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研究生:周家黔
研究生(外文):Chia-Chan,Chou
論文名稱:台灣造船產業核心能力及競爭策略─以資源基礎觀點
論文名稱(外文):Core Competence and Competitive Strategy of the Taiwan’s Shipbuilding Industry ─ A Resource-based View
指導教授:張保隆張保隆引用關係
指導教授(外文):Pao-Long Chang
學位類別:博士
校院名稱:國立交通大學
系所名稱:經營管理研究所
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:91
語文別:英文
論文頁數:100
中文關鍵詞:資源基礎觀點等成本曲線核心能力競爭策略政府政策經濟合作暨發展組織
外文關鍵詞:resource-based viewISO-cost curvecore competencecompetitive strategygovernment policyOECD
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近年來,造船市場的競爭愈來愈激烈,台灣造船產業產出曾位列世界第4名,惟到2001年時滑落到世界第7位。目前世界造船產能大幅供過於求,該供過於求之情況至2005年時將高達40%。面臨此轉折點, 本研究首先透過文獻探討,建立一個策略規劃架構,再以該架構為觀念性基礎,重新檢視台灣造船產業的國際競爭位置,並研究造船產業核心能力及提出未來台灣造船產業發展之競爭策略。
本研究係針對台灣造船產業進行個案研究,經由產業報導資料收集,以及深入的解析,獲致以下結果:就等成本曲線而言,日本造船產業在最具有競爭力位置,即日本造船產業具有在國際造船市場繼續領先之潛能。而南韓及我國則位於大約相同競爭位置,且無其他選擇必須集中於保持品質優於其他競爭者,同時必須經由核心能力大幅提昇生產力。台灣造船產業經由資源異質性分析結果顯示其核心能力為製造能力,在此核心能力下,本研究對一般船型的發展建議是採用低成本策略以繼續保持市場占有率,對於高附加價值型船則採用差異化集中策略,以擺脫開發中國家之競爭。本研究所構建出的傳統但對國防很重要造船產業策略規劃架構,除可供實務上之參考,並可作為研究其他產業的參考,至於策略規劃的政策面考量,本研究的分析,指出一些可供參考的結果,對於政府制訂造船產業政策以提昇產業競爭力可有幫助。
The shipbuilding output for Taiwan had been 4th in the world until 2001; however, at that time, it dropped to the 7th. Currently, the world shipbuilding capacity greatly exceeds the demand and this disparity could grow to 40% by 2005. Facing this turning point, this study formulates a conceptual framework through literature review to re-examine the international competitive position of Taiwan’s shipbuilding industry; furthermore, to realize the industrial core competences and attempt to recommend competitive strategies for the future development of Taiwan’s shipbuilding industry.
The results show that Concerning the ISO-cost curve, Japan holds the most competitive position, which implies that Japan has the potential for keeping the lead in the shipbuilding market. Both South Korea and Taiwan fall in approximately the same ISO-cost curve, and have little choice but to focus on maintaining a quality lead over their competitors, while making steep change in productivity, based on their core competences. Regarding Taiwan’s main core competence is manufacturing capability, mainly through heterogeneous resource analysis. This paper also proposes that for general types of ships, Taiwan’s development priority should be to utilize low-cost strategies to occupy the market continuously; as to high value added types of ships, Taiwan’s priority should be to utilize differential and focus strategies. The conceptual framework and characteristics of mature but significant industry in this study is able to recommend the reference of studying other industry. This study also point out a few suggestions for government reference, which is not only helpful for formulation of industry policy but also for promotion of industry competitiveness.
Table of Contents
Abstract……………………….……………………………………...……… i
Acknowledgement…………………………………………………………… v
Table of Contents…………………………………………………………… .vi
List of Tables……………….………………………………………………..viii
List of Figures…………………………………………………………………ix
Chapter 1. Introduction
1.1 Background….…………………………………………………………..1
1.2 Motives and Objectives of Study……………………….…………….…2
1.3 Methodology…………………………………………………………….4
1.4 Organization of Study…………………..……………………………….6
Chapter 2. Literature Review
2.1 Evolution of Strategic Management ………………………………… ….8
2.2 Concept of Resource-based View……………………………………...15
2.3 Competitive Strategy…………………………………………………...18
2.4 Literature Discussion…………………………………………………..20
Chapter 3. A Framework for Resource-Based Analysis
3.1 Industry Competitiveness…………………………………..….………27
3.2 Industry Resource……………………………………………………...28
3.3 Development of Competitive Strategy..……………………………….30
3.4 The Government Role………………………………………………… 31
Chapter 4. Case Study-Taiwan Shipbuilding Industry
4.1 Global Shipbuilding Industry…………………………………………..34
4.2 Taiwan’s Shipbuilding Industry………………………………………..38
4.3 Characteristics and Product Category for Shipbuilding Industry....……40
4.4 Production System for Shipbuilding Industry.…………………………42
Chapter 5. Core Competence for Taiwan’s Shipbuilding Industry
5.1 Competitiveness Analysis……………………………………………...43
5.2 Industry Resource.……………………………………………………..46
5.2.1 Tangible Assets …………………………………………………46
5.2.1.1 Physical Assets.………………………………………..46
5.2.1.2 Vertical Integration.…………………………………….47
5.2.2 Intangible Assets.………………………………………………..49
5.2.3 Organizational Capability….……………………………………49
5.2.3.1 Manufacturing Capability………………………………50
5.2.3.2 Quotation Capability……………………………………61
5.2.3.3 Human Resources Capability…………………………...68
5.2.3.4 Information Management Capability..………………….69
5.2.3.5 General Management Capability………………………..69
5.2.4 Technology Capability……….……………….…………………70
5.3 Core Competences..……………………………………………………71
Chapter 6 Competitive Strategy for Taiwan’s Shipbuilding Industry
6.1 Competitive Strategy ………………………………………………….74
6.2 The Role of Government………………………………………………79
Chapter 7 Conclusions and Suggestions
7.1 Conclusions……………………………………………………………82
7.2 Suggestions……………………………….……………………………84
References…………………….……………………………………………….87
Appendix A: Abbreviation.……………………………………………………95
Appendix B: Letter for Interview………..……………………………………96
Appendix C: Abbreviation.……………………………………………………97
Vita……………………………………………………………………….……98
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