize the changes of the core asset in these companies when they faced industrial transitions and change opportunities, as well as decision dilemma experienced by the so-called “one shot champion” companies. Finally, based on our systematic assessments, we conducted an in-depth case study on a highly successful company, HTC, regarding how this company went through industry inflection points and kept sustainable growth until now. Building upon both quantitative and qualitative research results, we suggest companies first to establish systematic thinking concerning the nature of industrial changes and the characteristics of inflection points and then formulate sustainable growth strategies following the changes of core assets, time and rhythm, resources and so on. In order to successfully formulate a sustainable growth strategy, the firm must master the essence of strategy at inflection points, forecast the next battlefield, the future customers, the competition, as well as value strategies. Once formulating it, the timing of strategy execution is designated to complete an entire strategy. To succeed in execution, a firm has to define an adequate organizational context for implementing the strategy, either by internally developed organizations or by an external organization, such as venture capital investments, corporate venture investments, as well as merger and acquisition. However, the company will face decision dilemmas concerning the tradeoff between short-term benefits and long-term advantages and the situation of winner’s curse will very likely occur. We suggest that the company must establish management credits as an asset and fully utilize external organization resources to avoid the above mentioned problems. | en |
dc.description.provenance | Made available in DSpace on 2021-06-15T00:33:15Z (GMT). No. of bitstreams: 1 ntu-97-P95743021-1.pdf: 1376250 bytes, checksum: ca79d33db9d64e4a472ecdd743e18130 (MD5) Previous issue date: 2008 | en |
dc.description.tableofcontents | 口試委員會審定書ii
誌 謝iii 中文摘要 iv 目 錄 vi 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究問題與目的 3 第三節 研究方法 4 第四節 研究章節架構 5 第二章 文獻探討 7 第一節 成長或退場(The do-or-die Struggle for Growth) 7 第二節 持續性成長的困境 10 第三節 產業生命週期理論14 第四節 企業生命週期理論16 第五節 產業變化的軌跡與其相互作用 18 第六節 策略轉折點及對產業的意義 22 第七節 企業有機的成長策略26 第八節 企業併購的成長策略39 第九節 策略的制定時序:領先與落後反應 42 第十節 企業成長軌跡與策略的探討 45 第三章 持續性成長的制定與執行 48 第一節 企業持續性成長的困境 48 第二節 轉折點的辨識:系統式的探索 49 第三節 持續成長策略的制定 57 第四節 策略執行方式的選擇 61 第四章 台灣企業成長結構與分析 64 第一節 分析方法與假設 64 第二節 結果分析:成長率,毛利率與EPS 65 第三節 成長軌跡分析 69 第五章 個案分析:在轉折點的持續成長策略 76 第一節 個案公司簡介 76 第二節 財務資料 78 第三節 成長策略的分析 82 第四節 策略執行的探討-組織與人材資源 89 第五節 轉折點的策略探討 93 第六節 總結與討論 107 第六章 結論與建議 109 第一節 決策的挑戰與困境 110 第二節 研究結論 114 第三節 研究建議 115 第四節 研究限制 117 第五節 後續研究方向 118 參考文獻119 | |
dc.language.iso | zh-TW | |
dc.title | 產業轉折點與廠商持續性成長策略:
台灣電子業廠商的個案研究 | zh_TW |
dc.title | Growth Strategies at Industry Inflection Points:
A Case Study on Taiwanese Electronics Manufacturers | en |
dc.type | Thesis | |
dc.date.schoolyear | 97-1 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 陳俊忠(Chun-Chung Chen),劉恆逸(Heng-Yih Liu) | |
dc.subject.keyword | 成長策略,策略轉折點,產業生命週期,企業生命週期, | zh_TW |
dc.subject.keyword | Growth Strategy,Inflection Point,Industry Life Cycle,Company Life Cycle, | en |
dc.relation.page | 120 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2009-01-13 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 高階公共管理組 | zh_TW |
顯示於系所單位: | 高階公共管理組 |
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