公司成功成長、轉型的關鍵要素–以雲端產業為例

Abstract

本研究旨在探討雲端產業在全球數位化轉型進程加速背景下的迅速崛起及其企業成長與轉型策略。研究背景顯示，雲端產業始於2000年代初期，因網際網路的興起及企業對數據資料儲存和計算資源需求的增加而迅速發展。首位雲端服務商Amazon Web Services（AWS）於2002年開始提供雲端計算與存儲技術服務。至2023年，全球雲端市場規模已達約五千億美元，顯示出其快速增長及高度競爭的特性。 研究問題與目的包括分析雲端產業公司的成長路徑、外部資源的重要性及高階管理者的個人背景對企業策略的影響。為此，本研究結合發展路徑依賴理論、資源依賴理論及高層梯隊理論，透過案例研究四家代表性雲端產業公司（AWS、Google Cloud、Microsoft Azure、IBM Cloud），探討其技術發展、併購策略及領導者對公司發展的影響。 研究方法主要透過質性研究方法，使用次級資料研究法及個案研究法，通過案例分析四家主要雲端產業公司的技術發展歷程、併購行為及領導者影響，並綜合分析其組織管理意涵及併購活動脈絡。 研究結果顯示：（一）雲端產業公司的技術及業務發展受制於過往經驗，影響其現今的競爭能力。（二）外部資源在雲端產業中扮演重要角色，企業可通過併購策略達成快速成長及提高市場競爭力。（三）高階管理者的經歷背景及個人理念影響公司內外發展的決策考量，間接影響企業的發展重心及併購標的選擇。 本研究的結論與建議包括企業在規劃發展和轉型時，應綜合考量過去和現在的業務重心，避免路徑依賴成為阻礙；重視領導者背景和風格對策略發展的影響；在併購時重視併購標的與公司長期目標的吻合。這些洞見希望能為雲端產業公司在數位轉型過程中提供有價值的參考，並為未來的研究提供方向。

This study examines the rapid rise of the cloud industry amid global digital transformation, focusing on corporate growth and transformation strategies. The cloud industry, originating in the early 2000s due to the internet and increased business demand for data storage and computing, saw Amazon Web Services (AWS) as the first provider in 2002. By 2023, the global cloud market reached 500 billion USD, highlighting its growth and competitiveness.

The research analyzes cloud companies' growth paths, the importance of external resources, and the impact of senior managers' backgrounds on strategies. It integrates path dependence theory, resource dependence theory, and upper echelons theory, using case studies of AWS, Google Cloud, Microsoft Azure, and IBM Cloud to explore their development, acquisition strategies, and leadership impacts.

Qualitative methods, including secondary data research and case studies, examine the technical development, acquisition behaviors, and leadership impacts of these companies, along with their management implications and acquisition activities.

Results indicate that cloud companies' development is constrained by past experiences, affecting current competitiveness. External resources are crucial, with acquisitions enabling rapid growth. Senior managers' backgrounds and ideologies influence decision-making, affecting development focus and acquisition targets.

Conclusions suggest companies consider past and present focuses to avoid path dependence, recognize leaders' backgrounds in strategic development, and align acquisition targets with long-term goals. These insights provide references for cloud companies during digital transformation and guide future research.