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http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/25354完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 郭瑞祥(Ruey-Shan Guo) | |
| dc.contributor.author | Chi-Der Pan | en |
| dc.contributor.author | 潘繼得 | zh_TW |
| dc.date.accessioned | 2021-06-08T06:10:12Z | - |
| dc.date.copyright | 2007-07-26 | |
| dc.date.issued | 2007 | |
| dc.date.submitted | 2007-07-10 | |
| dc.identifier.citation | 一、中文參考資料
1. 大前研一，『全球舞台大未來』中文版，培生集團，(2005)，pp.31-33 2. 于卓民，『國際企業環境與管理』，華泰，民89，pp.220-242 3. 方景一、金長烈，『完全圖解TOYOTA』(The secret of TOYOTA Product System)中文版，(2006) 4. 吳青松，『國際企業管理–理論與實務』，智勝，民88 5. 張殿文，『虎與狐–郭台銘的全球競爭策略』，天下文化，民94 6. 湯明哲，『策略精論–基礎篇』，天下文化，民92 7. 楊錦洲，『策略創造優勢』，中國生產力中心，民93 8. 戴國良，『國際企業管理–理論與實務』，普林斯頓，民95，pp. 7-19 & pp. 64-73 二、英文參考資料 1. AberdeenGroup , “The Global Product Design Benchmark Report–Managing Complexity as Product Design Goes Global”, www.aberdeen.com, (2005) 2. Anderson, E. & Gatignon, H., ”Mode of Foreign Entry：A Transaction Cost Analysis and Propositions”, Journal of International Business Studies, (Fall 1986), pp.1-44 3. Apte, S., “Offshore Product Development Has Arrived”, FORRESTER, (2006) 4. Bartlett, C.A.、Ghoshal, S. & Birkinshaw, J., “Thansnational Management 4th ed. ”, (1998), pp.4-13 5. Boehm, B.W., ”A Spiral Model of Software Development and Enhancement”, Computer, Vol. 21, (May 1988), pp.61-72 6. Chowdhury, S.,”Design for Six Sigma：the Revolutionary Process for Achieving Extraordinary Profits”, Dearborn Trade, (2002), pp.27-69 7. Cooper, R.G., ”Winning at New Products：Accelerating the Process from Idea to Launch”, (2001), pp.20-25 8. Cullen, J.B., “Multinational Management：A Strategic Approach”, South-Western College Publishing Co., NY, (1999) 9. Davenport, T., ”Process Innovation：Reengineering work Through Information Technology”, Harvard Business School Press, Boston, (1993) 10. Economist Intelligence Unit, “Scattering the Seed of Innovation–The Globalization of Research and Development”, (2004) 11. Engardio, P. & Einhorn, B., “Outsourcing Special report – First came manufacturing. Now companies are farming out R&D to cut costs and get new products to market faster. Are they going too far?”, BusinessWeek, (March 21, 2005) 12. Eppinger, S.D. & Chitkara, A.R., “The New Practice of Global Product Development”，MITSloan Management Review, (Summer 2006), Vol.47 No.4 13. Fabrycky, W.J & Blanchard, B.S., ”Life Cycle Cost and Economic Analysis”，Prentice-Hall, Englewood Cliffs, NJ, (1991) 14. Gartner Research, ”Changes in Competitiveness of Product Development ”, (2000) 15. Grant, R.M., “Contemporary Strategy Analysis 5th ed.”, Blackwell Publishing, (2005), pp.6-31 & pp.67-181 16. Greenbaum, J., ”Windows on the Workplace”, Cornerstone, (1995) 17. Grieves, M., “Product Lifecycle Management：Driving the next generation of lean thinking”, McGraw Hill, (2006), Ch. 4 & 5 18. Haggerty, A.C., ”Lean Engineering”, LAI Lean Academy v3, (2005) 19. Hammer, M., ”Reengineering Work：Don’t Automate, Obliterate”, Harvard Business Review, ( Jul/Aug 1990), pp.104-112 20. Hammer, M. & Champy, J., ”Reengineering the Corporation：A Manifesto for Business Revolution”, Harvard Business Review, (1993) 21. Huntzinger, J., ”The Roots of Lean：Training within Industry–The origin of Kaizen”, AME, (2002), Vol. 18 No 1, pp.13 22. Johnson, J. & Vahlne, J.E., “The Internationalization Process of the Firm–a Model of Knowledge Development and Increasing Foreign Market Commitments”, (1977), pp.23-32 23. McGrath, M.E., “Setting The PACE in Product Development–A Guide to Product and Cycle-time Excellence”, (1996), pp17-30 24. McGrath, M.E., “Next Generation of Product Development” , McGraw-Hill, (2004), pp.4-22 & pp266-277 25. McGrath, M.E., “Product Development for High Technology”, McGraw-Hill, (2004), Ch.10 26. McManus, H.、Haggerty, A.C. & Murman, E., ”Lean Engineering：Doing the Right Thing Right”, CEIT, Queen’s University Belfast, Morthern Ireland, UK, (2005) 27. McManus, H., “Product Development Value Stream Mapping Manual”, LAI, (April 2004) 28. Mintzberg, H.、Ahlstrand, B. & Lampel, J., “Strategy Safari：A Guide Tour Through the Wilds of Strategic Management”, Simon & Schuster Inc, (1998), Ch.1 29. Morgan, J.M & Liker, J. K., ”The Toyota Product Development System：Integrating People、Process、and Technology”, NY：Productivity Press, (2006), Ch.1 & 2 30. Nave, S., ”How to Compare Six Sigma、Lean and the Theory of Constraints”, www.asq.org, (March 2002) 31. Porter, M.E. , “Competitive Strategy：Techniques for Analyzing Industries and Competitors”,Free Press, NY, (1980), pp.16-59 32. Porter, M.E., “On Competition” , Free Press, New York, (1979), pp.39-73 & pp.312-315 33. PTC & BusinessWeek Resaerch Services, “Global Product Development (GPD)–Moving from Strategy to Execution”, (2006) 34. PTC White Paper, ”Driving Innovation Through Lean Product Development Practices”，www.ptc.com, (2007) 35. Root, F.R., “Entry Strategier for International Markets”, Lexington, MA：Lexington Books, (1987), pp.9 36. Simon, K.A., ”Towards a Theoretical Framework for Business Process Reengineering”，Goteborg University, Sweden, (June 1994) 37. Ulrich, K.T. & Eppinger, S.D., “Product Design and Development”, (2003), pp.2-9 38. Yip, G.S., “The Global Strategy：Managing for Worldwide Competitive Advantage ”, Prentice-Hall, Englewood Cliffs, NJ, (1992) 三、網站資料 1. 公開資訊觀測站： http://newmops.tse.com.tw 2. 全國博碩士論文資訊網：https://etds.ncl.edu.tw 3. 仁寶網站：http://www.compal.com 4. 英誌網站：http://twc.enlightcorp.com 5. 福裕網站：http://www.falcon.com.tw 6. DSM網站：http://www.dsmweb.org 7. Eppinger網站：http://web.mit.edu/eppinger/www 8. Lean Aerospace Initiative網站：http://lean.mit.edu 9. PTC網站：http://www.ptc.com 10. Wikipedia網站：http://en.wikipedia.org | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/25354 | - |
| dc.description.abstract | 本論文是藉由研究企業全球競爭策略、全球產品研發流程、以及研發流程改善三個構面，以問卷調查與個案深度訪談方式，探討台灣製造業面對全球產品研發的挑戰與策略。個案分析部份，主要是利用波特的五力分析架構，研究個別廠商面臨的產業生態，以瞭解產業的競爭態勢及強度；並以資源的耐久性、被模仿性探討廠商擁有的資源與組織專長，以决定廠商採行的一般性競爭策略，再以問卷調查與深度的訪談，瞭解個別廠商面對全球產品研發的策略、挑戰與績效。
本研究歸納出四點建議供台灣製造業推行全球產品研發流程之參考： ﹝一﹞ 標準化的產品開發流程–為求一致性的產品開發品質，較有效的管理控制，並適度保有團隊創新能力，企業應制定標準化產品開發流程，推展至其全球研發據點。 ﹝二﹞ 建立全球營運管理機制–企業必須面對不同區域、時差、文化、與法規的挑戰，以及公司核心能力的維護問題，在實施全球產品研發之前，企業應先建立全球協同作業基礎。 ﹝三﹞ 管理組織變革–推行全球產品研發流程必須面對組織變革，員工抗拒的挑戰，如何適切應用組織行為理論，加強對員工培訓，以減少實施全球產品開發的困難與阻抗。 ﹝四﹞ 企業競爭策略、定位與流程再造–企業應利用推行全球產品研發的契機，重新較準企業策略與定位，同時進行營運流程與組織結構的調整，並善用資訊科技來啟動新流程改革。 | zh_TW |
| dc.description.abstract | The purpose of the thesis is to study the challenges and Strategies of the global product development process in the manufacturers in Taiwan through a survey of successful practices. There were three dimensions of the theories and practices, the global competitive strategies, global product development processes, and product development process improvements which were used to support the case study.
Michael Porter's Five Forces of Competition Framework was used to assess the firm's competition and profitability in the industry environment. The durability and imitability study of the resources and capabilities were used to identify the internal competitive strengths of the firm. By linking the firm and its external environment, the firm was able to establish its generic strategies. Meanwhile, the questionnaires and in-depth interviews were conducted to assess the individual firm’s strategies, challenges and performance of implementing a global product development process. In summary, there were four major findings from this study as a reference for the firm to deploy a global product development process: (1) Standardization of product development process – To drive consistency in product quality, efficiency in management control, and keep team innovation, the firm should establish a standard product development process and deploy it to its product development process globally. (2) Global Collaboration Infrastructure – The firm will have to face the different geographies, time zones, cultures, and regulations challenges and the issues of core competence protection. It will be essential to establish a collaboration infrastructure globally at outset of global product development process. (3) Organizational change management – Deploying global product development process will face the organizational change management issues and employee resistances. The firm should leverage the theory of organizational behavior; improve the employee training program to realize the benefits and mitigate the difficulty and resistance of implementing the global product development process. (4) Competitive strategies, positioning and process reengineering – The firm should leverage the opportunity of deploying the global product development process, realign the firm’s competitive strategies and positioning, adjust their operational process and organizational structure, and utilize the information technology to enable the new process change. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-08T06:10:12Z (GMT). No. of bitstreams: 1 ntu-96-P94748010-1.pdf: 2300017 bytes, checksum: 9593d88774b7835d86c2c06d79ebe0c5 (MD5) Previous issue date: 2007 | en |
| dc.description.tableofcontents | 口試委員會審定書...................................... 一
誌謝.................................................. 二 摘要.................................................. 三 ABSTRACT.............................................. 四 目錄.................................................. 六 圖目錄................................................ 八 表目錄................................................ 一一 第一章 緒論.......................................... 12 第一節 研究背景及動機................................ 12 第二節 研究的問題與目的.............................. 13 第三節 研究範圍與資料蒐集............................ 14 第四節 研究方法...................................... 15 第五節 研究流程與論文結構............................ 17 第六節 研究限制...................................... 19 第二章 相關理論與文獻探討............................ 20 第一節 建構全球產品研發應考慮的構面.................. 20 第二節 企業競爭策略.................................. 23 第三節 產品研發流程的設計與演進...................... 35 第四節 產品研發流程的改善............................ 42 第三章 國際領導廠商之全球產品研發實證調查............ 48 第一節 國際調查研究案例背景資料...................... 48 第二節 全球產品研發的目的與領導廠商經驗.............. 49 第三節 全球產品研發面臨的挑戰與制約.................. 54 第四節 全球產品研發的績效與改善方法.................. 55 第五節 主要的發現與關鍵成功因素...................... 57 第四章 台灣製造業之全球產品研發能力調查報告......... 59 第一節 調查對象、產業、與公司背景資料................ 59 第二節 壓力 (PRESSURE)–競爭......................... 60 第三節 行動 (ACTIONS) –何時、何處、如何............. 65 第四節 專長(CAPABILITIES) – 挑戰與績效.............. 70 第五節 啟動力(ENABLERS) – 人員、流程、科技.......... 74 第五章 國內個案研究.................................. 78 第一節 個案公司一：仁寶電腦股份有限公司............. 78 第二節 個案公司二：英誌企業股份有限公司............. 87 第三節 個案公司三：福裕事業股份有限公司............. 97 第四節 個案歸納與績效探討........................... 106 第六章 結論與建議.................................... 112 第一節 研究回顧與結論.... ...........................112 第二節 主要發現與建議................................ 116 第三節 後續研究方向....... ............................119 參考文獻.............................................. 121 一、中文參考資料...................................... 121 二、英文參考資料...................................... 121 三、網站資料.......................................... 123 附錄一 問卷調查..................................... 124 | |
| dc.language.iso | zh-TW | |
| dc.subject | 企業流改善 | zh_TW |
| dc.subject | 全球產品研發 | zh_TW |
| dc.subject | 五力分析 | zh_TW |
| dc.subject | 競爭策略 | zh_TW |
| dc.subject | Global Product Development | en |
| dc.subject | Process Improvement | en |
| dc.subject | Competitive Strategy | en |
| dc.subject | Five Forces of Competition Framework | en |
| dc.title | 台灣製造業面對全球產品研發之挑戰與策略研究 | zh_TW |
| dc.title | A Study on the Challenges and Strategies of Global Product Development in Manufacturers in Taiwan | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 95-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 陳忠仁(Chung-Jen Chen),黃俊堯(Chun-Yao Huang) | |
| dc.subject.keyword | 全球產品研發,五力分析,競爭策略,企業流改善, | zh_TW |
| dc.subject.keyword | Global Product Development,Five Forces of Competition Framework,Competitive Strategy,Process Improvement, | en |
| dc.relation.page | 133 | |
| dc.rights.note | 未授權 | |
| dc.date.accepted | 2007-07-11 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 商學研究所 | zh_TW |
| 顯示於系所單位： | 商學研究所 | |
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