探討企業由實體走向虛擬之即創歷程-以台灣中小企業為例

Abstract

虛擬通路近幾年蓬勃發展，虛實整合更被視為是未來的發展趨勢，但對中小企業而言，許多內外在限制與障礙的存在使其難以一步到位，由實體發展至虛擬的過程是漸進式的邊做邊學，符合即興創作那種在即時的情境下將手邊現有資源重新組合出新的表演型態的精神，因此本研究主要以即創的觀點來探討中小企業由實體跨入虛擬通路的歷程。 在即創的分類上，依據時間壓力大小與不確定性高低區分出四大類別，分別為火力全開型、附加型、探索型即創以及計畫型，而研究者亦各別選取了四個台灣典型中小企業的案例-阿瘦皮鞋、Hotel Quote、喬山健康科技、雄獅旅遊並採以多重個案研究法深入分析其即創歷程，即創的結果則聚焦於企業對於虛實通路的管理及其達成的綜效。 研究結果發現運用即創能夠降低虛擬通路相關限制與障礙對中小企業帶來的威脅性，而四種類別的中小企業在由實體跨入虛擬通路的歷程也確實有所差異；此外，中小企業在虛實關係的管理上也會依據當時的情境脈絡而做出不同的抉擇，不過大體而言企業最終會導向虛實整合的結果以達成虛實通路的最大綜效。

Recently the integration of physical and virtual channels has been regarded as a future trend. For small and medium-sized enterprises (SMEs), there exist too many limitations and barriers so that they need to learn by doing to go from brick-and- mortar to brick-and-click gradually. It fits the spirit of improvisation, which under current conditions people recombine existing resources to create a new performance. Therefore, this study is to explore how SMEs go from physical to virtual channels from the perspective of improvisation. There are fours types of improvisation based on time pressure and uncertainty: full-scale, ornamented, discovery improvisation and planning. The researcher chooses four typical Taiwan SMEs- Aso, Hotel Quote, Johnson and Lion Travel on the basis of four scenarios and uses multiple case study to analyze their improvisation processes. The results of improvisation focus on the firms’ management and synergies they achieve as brick-and-click companies. The results show that applying improvisation reduces the threats from external and internal barriers for SMEs, and four improvisation scenarios lead SMEs to different processes. Futhermore, SMEs make different choices regarding the management of physical and virtual channels due to different contexts, but in the end they would try to integrate both channels to acheieve maximum synergies.