企業競爭策略與組織能力適配研究：以液晶顯示面板產業A公司為例

Abstract

近年全球液晶顯示面板產業一直面臨激烈競爭，這與整個產業資金密集、技術密集、價格競爭、產品週期短等特性有關，雖然說，這產業面臨如此激烈的競爭，但由於顯示終端在未來科技生活的應用上，仍占有關鍵的地位並有很多待發展空間，依DisplaySearch預估，整個全球平面顯示器產業產値還在以每年8%成長率增加，故各家廠商無不全力以赴，希望能在激烈競爭中勝出。 早期，廠商間的競爭主要是透過新世代產能的投資，以創造規模經濟成本差異來進行，在新興技術與市場需求多變環境下，廠商間的競爭朝向多元化發展，開始關注不同技術及應用領域的發展，亦即轉變為研發能力、專利權、運籌能力、市場佈局、財務能力、經營能力等全方位的競爭。這樣競爭生態改變，有些廠商從容適應改變，有些廠商則否，其中差別在於是否擁有勝過競爭者的組織能力(Organizational Capabilities)。本研究針對競爭策略與組織能力的適配進行探討，以液晶顯示面板產業A公司為例進行個案研究，探討以下三個主要問題：液晶顯示面板廠商如何因應競爭生態的改變？液晶顯示面板廠商該關注哪些組織能力及其內涵？液晶顯示面板廠商該如何調整組織能力，以適配競爭策略的改變？ 經過探討後，發現A公司是以重新定位與策略轉型方式來因應競爭生態的改變，而持續擴展研發能量以快速的累積前瞻且符合市場需求的技術與專利，提高對市場與消費者需求的敏銳度以掌握終端產品與終端市場趨勢，是下一階段的兩個關鍵成功要素，所以應該關注正式組織、人才、文化、領導力等組織能力，著手建立策略規劃執行體系，同時提高現行績效管理系統的高度與層次，並評估導入平衡計分卡績效管理系統，還要具體描繪公司願景並打造雇主品牌，並擴大人才招募方法管道，持續獵取優質研發與行銷人才，重新檢視各項文化形塑活動，加大創新氛圍與文化的形塑力度，做好人才管理、接班梯隊、領導發展等機制的導入並確保落實執行。總結來說，企業要持續成功，必須掌握兩大關鍵成功因素，一是正確的競爭策略，一是適配的組織能力，兩者必須相輔相成，缺乏其一，企業都將無法獲致成功，所以不管是企業領導人或是高階經營團隊，都必須將競爭策略與組織能力的適配列為優先關注課題。

The tight competition in the global TFT-LCD industry in recent years has something to do with the industry-specific characteristics, e.g. capital intensity, technology intensity, price competition and short product life cycles. Despite the fierce competition, all manufacturers go all out in a hope to succeed in the keen competition since display terminal still plays a key role in future life science applications, with much left to be desired. According to DisplaySearch’s estimates, the output value of the global flat panel display industry still grows at an annual rate of 8%. In early days, the competition among manufacturers was about economies of scale and cost differences created through investment in the capacity for new generation. Today’s emerging technologies and changing market demands have diversified the industry-wide competition, driving the development of alternative technologies and applications. Namely, it has been transformed into a competition in all areas, including research and development, patents, logistics, market presence, finance and operations. Given the changed market competition, some manufacturers have adapted themselves with ease, while others don’t. The difference lies in the organizational capabilities, which make winners outperform their competition. This research studies the adaptation of competitive strategy and organizational capabilities, with a TFT-LCD manufacturer Company A as an example in the case study. The following are three main questions to be investigated: How does the TFT-LCD manufacturer respond to the changes in the competition? On what organizational capabilities and content should the manufacturer focus? How should the manufacturer adjust its organizational capabilities to adapt to changes in the competitive strategy? After the investigation, it is found that Company A responds to the changed market competition by means of repositioning and strategic transformation. Success in the next stage requires two critical elements: making continuous R&D efforts to accumulate forward-looking technologies and patents that meet the market demand; as well as gaining increased sensitivity to the market and an insight into customer needs to keep finger on the pulse of end products and market trends. The key to these two elements lies in focus on organizational capabilities, such as formal organization, talents, culture and leadership, with a strategic planning and implementation system to be established. Meanwhile, the current performance management system should be upgraded to a higher level and the introduction of balanced scorecard performance management system should be assessed. Also, the corporate vision should be specifically portrayed, with employer branding also among the priorities. In addition, it is necessary to expand the recruitment channels to attract more talents specialized in R&D and marketing, and review culture shaping activities. The goal is to create a more innovative environment where the organizational culture is well established. As an imperative, the company must also introduce and implement a system for talent management, succession plan and leadership development. In summary, the two keys to a business’s continued success are a correct competitive strategy and adaptive organizational capabilities. The two have to work well with each other. A business cannot succeed without either one. Therefore, business leaders or top management have to prioritize the adaptive competitive strategy and organizational capabilities.