臺灣博碩士論文加值系統

台灣紡織業從早期國外進口原料到在台加工出口，轉到以台灣石化工業提供原物料為基礎，近20年來已逐步發展為以人造纖維為主之產業結構，再配合進口綿、毛等天然纖維為輔，發展出完整的上、中、下游生產體系。
2008年的金融風暴後台灣紡織業的發展趨勢就以能創造高附加價值，且符合歐美大廠需求的功能性及機能性等高階紡織品為主，2014年後，台灣已成為機能性布料最大的供應國。
Grant (1991)首先提出「資源基礎觀點」，認為資源基礎觀點乃是主張「內部審視」(Introspective）的重要性，並認為企業內部資源與能力會引導企業經營策略的方向，成為企業利潤的主要來源。
本研究利用個案分析法以了解台灣紡織產業的實際現況，個案紡織公司於1998年彰化縣成立，主要活動為原物料供應、解決客戶工廠的問題及提供無限制的紗料供應，共擁有20餘家的配合代工廠。
本研究發現，企業發展需具備有形與無形不同資源，除了人力資源、高階經理必須具備領導力外，公司還需能夠提供相關的技術基礎，而資源能力的發展是奠基在利用既有的資源及優勢產生有別於產業內競爭者的競爭策略。特別針對傳統產業廠商而言，必須擁有競爭者無法取代的競爭優勢及資源，才能在該產業生存。

Taiwan textile industry strongly relied on importing raw materials for export processing in early stages. But the industrial structure has been successfully changed over last twenty years. Since the local petrochemical industry was developed and had the ability to provide raw materials to textile industry, it has transformed to depend mainly upon man-made fiber which supplied by local with imported cotton and natural fiber as supplementary. Nowadays, a complete supply chain from upstream to downstream is formed.
The development trend of the textile industry in Taiwan was major in high-end functional textiles after the economic crisis in 2008. They are high added value and can reach requirements from European and American manufacturers. Taiwan has become the world’s largest supplier of function textile material after 2014.
Resource-based view (RBV) was first proposed by Grant (1991). He considers that RBV is an introspective approach, and believes that firm’s internal resources and capabilities will lead in the direction of business strategy. These will become a main source of the business profits.
The case study analysis method was applied in this study to understand the actual situation of the textile industry in Taiwan. The case was established in Changhua in 1998. Its main activities are raw material supply, solving problems for their clients and providing an unlimited supply on different kinds of yarn materials. They outsource manufacturing to more than twenty cooperative manufacturers.
This study found that enterprises need to have tangible and intangible resources. In addition to human resources and owning high-level manager's leadership, the company needs also to be able to provide the fundamental of relevant techniques. The development of resource capacity is based on competition strategies which are different from industry competitors. These are come up with existing company resources and advantages which can not be replaced by others. In order to survive in this industry, traditional industry manufacturers must keep their own competitive advantages and resources.

目次
致謝辭 i
摘要 ii
Abstract iii
目次 v
表目次 vii
圖目次 viii
第壹章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第三節 研究流程 2
第四節 研究範圍 3
第貳章 文獻探討 9
第一節 資源基礎理論 9
第二節 產品生命週期 13
第參章 研究方法 17
第一節 研究方法 17
第二節 研究對象 19
第三節 個案選擇 20
第四節 資料收集 20
第五節 資料驗證 21
第肆章 個案研究分析 22
第一節 個案公司介紹 22
第二節 個案公司背景介紹 23
第三節 個案公司與客戶關係 24
第四節 個案公司獨特資源與策略性資源 25
第五節 以資源基礎觀點分析個案公司 30
第伍章 結論與建議 32
第一節 研究結論 32
第二節 研究貢獻 32
第三節 研究限制與後續研究建議 33
參考文獻 34
一、 中文部分 34
二、 英文部分 34

一、中文部分
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