臺灣博碩士論文加值系統

從模仿學習到自主創新，從為知名品牌商代工到自有品牌走向國外，臺灣製造享譽世界。然而面臨成本上升、全球經濟下行等問題，眾多電子企業技術水準和管理模式的弊端日益突顯，導致這些企業在激烈的市場競爭中難以為繼。轉型升級成為幾乎所有臺灣電子企業亟待解決的現實問題。本文正是要在資源基礎觀、動態能力理論和權變理論等背景下，探究影響臺灣企業轉型升級戰略的關鍵因素並明確各自在其中發揮的重要作用，同時深入挖掘其轉型升級過程機制。本文在現有文獻研究的基礎上構建初步的理論模型，隨後以個案公司作為案例企業為研究物件，遵循學術規範展開細緻的分析並得出研究命題，最後對理論模型進行修正和完善，研究個案公司如何從電子企業升級轉變為生技企業。本研究得到以下結論：第一，組織認定的改變是電子企業轉型升級戰略的起點，繼而市場機會為其實施提供前提條件，能力構建充當其實施的基礎和障礙。同時，電子企業轉型升級戰略實施過程對應著其組織認定的升級、市場機會的拓展和能力構建的延伸。第二，電子企業轉型升級戰略是依循著「市場機會-組織認定-能力構建」動態平衡的轉移和演進而實現的，電子企業轉型升級過程對應著該動態平衡的「打破-轉移-再形成」過程。其中，組織認定改變標誌著轉型升級戰略開始形成，市場機會利用和能力構建體現了轉型升級戰略落地實施。 本文的研究不僅引入「市場機會-組織認定-能力構建」的動態平衡視角，闡釋電子企業轉型升級戰略。也揭示了市場機會（外部環境）、組織認定和能力構建（內部環境）分別在電子企業轉型升級過程中扮演的獨特角色，實現了電子企業外部環境和內部環境的完美連接。另外，該研究可以為電子企業轉型升級戰略的製定和實施提供一些理論指導。

From imitation learning to independent innovation, from OEM for well-known brands to private brands abroad, Taiwan has made a world-renowned brand. However, in the face of rising costs and the global economic downturn, the drawbacks of many electronic enterprises technical standards and management models are increasingly prominent, which makes them unsustainable in the fierce market competition. Transformation and upgrading have become a realistic problem for almost all Taiwan electronics enterprises. Under the background of resource-based view, dynamic capability theory and contingency theory, this paper explores the key factors affecting the transformation and upgrading strategy of Taiwan's enterprises, and clarifies their respective important roles, and at the same time digs deeply into the mechanism of the transformation and upgrading process.
Based on the existing literature research, this paper constructs a preliminary theoretical model, and then takes Inalways Corporation as a case study object, carries out detailed analysis in accordance with academic norms and gets research propositions. Finally, the theoretical model is revised and perfected to study how Inalways Corporation transforms from an electronic enterprise to a biotechnology enterprise. Industry. This study draws the following conclusions: Firstly, the change of organizational identification is the starting point of the transformation and upgrading strategy of electronic enterprises, then market opportunities provide preconditions for its implementation, and capacity building serves as the basis and barrier for its implementation. At the same time, the implementation process of E-business transformation and upgrading strategy corresponds to the upgrading of its organizational identification, the expansion of market opportunities and the extension of capacity building. Secondly, the strategy of transformation and upgrading of electronic enterprises is based on the transfer and evolution of the dynamic balance of "market opportunity-organizational recognition-capacity building". The process of transformation and upgrading of electronic enterprises corresponds to the process of "break-transfer-re-formation" of the dynamic balance. Among them, the change of organizational identification marks the beginning of the transformation and upgrading strategy, and the utilization of market opportunities and capacity building reflect the implementation of the transformation and upgrading strategy. This paper not only introduces the dynamic balance perspective of "market opportunity - organizational recognition - capacity building" to explain the transformation and upgrading strategy of electronic enterprises. It also reveals the unique roles of market opportunities (external environment), organizational identification and capacity building (internal environment) in the process of transformation and upgrading of electronic enterprises, and achieves the perfect connection between external environment and internal environment of electronic enterprises. In addition, this study can provide some theoretical guidance for the formulation and implementation of the transformation and upgrading strategy of electronic enterprises.

摘　要 i
ABSTRACT iii
致謝 vi
目 錄 vii
表 目 錄 ix
圖 目 錄 x
第一章 導論 1
1.1 研究背景 1
1.2 研究動機 16
1.3 研究目的 16
第二章 文獻探討 17
2.1 市場機會 19
2.2 組織認定 19
2.3 能力構建 20
2.4 動態平衡模型 21
2.5 企業轉型升級 23
第三章 研究方法 36
3.1 研究方法檢視 36
3.2 研究方法選擇 40
3.3 案例企業選擇 40
3.4 資料收集 41
第四章 案例分析 53
4.1 個案公司發展問题 53
4.2 個案公司介紹 54
4.3 企業轉型升級戰略 55
4.4 動態平衡 57
第五章 結論 59
5.1 研究發現 59
5.2 研究貢獻 60
5.3 未來研究方向 60
參考文獻 62

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