請用此 Handle URI 來引用此文件：
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/65852完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 吳學良(Wu, Hsieh Liang) | |
| dc.contributor.author | Eugene Roy Simpson II | en |
| dc.contributor.author | 金羅依 | zh_TW |
| dc.date.accessioned | 2021-06-17T00:13:41Z | - |
| dc.date.available | 2013-07-19 | |
| dc.date.copyright | 2012-07-19 | |
| dc.date.issued | 2012 | |
| dc.date.submitted | 2012-07-09 | |
| dc.identifier.citation | Andrews, K. (1971). The Concept of Corporate Strategy. Homewoood, Illinois: Dow-Jones Irwin.
Andrews, K., Mintzenberg, H., Quinn, J., & Ghoshal, S. (1998). The Concept of Corporate Strategy: The Strategy Process. Prentice Hall, Europe. Ansoff, I. (1965). Corporate Strategy. Pelican. Arul, M. (n.d.). Managerial Skills. Retrieved Aug 29, 2011, from Tripod: http://arulmj.tripod.com/mgrlskls.html Becherer, R., Halstead, D., & Haynes, P. (2001). Market Orientation in SMEs: Effects of the Internal Environment. Journal of Research in Marketing and Entrepreneurship , 1-17. Brown, J., & Eisenhardt, K. (1997). The Art of Continuous Change; Linking Complexity Theory and Time-Paced Evolution in Relentlessly Shifting Organizations. Adminstrative Science Quarterly , 1-34. Child, J. (1984). Organization. Harper & Row. Chung, C.-N. (2001, July). Markets, Culture, and Institutions: The Emergence of Large Business Groups in Taiwan. Journal of Management Studies . Daft, R. (2010). Understanding the Theory and Design of Organizations. Cengage Learning. Deneault, D., & Gatignon, H. (2000). Evolutionary Theory of Firm Orientation: From its Behavioral to Strategic Manifestations. Fontainebleau: Insead. DiMaggio, P., & Powell, W. (1983, Apr). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. 48, pp. 147-160. DiMaggio, P., & Powell, W. (1991). The New Institutionalism in Organizational Analysis. Chicago: University of Chicago Press. Distefano, J., & Maznevski, M. (2000). Creating value with diverse teams in global management. Organizational Dynamics , 45-63. Doyle, P. (2002). Marketing Management and Strategy. Pearson Education. Eisenhardt, K. (1989). Building Theories from Case Study Research. 14 (4). Elenkov, D., Judge, W., & Write, P. (2005). Strategic Leadership and Executive Innovation Influence. Strategic Management Journal , 665-682. Fielder, F. (1967). A Theory of Leadership Effectiveness. McGraw-Hill. Finkelstein, S., & Hambrick, D. (1996). Strategic Leadership: Top Executives and Their Affects on Organizations. Minneapolis: West. Gatignon, H., & Xuereb, J.-M. (1997, February). Strategic Orientation of the Firm and New Product Performance. Journal of Marketing Research , 77-90. Gattorna, J., & Walters, D. (1996). Managing the Supply Chain: A Strategic Perspective. Palgrave Macmillan. Ghemawat, P. (2003, November). The Forgotten Strategy. Harvard Business Review . Greenwood, R., & Hinings, C. (1996). Understanding Radical Organizational Change. Academy of Management Review , 1022-1054. Greiner, L. (1972). Evolution and revolution as organizations grow. Harvard Business Review , 50 (4), 37-46. Greve, H. (1998). Performance, Aspirations, and Risky Organization Change. Administrative Science Quarterly , 58-86. Grix, J. (2004). The Foundations of Research. New York: Palgrave Macmillan. Hamel, G., & Prahalad, C. (1984). Competing for the Future. Cambridge: Harvard Business School Press. Hamel, G., & Pralahad, C. (1989, May-June). Strategic Intent. Harvard Business Review , 63-76. Hannan, M., & Freeman, J. (1984). Structural Inertia and Organizational Change. American Sociological Review , 149-164. Hitt, M., Jeong, E., & Lee, H. (2003). The Impact of CEO and TMT characteristics on strategic flexibility and firm performance. Texas A&M University. Katz, R. (1974, Sep-Oct). Skills of an Effective Administrator. Harvard Business Review , 52. Kokemuller, N. (n.d.). Difference Between Product Orientation and Production Orientation. Retrieved 11 1, 2011, from chron.com: http://smallbusiness.chron.com/difference-between-product-orientation-production-orientation-16004.html Kotelnikov, V. (n.d.). Ten Major Strategic Management Schools. Retrieved August 28, 2011, from 100 Ventures : http://www.1000ventures.com/business_guide/mgmt_inex_stategy_10schools.html Kotter, J. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review , 59-67. Levitt, T. (1960). Marketing Myopia. Harvard Business Review , 45-46. Maxwell, J. (1996). Qualitative Research Design: An Interactive Approach. Thousand Oaks: Sage. Meyer, J., & Rowan, B. (1991). Institutionalized Organizations: Formal Structure as Myth and Ceremony. In W. Powell, & P. DiMaggio, The New Institutionalis in Organizational Analysis (pp. 41-62). Chicago: University of Chicago Press. Mintzberg, H. (1981, Jan-Feb). Organization Design: Fashion or Fit? Harvard Business Review . Mintzberg, H. (1973). The Nature of Managerial Work. Harper & Row. Mintzberg, H., Ahlstrand, B., & Lampel, J. (2009). Strategy Safari:The Complete Guide Through the Wilds of Strategic Management. Pearson Prentice Hall. Mintzbergs Model on Organizational Structures. (n.d.). Retrieved Sep 1, 2011, from Managing Change Toolkit: http://www.lindsay-sherwin.co.uk/guide_managing_change/html_change_strategy/07_mintzberg.htm Narver, J., & Slater, S. (1990, Oct). The Effect of a Market Orientation on Business Profitability. Journal of Marketing , 20-35. Porter, M. (1986). Competitive Strategy. Harvard Business Review . Porter, M. (1996, November-December). What is Strategy? Harvard Business Review , 61-78. Rauch, C., & Behling, O. (1984). Functionalism: Basis for an Alternate Approach to the Study of Leadership. Persimmon Press. Saunders, M., Lewis, P., & Thornhill, A. (2003). Research Methods for Business Students. Edinburgh Gate: Pearson Education Limited. Schermerhorn, J., Hunt, J., & Osborn, R. (2002). Organizational Behavior, 7th Edition. Wiley. Sekaran, U. (2003). Research Methods for Business: A Skill Building Approach. New York: John Wiley & Sons, Inc. Slater, S. F., Hult, G. T., & Olson, E. M. (2007). On the Importance of Matching Strategic Behavior and Target Market Selection to Business Strategy in High-Tech Markets. Journal of the Academy of Marketing Science , 5-17. Tsai, C.-F., Wu, S.-L., Wang, H.-K., & Huang, I.-C. (2006). An Empirical Research on the Institutional Theory of Downsizing. Total Quality Managment , 17 (5), 633-654. Werther, W. (2003). Strategic change and leader-follower alignment. Organizational Dynamics , 32-45. Wikipedia. (n.d.). Strategy. Retrieved August 28, 2011, from Wikipedia: August Yin, R. (1994). Case Study Research: Design and Methods. Sage. | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/65852 | - |
| dc.description.abstract | Contract manufacturing, due to their scale-based advantage, contributes significantly to the industrial development in Taiwan for the past several decades. In light of the control of most of value added at the hands of branded companies and the mounting pressure to create value for shareholders, contract manufacturers have come to a watershed: sticking to OEM/ODM, or moving to OBM. However, there have been more failures than few successes in the pursuit of branding, and many manufacturers have chosen to focus on manufacturing only with company branding instead of product branding.
Although strategy research and marketing literatures have long emphasized the need of moving downward the value chain and building brand(s) as a intangible resource for competitive advantage, it remains elusive why only a handful of Taiwanese manufacturers chose to brand their products while others prefer to brand their companies only? This paper is an attempt to respond to the puzzle by revisiting the branding decisions from different theoretical perspectives. Based on the research of three large and well known ICT companies in Taiwan (BenQ, Quanta and HTC), this study argues that profit-driven motive and customer-compelled force jointly work on the branding decision. Evidence also shows that organizational factors, such as executives’ strategic intent, the pool of competences, firm age, relate more to the branding decision and the transformation outcome (if the firm chooses to brand itself) than the external factors, such as government intervention or customers coercion. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-17T00:13:41Z (GMT). No. of bitstreams: 1 ntu-101-R98749059-1.pdf: 1451337 bytes, checksum: 0748169b5dee9c7b1fb40b9f05c99d34 (MD5) Previous issue date: 2012 | en |
| dc.description.tableofcontents | Table of contents
1. Introduction 1 1.1. Research Background and Motivation 1 1.2. Research Objective 3 1.3. Research Relevance 4 1.4. Research Procedure 4 2. Literature Review 6 2.1. Institutional Perspective 6 2.1.1. Institutional Theory 7 2.1.2. Institutionalism Evidence in Taiwan 8 2.2. Organizational Perspective 10 2.2.1. Firm Orientation 10 2.2.2. Strategic Intent 14 2.2.3. Organizational Change 21 2.3. Individual Perspective 26 2.3.1. Strategic Leadership Diversity 26 2.3.2. Strategic Leadership Skills 28 3. Methodology 32 3.1. Case Study 32 3.1.1. Case Study Type 32 3.2. Case Selection 34 3.3. Data Collection 35 3.4. Research Design 35 4. Research 37 4.1. BenQ/Qisda 37 4.1.1. Background 37 4.1.2. Institutional Determinants of Branding Decision 40 4.1.3. Organizational Determinants of Branding Decision 42 4.1.4. Leadership Background 46 4.1.5. Transformation Phase and Outcome 46 4.2. Quanta Computer 47 4.2.1. Background 47 4.2.2. Institutional Determinants of Branding Decision 49 4.2.3. Organizational Determinants of Branding Decision 50 4.2.4. Leadership Background 53 4.2.5. Additional Determinants of Branding Decision 54 4.3. HTC (High Tech Computer) 55 4.3.1. Background 55 4.3.2. Institutional Determinants of Branding Decision 57 4.3.3. Organizational Determinants of Branding Decision 59 4.3.4. Leadership Background 62 4.3.5. Transformation Phase and Outcome 62 5. Discussion and Propositions 65 5.1. Institutional Determinants of Branding Decision 65 5.2. Organizational Determinants of Branding Decision 69 5.3. Transformation Barriers to Branding 73 5.3.1. Institutional Barriers to Branding 73 5.3.2. Organizational Barriers to Branding 74 6. Conclusion 77 6.1. Summary 77 6.2. Managerial Implications 79 6.3. Limitations and Suggestions 82 Bibliography 86 Appendix - Exhibits 91 | |
| dc.language.iso | en | |
| dc.subject | 原始品牌製造商（OBM) | zh_TW |
| dc.subject | 戰略意圖 | zh_TW |
| dc.subject | 原始設計製造商（ODM) | zh_TW |
| dc.subject | 原始設備製造商（OEM) | zh_TW |
| dc.subject | 製造（MFG) | zh_TW |
| dc.subject | 企業定位 | zh_TW |
| dc.subject | Firm Orientation | en |
| dc.subject | Original Equipment Manufacturer (OEM) | en |
| dc.subject | Original Design Manufacturer (ODM) | en |
| dc.subject | Original Brand Manufacturer (OBM) | en |
| dc.subject | Institutional Theory | en |
| dc.subject | Manufacture (MFG) | en |
| dc.subject | Strategic Intent | en |
| dc.title | 品牌決策之制度與組織因素探討: 台灣資通訊業之個案研究 | zh_TW |
| dc.title | Go Branding or Not: Institutional and Organizational Determinants of Branding Decision in Taiwan's IT Industry | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 100-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 許煙明(Shu, Yan Ming),鮑慧文(Pao, Hui Wen) | |
| dc.subject.keyword | 製造（MFG),原始設備製造商（OEM),原始設計製造商（ODM),原始品牌製造商（OBM),企業定位,戰略意圖, | zh_TW |
| dc.subject.keyword | Manufacture (MFG),Original Equipment Manufacturer (OEM),Original Design Manufacturer (ODM),Original Brand Manufacturer (OBM),Institutional Theory,Firm Orientation,Strategic Intent, | en |
| dc.relation.page | 112 | |
| dc.rights.note | 有償授權 | |
| dc.date.accepted | 2012-07-09 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 企業管理碩士專班 | zh_TW |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
文件中的檔案：
| 檔案 | 大小 | 格式 | |
|---|---|---|---|
| ntu-101-1.pdf 未授權公開取用 | 1.42 MB | Adobe PDF |
系統中的文件，除了特別指名其著作權條款之外，均受到著作權保護，並且保留所有的權利。