臺灣博碩士論文加值系統

貿易商在國際貿易中一直扮演重要的角色，由於「去中間化」的壓力始終未曾減少，反而有愈來愈劇烈的現象，本研究將透過個案研究的方式，探索在正反力量拉扯間，傳統貿易商的策略性調適作為歷程。探討的重點觀察導致貿易商策略調適的驅動力、貿易商策略調適的方式、以及貿易商策略調適決策的演化。
過去文獻大多認為，貿易商其中介角色是降低雙方交易成本存在為基礎，在雙方接觸之後便告消失，因此貿易商的中介角色很難維持，而也有學者認為，在以代工型態為基礎的亞洲新興工業化國家中，由於貿易商對外負責與其他國家的客戶溝通，對內可以協調複雜的生產網絡，因此貿易商是處於網絡的中介，其角色維持是容易的。
從研究個案中發現，利用過去的經營方式來維持貿易商的中介角色相當困難，必須利用垂直範疇調整、附加價值增加及策略效果，才能消除去中間化的驅動力，使其持續生存。

Trader intermediaries have played an important role in international business. Because of the disintermediation, suppliers and buyers do not want to trade through traders. Therefore, the position of trader intermediaries is hard to maintain. The case study will explore how the traders confront this challenge as strategic adaptation. The primary observations are driving forces, methods of strategic adaptation and evaluation of decision making of strategic adaptation.
Most previous studies show that the traders rely on transition cost to keep its role of intermediaries. After buyers and suppliers contact, it will be disappeared. Therefore, it will be difficult to maintain the role of intermediaries. However, some studies believe that in OEM based Asian countries, the trade intermediaries are responsible for the external communication with customers in other countries and internal coordination for complex networks. Therefore, the trade intermediaries can maintain their role easily.
From the case study found that it will be difficult to maintain itself with pervious business model. It will be necessary to adjust itself through the vertical scope of value system, added value enhancement and strategic effect to survive.

摘要i
ABSTRACTii
誌謝iii
目錄iv
圖目錄vii
表目錄ix
第一章 緒論1
1.1 研究背景1
1.2 研究動機2
1.3 研究目的3
1.4 研究範圍3
第二章 文獻探討5
2.1 貿易商經營的策略5
2.1.1 貿易商的經營模式5
2.1.2 貿易商的中介角色9
2.1.3 貿易商的價值11
2.2 去中間化驅動力與策略調適13
2.2.1 去中間化13
2.2.2 從組織生態觀點看組織的策略調適14
2.2.3 價值鏈連結與策略調適16
2.2.4 垂直範疇與策略調適21
2.3 觀念性研究架構32
第三章 研究方法33
3.1 研究策略33
3.2 研究流程33
3.3 研究個案選擇34
3.4 資料來源35
3.5 資料蒐集方法36
3.6 資料整理與分析36
第四章 產業背景及個案描述38
4.1 產業背景與挑戰38
4.2 Ｋ公司去中介化的回應策略43
4.2.1 Ｋ公司的簡介43
4.2.2 策略調適前之經營方式46
4.2.3 去中間化驅動力及策略調適方式48
4.2.4 策略調適後之經營方式50
4.2.5 未來的經營策略52
4.3 Ｎ公司去中介化的回應策略53
4.3.1 Ｎ公司的簡介53
4.3.2 策略調適前之經營方式55
4.3.3 去中間化驅動力及策略調適方式57
4.3.4 策略調適後之經營方式59
4.3.5 未來的經營策略61
4.4 Ｇ公司去中介化的回應策略61
4.4.1 Ｇ公司的簡介61
4.4.2 策略調適前之經營方式63
4.4.3 去中間化驅動力及策略調適方式65
4.4.4 策略調適後之經營方式67
4.4.5 未來的經營策略69
第五章 個案分析71
5.1 策略調適之驅動力分析71
5.2 策略調適方式之分析75
5.3 策略調適決策演化分析80
第六章 結論與建議83
6.1 研究結論83
6.2 實務建議84
6.3 後續研究建議85
參考文獻86
附錄 個案訪談網要91

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