跳到主要內容

臺灣博碩士論文加值系統

(3.233.217.106) 您好!臺灣時間:2022/08/17 13:09
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果 :::

詳目顯示

我願授權國圖
: 
twitterline
研究生:楊先麒
研究生(外文):Hsien-Chi Yang
論文名稱:因應加入WTO後企業經營策略之研究--以中國鋼鐵結構公司為例
論文名稱(外文):A study on the business strategy of company for Taiwan to join the WTO--A case study of China Steel Structure Co.
指導教授:黃北豪黃北豪引用關係
指導教授(外文):Pei-How Huang
學位類別:碩士
校院名稱:國立中山大學
系所名稱:企業管理學系研究所
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2002
畢業學年度:90
語文別:中文
論文頁數:84
中文關鍵詞:世界貿易組織多角化資源基礎理論
外文關鍵詞:World Trade OrganizationDiversification StrategyResource Based Theory
相關次數:
  • 被引用被引用:0
  • 點閱點閱:358
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:1

民國91年(2002)元月一日我國已正式加入世界貿易組織(World Trade Organization,簡稱WTO),入會後所帶來之衝擊是全面的,因此企業面臨經濟發展策略需要大幅轉型的挑戰,包括:產業結構需要大幅調整、商業營運模式需要根本創新、企業核心能力也需要重新再造。企業必須運用「投資組合」(Portfolio)策略,選擇核心事業為多角化策略的基礎,利用高素質的管理技巧與先進的技術能力,配合適當的組織結構及管理哲學,發揮綜效作用。
本研究係透過個案的方式,探討中國鋼鐵結構股份有限公司(以下簡稱中鋼構)個案,對加入WTO後公司運用上述機制來改造企業及多角化策略以應付WTO的衝擊,提出有效的經營策略搭配的具體建議。以資源基礎理論與多角化策略方式探討該公司的資源─資產、技術與能力的策略,創造核心資源,累積基本能耐,使該公司在協調資源、業務範疇、組織規模、協調機制與控制系統等的整合上,達成內部一致性,充分發揮總體績效。
該公司未來經營策略應採何種方式,經綜合問卷結果,利用適合的理論基礎,建議公司採取做法如下:
一、擴大業務範疇:
1、台灣連續發生兩次大地震,以鋼結構替代傳統加強磚造及鋼筋混凝土建築物,不但可以防震而且符合環保之「綠建築」需求,是未來建築不可或缺的產品。
2、中鋼構可利用優良技術、有效的管理技能及準時的交期,挾其優勢先在大陸設製造工廠,中鋼構產品的地理延伸範疇自然擴張。
二、多角化經營:
1、相關多角化策略
產業上下游相關多角化:成立營造、建設及工程設計公司
作業相關多角化:員工內部創業及成立安裝公司
2、併購及策略聯盟
運用中鋼構財務資源投資或購併體質好但缺乏資金的同業,與工程顧問公司、建築師、結構師等異業結盟
三、組織調整:
面臨知識經濟時代,中鋼構應將核心能力如鋼結構專業技術與生產管制方式等之相關的經驗及知識有效記錄、分類及儲存。並有效管理組織內各種專業知識,配合前述本研究的若干建議重新思考公司組織架構。

The R.O.C. has already joined World Trade Organization (called WTO) since January 2002, and it has brought our country the great impact in all aspects. The enterprises face many challenges, which are caused by the necessary and sharply changes of economical development policies, including the modulation of industrial structure, the renewal of commercial working mode, and the regeneration of the main power of the enterprises. In order to bring the synergy into full play, the enterprises must make good use of the Portfolio policy, select center industry for the foundation of the Diversification Strategy, utilize effectual managerial skills and advanced technology, and coordinate suitable organization structure and management philosophy.
This research uses case method to analyze China Steel Structure Co.(called CSSC); as for implanting the above-mentioned methods to reengineer corporation and using diversification strategy to deal with a company after it joins WTO, this research addresses effective operate strategies and specific suggestions. In addition, the research is based on Resource Based Theory and Diversification Strategy to confer company’s resources-assets, skills, and capabilities to create core advantage and accumulate abilities to make the company reach interior consistency and bring the overall achievements, which included harmonized resources, scope of business/structures and coordinated/controlled systems into full play.
Which mode should the company select for future management strategy? According to the result of generalization question, based on appropriate theory, the suggestion, which the company should adopt are as follows:
1、Expansion of the scope of business:
(1)Two alarming earthquakes occur continuously, then the steel structure substitutes the traditional structure, such as ferroconcrete and reinforced brick ones. It is not only able to be the precaution against earthquake and conform with the requirement of green architecture of environmental protection, but also the necessary product for the future architecture.
(2)The reachable range of CSSC manufactures are able to extend naturally with the superiority of excellent techniques, effective management skills, and punctual deliveries and CSSC can establish the factories in the mainland china first.
2、Diversification
(1)Related Diversification Strategy
Diversify corporation supply chain: establish construction, engineering company.
Diversify operation: corporate venture of employees and establish assemble company
(2)Mergence and strategic alliance
Apply CSSC’s financial resources to invest or merge companies which are healthy but lack of capitals or funds; launch joint ventures with project consultant companies, architects and construction professions.
3、Adjustment of organization
To face the knowledge economy age, CSSC should take down, classify, and store the experience and knowledge of the core abilities, such as steel structure technology and production management. Then, organize all professional knowledge, rethink over the structure of the company’s organization in coordination with the suggestions, which the research mentioned above.


目 錄
第一章緒論------------------------------------------01
第一節研究背景--------------------------------------01
第二節研究動機--------------------------------------02
第三節研究目的--------------------------------------03
第二章文獻探討--------------------------------------04
第一節世界貿易組織(WTO)-----------------------------04
第二節資源基礎理論----------------------------------10
第三節多角化策略------------------------------------19
第三章研究方法與設計--------------------------------29
第一節研究架構--------------------------------------29
第二節研究範圍--------------------------------------30
第三節研究方法--------------------------------------31
第四節研究限制--------------------------------------33
第四章個案分析-中國鋼鐵結構公司---------------------35
第一節產業概況--------------------------------------35
第二節現狀分析--------------------------------------36
第三節競爭分析--------------------------------------37
第四節個案公司分析----------------------------------46
第五章結論與建議------------------------------------66
第一節結論------------------------------------------66
第二節對公司的建議----------------------------------68
第三節後續研究建議----------------------------------71
參考文獻-----------------------------------------------73
附件一-------------------------------------------------78
附件二-------------------------------------------------79
附件三-------------------------------------------------80
附件四-------------------------------------------------81
表 目 錄
表2-1 資源基礎理論相關論述彙總表………………………………11
表2-2 策略的層級彙整………………………………………………14
表2-3 市場結構分類…………………………………………………16
表3-1 不同研究策略的相關狀況……………………………………31
表3-2 證據來源之優、缺點…………………………………………33
表4-1 歷年來核發建築物使用執照按構造別分……………………36
表4-2 國內鋼構大廠供給能力比較…………………………………41
表4-3 公司產品營收與產品結構統計表……………………………51
表4-4 公司產品結構數量統計表……………………………………51
表4-5 簡易損益表……………………………………………………52
表4-6 各產品別的每噸價格與其佔整體營收比重之統計表………52
表4-7 目前主要工程案………………………………………………54
表4-8 中鋼構的SWOT分析……………………………………………55
圖 目 錄
圖2-1 資源基礎理論…………………………………………………16
圖2-2 企業核心競爭力的建立………………………………………17
圖2-3 持續競爭優勢之獲得…………………………………………18
圖2-4 競爭優勢要項架構圖…………………………………………18
圖3-1 本研究架構……………………………………………………29
圖3-2 個案實證之五性分析法………………………………………32
圖4-1 鋼結構產業價值鏈……………………………………………41


一、中文部分
中華民國全國工業總會,2001,網址:http://cnfi.org.tw/wto/wto.htm
司徒達賢,1995,策略管理,台北:遠流出版。
吳思華,2000,策略九說:策略思考的本質,三版,台北:臉譜出版。
吳坤安,1997,台灣資訊電子業組織核心資源、競爭優勢與經營績效之實證研究,台灣大學國際企業學研究所碩士論文。
林晉寬,1995,從資源基礎理論探討資源特性與成長策略之關係,政治大學企業管理研究所博士論文。
尚榮安,2000,個案研究(翻譯Robert K. Yin,1994,Case study Research:Design and Methods),初版,台北:弘智文化公司。
周文賢、吳金潮,1996,碩士論文撰寫方法,初版,台北:華泰書局。
曾盛杰,1999,事業部經營策略變遷之研究─高雄大型建商為例,中山大學企業管理研究所博士論文。
葛東萊,1985,圖解式經營分析(翻譯日本經營專家森田松太郎:優秀經營),初版,台北:書泉出版社。
陳品靜,1994,談企業百年大計─多角化經營,高雄,中國鋼鐵公司技術與訓練第19卷第4期。
陳錦輝,2001,應用資源基礎理論探討經營策略與競爭優勢─以高雄港為例,中山大學企業管理研究所碩士論文。
經濟部國際貿易局,2001,經貿資訊網
蔡炳程,2000,以全面生產管理(TPM)建構企業競爭優勢之探討,清華大學工業工程與工業管理研究所碩士論文。
二、英文部分
Aaker D.A., 1989, Managing Assets and Skills: The Key to a Sustainable Competitive Advantage, California Management Review, Winter。
H.I. Ansoff,1965, Corporate Strategy, N.Y. McGraw-Hill。
Barney J.B., 1986, Strategic Factor Markets: Expectations, Luck, and Business Strategy, Management Science, 42, pp.1231-1241。
Beattie D.L., 1980, “Conglomerate Diversification and Performance: A Survey and Time Series Analysis, ” Applied Economics, 12, pp.251-73。
Bernheim B.D. and M.D. Whinston, 1990, Multi-market Contact and Collusive Behavior, RAND Journal of Economics, 21, Spring pp.1-44。
Berry C.H., 1975, Corporate Growth and Diversification. Princeton University Press, Princeton, N.J.。
Burgleman R.A., 1983, “A Process Model of Internal Corporate Venturing in the Diversified Major Firms, ” Administrative Science Quarterly, pp.223-44.
Channon D.F.,1973, The Strategy and Structure of British Enterprises, London: Macmillan。
Christensen H.K. and C.A. Montgomery, 1981, “Corporate Economic Performance: Diversification Strategy versus Market Structure, ” Strategic Management Journal, 2, pp.327-43。
Collis D.J. & Montgomery C.A., 1995, Competing on Resources: Strategy in the 1990s, Harvard Business Review, July-August。
Collis D.J. & Montgomery C.A., 1997, Corporate Strategy: Resources and the Scope of the Firm, Chicago: IRWIN。
Day & Wensley, 1988, Assessing Advantage: A Framework for Diagnosing Competitive Superiority, Journal of Marketing, Vol. 52 April。
Gort M., 1962, Diversification and Integration in American Industry. Priceton, N.J.: Princeton University Press。
Grant R. and A.J. Jammine, 1988, “Performance Differences between the Wrigley/Rumelt Strategic Categories,” Strategic Management Journal, 9, pp.333-46。
Grant R.M., 1991, The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation, California Management Review, Spring, pp.114-135。
Gribbin J.D., 1976, “The Conglomerate Mergers”, Applied Economics, March 8, pp.19-35。
Kamien M.I. and N.L. Schwartz, 1975, “Market Structure and Innovation: A Survey,” Journal of Economic Literature, 13, pp.1-37。
Lamont B.T. and C.R. Anderson, 1985, “Mode of Corporate Diversification and Economic Performance”, Academy of Management Journal, pp.926-34.
Lippman S.A. and R.P. Rumelt, 1982, “Uncertainty Imitability: An Analysis of Interfirm Differences in Efficiency under Competition”, Rand Journal of Economics, Autumn, 13, pp.418-38。
Montgomery C A., 1982, “The Measurement of Firm Diversification: Some New Evidence, ” Academy of Management Journal, 25, pp.199-307。
Montgomery C A. and B. Wernerfelt, 1988, “Diversification, Ricardian Rents, and Tobin’s q”, RAND Journal of Economics, Winter 19, pp.623-32。
Pennings J.M., H. Barkema, and S. Douma, 1994, “Organizational Learning and Diversification.” Academy of Management Journal, pp. 608-40。
Penrose Edith T., 1959, The Growth of the Firm, M.E. Sharpe Inc., New York。
Pitts R.A., 1980, “Toward a Contingency Theory of Multi-Business Organization Design”, Academy of Management Journal, 5, pp.203-10.
Pitts R.A. and D.H. Hopkins, 1982, “Firm Diversity: Conceptualization and Measurement,” Academy of Management Journal, 7, pp.620-629。
Pooley-Dias G., 1972, Strategy and Structure of French Enterprises. Unpublished Doctoral Dissertation, Harvard University School。
Porter M.E., 1991, Strategy: Seeking and Securing Competitive Advantage(The Harvard Business Review Book Series),December。
Prahalad C.K. & G. Hamel, 1990, The Core Competence of the Corporation, Harvard Business Review, May-June, pp.79-91。
Rajagopalan P. and K.R. Harrigan, 1986, “Diversification and Market Performance: In defense of the Unrelated Diversification Strategy”, Paper presented at Academy of Management Meeting, Chicago, August。
Rananujam V. and P. Varadarajan, 1989, “Research on Diversification: A Synthesis, ” Strategic Management Journal, pp.523-51。
Rhodes S.A., 1974, “A Further Evaluation of the Effect of Diversification on Industry Performance, ” Review of Economics and Statistics, 56, pp.557-559。
Rumelt R.P., 1974, Strategy, Structure, and Economic Performance. Cambridge, MA. : Harverd University Press。
Rumelt R.P., 1982, “Diversification Strategy and Profitability”, Strategic Management Journal, pp.359-69。
Salter M.S. and W.S. Weinhold, 1979, Diversification through Acquisition. Free Press, New York。
Stimpert J. L. and I. M. Duhaime, 1997b, “Seeing the Big Picture: The Influence of Industry, Diversification, and Business Strategy on Performance”, Academy of Management Journal, pp.560-83.
Suzuki Y., 1980, “The Strategy and Structure of Top 100 Japanese Industrial Enterprises, ” Strategic Management Journal, 1, pp.265-92。
Teece D.J., 1980, “Economics of Scope and the Scope of the Enterprise, ” Journal of Economic Behavior and Organization, 1, pp.223-47。
Teece D.J., 1982, “Towards an Economic Theory of the Multi-product Firm” Journal of Economic Behavior and Organization, 3, pp.39-63。
Thanheiser H.,1972, Strategy and Structure of German Firms. Unpublished Doctoral Dissertation, Harvard Business School。
Wernerfelt B., 1984, A Resource-Based View of the Firm, Strategic Management Journal, 5(2), pp.171-180。
Wrigley L.,1970, Divisional Autonomy and Diversification. Unpublished Doctoral Dissertation, Harvard Business School。
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top