臺灣博碩士論文加值系統

近年來，自從在區域網路內產業服務彈性成為群聚的創新目標之一後，產業群聚已經逐漸被重視與提及。產業服務彈性可謂是一個企業的製造核心能力，而在區域網絡內可以提供企業之間的製造協調與商品流動等。從台灣工具機的角度來看，台灣工具機的供應鏈發展與不斷擴大的市場，使台灣工具機產業之上游、中游和下游建立了緊密的合作關係。由於台灣製造的機器相似程度高，使得企業被迫在困難的情況下面對低成本競爭、價格戰和嚴重依賴國外關鍵零部件。然而，台灣工具機產業卻靠著產業服務彈性生存下來並且逐漸發展成成功的產業。而本研究正是想探討影響產業服務彈性的因子為何，並且進一步以台灣工具機產業，來探討產業與服務彈性之間的相互影響關係。
在全球金融市場中，企業為了生存必須達到並且保持高度的產業服務彈性。本研究回顧文獻中，將產業服務彈性分為“內部彈性”與“外部彈性”。其中內部彈性，可謂管理的能力，包含能夠快速適應企業內部活動的管理能力等等。而外部彈性則為達成客戶的要求、企業的競爭優勢、合作，銷售與製造策略之間的關係。本研究進一步探討群聚的影響因素，並把它分類為“地理”、“資源”和“網絡”的三個構面。另外也進一步再將各個構面細分，如“地理”構面分為“規模大小”與“距離”，而“資源”構面包含了“人才”、“技術”與“基礎設施”，而“網絡”包含了“企業互動”和“訊息交流”等因素。本研究主要發現，“網絡”的構面對產業服務彈性有著顯著的影響力，特別是對內部彈性。另外在“地理”構面發現，其中“距離”的因素對於產業服務彈性並沒有顯著的影響力。最後，本研究提出相關的結論提供台灣工具機產業參考，並期望能協助台灣工具機產業提高其生產力、產量以及營運績效等。

In the recent years, the industrial cluster has been frequently mentioned since the industrial service flexibility (ISF) relates powerfully with goal-driven innovation within clusters in regional network. ISF is a core ability of manufacturing firms, and the regional network provides commerce and service relationships coordinating production and merchandise flows. From the perspective of Taiwan’s machine tool industry (TMTI), even though the reverse development and expanding market in TMTI make upstream, midstream and downstream establish unbreakable relationships and ISF, due to the high degree of similarity of machines made in Taiwan, TMTI is currently confront with difficult situations of price wars, low-cost competition and heavy dependency of foreign key components. Therefore, TMTI particularly survives and thrives by means of ISF. This study discusses the influential factors of ISF and aims to discover the interrelationships between the TMTI cluster and ISF efficiency.
Each enterprise must achieve and sustain high ISF to survive in the global economy. This study reviews the literatures and divides the dimensions of ISF efficiency into two “internal flexibility” and “external flexibility”. Internal flexibility can be described as management’s capability to quickly adapt to internal business activities. External flexibility is related to customer requirements, firm’s competitive advantage, and the links between corporate, marketing, and manufacturing strategies. This study further explores the influential factors of cluster and classifies it as three dimensions of “Geography”, “Resource” and “Network”. Furthermore, the dimension of “Geography” includes sub-factors of “Scale” and “Distance”, the dimension of “Resource” consists of the sub-factors of “Talent”, “Technology” and “Infrastructure”, and the dimension of “Network” contains the sub-factors of “Interaction” and “Information”. This study mainly finds that the factor of “Network” is significantly influence the ISF efficiency, especially to the internal flexibility, and the sub-factor of “Distance” in the dimension of “Geography” is not significant to the ISF efficiency. Finally this study provides the conclusions for TMTI in order to assist TMTI’s enterprises to enhance production capacity, output and operating performances.

摘要 i
ABSTRACT ii
Context iii
Chapter 1. Introduction 1
1.1 Research Background 1
1.2 Research Motivation 2
1.3 Research Objective 3
1.4 Research Process 4
1.5 Research Limitation 5
Chapter 2. Literature review 6
2.1 Definition of Cluster 6
2.2 Definition of Flexibility 14
2.2.1 Internal Flexibility 21
2.2.2 External Flexibility 21
2.3 Relationship between cluster and flexibility 23
2.3.1 Geography and Flexibility 23
2.3.2 Resource and Flexibility 24
2.3.3 Network and Flexibility 25
2.4 Introduction of Machine Tools Industry in Middle Taiwan 26
Chapter 3. Research Framework and Method 31
3.1 Research Framework 31
3.2 Research Hypotheses 34
3.3 Research Area 36
3.4 Research Method 37
Chapter 4. Research Analysis and Results 39
4.1 Analysis of Basic Information 39
4.2 Regression Analysis 43
4.2.1 Relationship between Each Factor and Internal Flexibility 43
4.2.2 Relationship between Each Factor and External Flexibility 54
4.3 Position Clustering Analysis 64
4.3.1 Analysis of General Manager Level 64
4.3.2 Analysis of Factory/Department Manager Level 66
4.3.3 Analysis of Director Manager Level 67
4.3.4 Summary 68
4.4 Analysis Results 69
Chapter 5. Conclusion and Suggestions 73
5.1 Research Contribution 73
5.2 Research recommendations 78
Appendix A 84
Appendix B 88

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