臺灣博碩士論文加值系統

觀察企業發展史，可以感受到興衰起伏的變化。如果仔細分析成功企業的作為，可發現其成功似有一定的道理，亦即以有限的資源，在競爭激烈的環境中，尋找生存利基，擬定一套前瞻性的策略性計劃，並將它付諸實施於經營活動中，使企業得以穩健地經營。因此企業生存之道，最重要的做法，在於瞭解現況，預測未來，並掌握未來趨勢中的有利機會，創造長期的競爭優勢，此即為策略規劃對企業經營的重要性。
傳統的策略規劃，是屬於靜態策略形態，亦即企業在某一時點上，依據外部環境及內部條件之分析，找出最佳的優勢策略。然而隨著時間演變及競爭對手策略之變化，靜態策略僅能維持短暫優勢，並無法保證其長期的競爭能力。因此策略規劃的動態思維模式，實有其重要性。
本研究主要目的，在探討靜態策略與動態策略間的關聯性，以建構策略之動態分析模式，並試圖找出影響動態策略的成功關鍵因素。同時，藉由對個案公司之實證研究，除印證所提出模式之應用性外，並期可做為一般企業擬定策略時之參考。
就具體作法而言，本研究透過文獻探討及整理，提出策略規劃之動態模式。其後再針對個案公司進行深入訪談及資料分析，依據公司成長過程，將其發展分為成形期、成長期、成熟期及再造期等四個階段，並依照各階段不同時點，以策略本質觀點分析其靜態策略方案；同時以時間變數及競爭局勢分析歸納出策略演變趨勢，並確認策略勢態，從而印證其不同階段動態性策略的形成模式。

In reviewing the business history, comes a sentimental feeling of how many ups and downs in the business world. However, if we look into those long-standing and prosperous firms, there seems to exist some exact reasons for their successes. They, facing fierce rivals in a competitive environment, identified niches for survival, formulated an up-front strategy, then implemented in their business activities with limited resource, and let their organizations live well and forever. Thus, in the search of to longevity and prosperity, the most important approach for a business is to understand current environment, predict future trend and take advantage of potential opportunities, and create as well as sustain long-term competitive advantages. This is the essence of the strategic planning for business.
The traditional approaches to strategic planning, as we can see, turn out to be static. That is, by scanning external environment and analyzing internal conditions, the strategy is formulated to its best at the particular point in time of planning. However, as time passes by, the competitors’ strategies are also changing, and the dynamics of environment may therefore nullify the established advantages. Hence, a static strategy can only sustain short-term strength without ensuring a long-term competitive capability. Accordingly, a dynamic strategic planning is called for.
The purpose of this research is to establish a dynamic strategic planning model by exploring the relationship between static and dynamic strategies, and to identify the key factors that contribute to the successfu1 of its formulation. An empirical study based on an existing company is also designed to verify the applicability of the model, with the hope that such a paradigm can help companies in their strategic planning process.
In practice, a broad literature review will be conducted to the induction of a dynamic strategic planning model. An in-depth interview with the subject company, including document review, will then be proceeded. In light of the subject company''s development process, four stages will be identified: establishment, growth, mature. and revival .The static strategic planning results will be analyzed based on different time phases for each stage from the perspective of inherence of strategy. The time variables and competitive situation. will then be put into considerations to induce and verify the evolving trend of strategic movement, and at last to confirm the varying pattern of the shown in different stages

第一章 緒 論
第一節 研究動機 ………………………………………1
第二節 研究目的 ………………………………………1
第三節 研究流程與步驟……………………………… 3
第四節 論文架構 ………………………………………4
第二章 文獻探討
第一節 策略的意涵 ……………………………………5
第二節 策略管理學派 ………………………………8
第三節 策略構想形成探討 …………………………17
第四節 靜態策略與動態策略的意涵…………………25
第五節 動態策略的思考模式…………………………27
第三章 研究方法
第一節 策略之動態規劃模式的提出…………………34
第二節 研究設計 ……………………………………39
第四章 實證分析
第一節 個案公司簡介…………………………………49
第二節 靜態策略與策略勢態探討……………………52
第三節 成形期階段(1988-1991)之探討…………….54
第四節 成長期階段(1992-1995)之探討…………… 80
第五節 成熟期階段(1996-1998)之探討 ……………103
第六節 再造期階段(1999-未來)之探討 ……………122
第七節 策略勢態構成要素之演進分析 …………… 126
第八節 動態策略模式之互動相關性分析 ………… 132
第五章 結論與建議
第一節 研究結論 …………………………………… 135
第二節 研究限制 …………………………………… 136
第三節 後續研究建議 ……………………………… 137
參考文獻
中文部份……………………………………………… 138
英文部份……………………………………………… 140

參考文獻
中文參考文獻
1. 司徒達腎, 策略管理, 台北：遠流出版公司, 民國84年。
2. 江家欣, 組織遠景與組織承諾關係之研究, 私立淡江大學管理學研究所碩士論文, 民國85年。
3. 李田樹譯, Rigis Mckenna著, 挑戰IBM, 台北：長河出版社, 民國80年。
4. 周正賢著, 施振榮的電腦傳奇, 台北：聯經出版社, 民國85年。
5. 吳思華著, 策略九說, 台北：城邦文化事業股份有限公司, 民國87年。
6. 周旭華譯, Michael E. Porter著, 競爭策略, 台北：天下文化出版股份有限公司, 民國87年。
7. 林錦駿, 產業環境因素與策略關係之研究－以中鋼公司策略建構歷程為例, 國立中山大學企業管理研究所碩士論文, 民國85年。
8. 施振榮著, 再造宏基, 台北：天下文化出版社, 民國85年。
9. 柯顯仁, 宏基集團動態競爭策略之研究－策略本質觀點, 國立政治大學科技管理研究所碩士論文, 民國85年。
10. 洪一權, 產業生命週期與合作策略關聯之研究。國立政治大學企業管理研究所碩士論文, 民國82年。
11. 徐聯恩譯，Joel Arthur Barker著, 未來優勢, 台北：長河出版公司, 民國82年。
12. 黃宏義譯, 大前研一著, 策略家的智慧, 台北：長河出版社, 民國76年。
13. 陳長青譯, Cliff Bowman著, 策略管理, 台北：桂冠圖書股份有限公司, 民國85年。
14. 張茂坤, 策略群組與環境認知群組關係之研究, 國立台灣大學商業管理研究所碩士論文, 民國83年。
15. 黃營杉譯, CHARLESW.L.HILL & GARETH R. JONES著, 策略管理, 台北：華泰書局, 民國85年。
16. 黃應豪, 我國國際觀光旅館業經營策略之研究－策略矩陣分析法之應用, 國立政治大學企業管理研究所碩士論文, 民國84年。
17. 榮泰生, 策略管理學, 台北：華泰書局, 民國86年。
18. 廖建順, 我國汽車業經營策略之研究－策略矩陣分析法應用, 國立政治大學企業管理研究所碩士論文, 民國84年。
19. 鄭紹成, 企業關鍵成功因素, 競爭優勢及競爭策略之研究, 私立文化大學企業管理研究所碩士論文, 民國80年。
20. 謝佩紋, 競局理論與三位體理論之探討。私立輔仁大學企業管理研究所碩士論文, 民國80年。
21. 蘇拾忠, 策略規劃指南, 台北：遠流出版公司, 民國78年。
22. 蘇育民, 卓越中小企業經營策略之比較研究, 國立台灣大學商業管理研究所碩士論文, 民國82年。
英文參考文獻：
1. Adler, P.S. and R.E. Cole., “Designed for Learning：a Tale of Two Auto Plants,” Sloan Management Review, 34, Spring, 1993, PP.85-94.
2. Aaker, David A.(1988), Developing Business Strategies. John Wiley & Sons Inc.
3. Aaker, David A., Strategic Market Management, 2nd ed., New York; John Wiley & Sons, Ins., 1988, PP.27.
4. Aaker, David A., Strategic Market Management, 1984. PP.70.
5. Cusumano, M.A. and A. Takeishi., “Supplier Relations and Management：a Survey of Japanese, Japanese-Transplant, and U.S. Auto Plants,” Strategic Management Journal, 12, Nov, 1991, PP.563-588.
6. Charles W, Hill and Gareth R. Janes.(1998), Strategic Management. Houghton Mifflin Company , Boston New York.
7. Chaharbaghi Kazem, Distel Markus & Fourer Rainer., “Dynamic Strategy Ownership,” Management Decision, Vol.33, No.4, 1995, PP.12-21.
8. Chandler, Alfred D. Jr., “The Enduring Logic of Industrial Success,” Harvard Business Review, March-April, 1990, PP.31-86.
9. C.C. Markides. and P.J. Willamson., “Related Diversfication, Core Competetencies, and Corporate Performance,” Strategic Management Journal, Special Issue, 15, 1994, 149-165.
10. Elaine & Mosakowski., “ A Resource-Based Perspective on the Dynamic Strategy-Performance Relationship：An Empirical Examination of the Focus and Differentiation Strategies in Entrepreneurial Firms,” Journal of Management, Vol.19, No.4, 1993, PP.819-839.
11. E.A. Deavenpor. Jr., “Winning The Baldridge Award,” Management, June 1994, PP.36-38.
12. G.D. Bruton, J.K. Keels, And C.L. Shook., “Downsizing The Firm:Answering The Strategic Question,” Academy Of Management Executive, May 1996, PP.38-45.
13. G.S. Capowski., “Designing A Coperate Identity,” Management Review, June, 1993, PP.37-38.
14. Garry D.Smith. (1991), Business Strategy and Policy. Houghoton Mifflin Company.boston New York.
15. Hammer, M.E., “Re-engineering Work：Don’t Automate, Obliterate,” Harvard Business Review, Jul/Aug, 1990, PP104-112.
16. Harrigan, K.R., “Formulating Vertical Integration Strategic,” Academy of Management Review, Vol.9, No.2, 1984, PP634-652.
17. Hofer, Charles W. and Dan E., Schendel., Strategic Management: A New View of Business Policy and Planning, New York: Little, Brown and Co., 1979.
18. Hamel, Gary & Prahalad, C.K., “Corporate Imagination and Expeditionary Marketing,” Harvard Business Review, July-August, 1991.
19. Hannan, M.T. & Freeman, J., “The Population Ecology of Organizations,” American Journal of Sociology, Vol.82, 1977, PP.929-964.
20. H.L. Tosi, Jr., and L.R. Gomez-Mejia., “CEO Compensation and Firm Performance,” Academy of Management Journal, 37, 1994, PP.1002-1016.
21. Jarillo, J.C., “On Strategic Networks,” Strategic Management Journal, 9, 1988, PP31-41.
22. Jacobson Robert., “The ‘Austrian’ School Of Strategy,” Academy Of Management Review, Vol.17, No.4, 1992, PP.782-807.
23. L.R. Gomez-Mejia., “Structure and Process of Diversification, Compensation Strategy, and Performance,” Strategic Management Journal, 13, 1992, PP.381-397.
24. Moore, J.T., “Predators and Prey: A New Ecology of Competition,” Harvard Business Review, May-June, 1993, PP.75-86.
25. Michael.E.Porter.(1980), Competive Strategy-Techniques for Analyzing Industries and Competitors. New York, NY The Free Press.
26. Michael. E. Porter.(1985), Competitive Advantage. New York, NY The Free Press.
27. Normann, R. J Ramirez, R., “From Value Chain to Value Constellation: Designing Interactive Strategy,” Harvard Business Review, July-August, 1993, PP. 65-77.
28. Ohmae, Kenichi., “Getting Back to Strategy,” Harvard Business Review, November-December, 1988.
29. Oliver, Christine., “Determinants of Interorganizational Relation Ships: Integration and Future Directions,” Academy of Management Review, Vol.15 1990, PP.241-265.
30. Prahalad, C.K. & Hamel, G., “The Core Competence of the Corporation,” Harvard Business Review, July-August, 1991.
31. R. Simmons., “How New Top Managers Use Control Systems as Levers of Strategic Renewal,” Strategic Management Journal,15,1994, 169-189.
32. Richard A D’Aveni.,(1994), Hypercompetition. Big Apple Tuttle-Mori Agency, Inc. The Free Press.
33. Stalk, G., Evans & Shulman, Lawrence E., “Competing on Capabilities: the New Rules of Corporate Strategy,” Harvard Business Review, March-April, 1992, PP.57-69.
34. Stephen P. Robbins., (1990), Organization Theory:Structure, Design, and Applications. Prentice Hall, Englewood Cliffs, New Jersey 07632.
35. Seea.A. Cannella and D.C. Hambrick., “Executive Departure and Acquisition Performance,” Strategic Management J ounal, 14, 1993, PP.137-152.
36. T.Y. Hausman., “Second Behind,” Wall Street Jounal, April 11, 1996, PP.A4.
37. Wholey, D.R. and J.W. Huker., “Effects of Generalism and Niche Overlap on Tworks Linkages Among Youth Service Agencies,” Academy of Management Review, 36, 1993, PP349-371.
38. Williamson, O.E., “Comparative Ecomomic Organization：The Analysis of Discrete Structual Alternatives,” Administrative Science Quarterly, 36, 1991, PP269-296.
39. Williams R. Jeffrey., “How Sustainable is Your Competitive Advantage,” California Management Riview, Spring, 1992, PP.29-51.
40. Williamson, Oliver E., ”Transaction-Cost Economics: The Goverance Of Contractual Relations,” Journal Of Law And Economics, Vol, 22, 1979, PP.223-251.