臺灣博碩士論文加值系統

本研究採用縱斷面之質性個案研究方法，探討「飛利浦如何創造動態能力」此一議題。在動態能力理論上，主要根據Teece在2007年所提出之觀點，將企業為適應不斷變化的外部環境，企業必須不斷辨識、整合、再建構內外部的技術、資源和能力。在研究對象的選擇上，由於飛利浦燈泡照明商品銷售歷史悠久，在世界照明市場居於領導地位。在2005年收購Lumileds後，透過一連串的併購其他相關照明公司，建立飛利浦在LED照明市場重要地位。基於此，本研究認為飛利浦為一值得深入探討之個案。本研究探討飛利浦在不同階段運用動態能力，透過飛利浦自身對照明的熟稔，意識到未來照明市場商業模式的改變，將從燈泡市場轉變成燈具市場，而開始在燈具市場佈局，盡早掌握全球主要地區的在地廠商，建立照明產品的互補性資產，維持照明市場之競爭優勢。

In this study, this study has constructed a longitudinal, qualitative case study to explain how Philips creates dynamic capability? In the dynamic capabilities theory, based on Teece in 2007 were made with the view of the enterprise to adapt to the changing external environment, companies must constantly identify, integrate, and then build internal and external expertise, resources and capabilities. In the case of choice, Philips light bulbs products sales have leadership position in the world lighting market. In 2005, Philips acquire Lumileds and then a series of acquisitions other lighting company. Philips established an important position in the LED lighting market. This study investigated the Philips uses dynamic capabilities at different stages, Philips itself through familiarity with lighting, lighting market realized that the future business model changes, changes in the market from the bulb into the lighting market, and began lighting market layout, as soon as possible to grasp the world''s major regions manufacturers in the ground, build lighting products complementary assets and maintain the competitive edge lighting market.

中文摘要 i
英文摘要 ii
謝辭 iii
目次 iv
表次 v
圖次 vi
第一章 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
第二章 文獻探討 4
第一節 資源基礎理論 4
第二節 動態能力 8
第三節 研究架構之建議 12
第三章 研究方法與設計 14
第一節 研究對象 14
第二節 研究設計 14
第三節 資料來源與整理 15
第四節 資料分析方法 16
第五節 信度與效度分析 17
第四章 個案研究 19
第一節 個案簡介 19
第二節 飛利浦在LED照明領域之發展 26
第五章 結論與建議 45
第一節 研究結論 45
第二節 研究貢獻 45
第三節 研究限制與未來研究建議 47
參考文獻 48
附錄一 54
附錄二 58
附錄三 62
附錄四 67

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