臺灣博碩士論文加值系統

近幾年來棉毛紡織業、受到大陸及東南亞國家強烈競爭，國內環境變化使勞力密集產業以技術提升、創新產品競爭力根留台灣或部分外移及全部外移模式尋求企業利潤永續經營等，為探討此三種企業經營理念方式為何?本研究以個案研究法抽樣方式(1)完全未外移棉毛紡織業二家(2) 完全外移棉毛紡織業二家(3) 部分外移棉毛紡織業四家，探討各家企業經營方式,並歸納產業面、公司面種種經營運作模式。
本研究針對棉、毛紡企業競爭力與建構方式討論，專注在價值說、資源說及互賴說上，企業政策、經營策略在企業的經營活動中扮演著非常重要的角色，是不容易學習。究其原因有二：其一策略管理屬於「企業老闆的學問」，需要隨時面對複雜的情境，快速做決策。這種直覺的反應，常是企業主經驗、智慧、知識與多年經驗累積後的能力，很難模仿及很難言傳。其二策略管理的學術發展不如行銷、財務、人事等來得快速與豐富，由於知識尚未構成體系與邏輯，較不易學習。本研究重點在於棉、毛紡業在競爭力的建構方式。為了探討（1）企業完全未外移（2）企業全部外移（3）企業部分外移，瞭解企業競爭力的建構方式，以及釐清企業發展的方向，從價值說觀點：顧客價值的認知，廠商價值的創造者相關議題，此為研究動機之一。
企業在進行策略規劃時，必須從兩種策略思考：一為由外向內型態，以有效配合外在變化環境的趨勢，來調整企業本身營運範疇。二為由內向外型態，以持續建構及運用企業自身經營條件，應變外在環境變化。
如果企業的處境對市場不具發展潛力時，或企業不具競爭力時，必須提早調整策略，避免造成更嚴重虧損。一個企業競爭力的強弱，端視企業是否建構核心競爭力，而能比競爭對手更低的成本及快速反應，持續開發新產品，不能只注意企業的產品，而忽視組織的核心資源。為了探討（1）企業完全未外移（2）企業部分外移（3）企業全部外移，從資源說觀點：資源的建構方式與累積資源的運用與維持關係，此為研究動機之二。
策略是企業個體的主觀行為，企業透過本身營運範疇及核心資源的修正，可以尋得一個適當的生存利基，而改變產業生態規則，在現實環境中一切企業活動，沒有任何一個企業能由公司組織內部提供一切生產所需資源，亦無法以自己的力量對抗外在環境的壓力變化，因此；企業之間本身專業及利潤，自然形成專業分工，且又相互依賴、共同發展，形成一個事業合作共同體，彼此之間存在著複雜相互依賴關係。為了探討（1）企業完全未外移（2）企業部分外移（3）企業全部外移，從互賴說觀點，探討企業互賴的程度建構方式與合作策略之不同、及其運用與相互關係，此為研究動機之三。
經本研究結論：導出一、紡織業環境變動程度、經營模式對企業管理面之關係。二、紡織業環境變動程度、經營模式對企業技術面之關係。三、紡織業環境變動程度、經營模式對企業市場面之關係。四、紡織業外部資源、經營模式對企業管理面之關係。五、紡織業外部資源、經營模式對企業技術面之關係。六、紡織業外部資源、經營模式對企業市場面之關係。七、紡織業管理面、技術面、市場面對管理程序之關係。
在管理意涵上：導出一、完全未外移廠商，以產品創新及品質提升為主要工作。二、完全外移廠商，以產品效率/成本降低及品質提升為主要工作。三、部分外移廠商，以產品創新、品質提升、創新、速度、服務為主要工作。

Recently couple years, cotton and wool spinning industries have been affected by the competition from china and South-Eastern Asia local environment changes so that labor intensive industries are looking for by business benefits And everlasting operation by technical enhancing, product Competition creating (foundation on Taiwan) partial moving to overseas. For study the business methods of these three types, this thesis used individual case study and Selected (1) 2 local foundation cotton and wool spinning factors (2) 2 aboard completely cotton and wool spinning factors (3) 4 partial aboard cotton and wool spinning factors to study each body operational methods, then induced in industrial, enterprise business operational modules. This thesis dedicated completely and constitutional methods of cotton and wool spinning company for study especially on the field of value、 resource and dependent. Company policy. Business strategy are very important parts for business activities of an enterprise 、which are hard to learn. The reasons are: (1)Policy management belongs to 「Enterprise Owners Knowledge」.it has to face complex scenarios and make decision fast. This intuitive reaction is an ability form many years experiences、intellectual、knowledge that very hard to copy or describe.(2) the scholastic development of policy management is not fast and abundance as marketing、 fancily Human resource. Since the knowledge does not compose to be a system and logic that is hard to learn. The critical points of this thesis are focus competitive construction methods of cotton and wool spinning. for the studies of (1) enterprise does nor move overseas completely (2) enterprise moved overseas completely. (3) enterprise partially moved to overseas, Before to understand the structural methods of enterprise compatibility and clarify the direction of development. We have to start the topic from value viewpoint: consumers cognizant、manufacturers value relevant topics. These are causes of this thesis. When a enterprise is planning the policies. These are two method logic has to be considered (1) external to internal configuration is used to suit the changing trend of external environment for correcting the business field of the enterprise itself (2) internal to external configuration is used to continuously construct and operate enterprise itself business condition to meet external environmental changes. If the situation of enterprise does not have the developing potential to market or the enterprise does not have competition. It has to correct the policies earlier. To avoid more series losing, Strength and weakness of competition for a enterprise is based on the core competition of a enterprise is built or not. Lower cost and faster reaction than the competitor, continuation developing new products cannot attention the product only and neglect core resources of the organization. For the studies of (1) enterprise does not move overseas completely (2) enterprise moved overseas completely (3) enterprise partially moved the overseas, from resource operation and keeping the relation are the second cause of this thesis.
Policy is a subjective activity of enterprise body. Via operational field and core resource corrective, Enterprise can find an appropriate living niche. and to change business rules. All business activities in actuality environment、Neither any enterprise can provide all necessary resource by internal company organization, Nor against external environmental change by itself. Therefore. Internal enterprise. Profession and profit、Can execute professional work dividing naturally and depend with each other and co-development to achieve a cooperation body that there is a dependent. Complex relation. For the studies of (1) enterprise does not move overseas completely (2) enterprise moved overseas completely (3) enterprise partially moved to overseas. from dependent viewpoint to the different of enterprise dependent degrees establishing methods and cooperation policy. The operation and interrelation are the third cause of this thesis.
The conclusion of this thesis: to infer
I. The relationship between environmental change degree、business module of textile industry and business management.
II. The relationship between environmental change degree、business module of textile industry and business management enterprise technology.
III. The relationship between environmental change degree、business module of textile industry and business management enterprise marketing.
IV. The relationship between external resource、business module of textile industry and business management.
V. The relationship between external resource、business module of textile industry and business management enterprise technology.
VI. The relationship between external resource、business module of textile industry and business management enterprise marketing.
VII. The relationship between management、technology、management procedures.
In management concept: to infer
I. For the enterprise, which does not move overseas, the major tasks shall be new products creation and quality enhancement.
II. For the enterprise, which moved overseas, the major tasks shall be product efficient/cost down and quality enhancement.
III. For the enterprise, which partially moved overseas, the major tasks shall be product creation、 quality、 enhancement、creation、velocity、service.

中文摘要-------------------------------------------------i
英文摘要-------------------------------------------------iv
謝辭----------------------------------------------------viii
目錄-----------------------------------------------------ix
表目錄---------------------------------------------------xi
圖目錄---------------------------------------------------xii
第一章 緒論----------------------------------------------------------------------------1
第一節 研究背景與動機 ---------------------------------------------------------1
第二節 研究目的與問題----------------------------------------------------------4
第三節 研究範圍與流程----------------------------------------------------------5
第四節 研究限制--------------------------------------------------------------------7
第二章 文獻探討--------------------------------------------------------------------8
第一節 競爭優勢一般性基石構面---------------------------------------------8
第二節 競爭優勢的基礎資源--------------------------------------------------13
第三節 競爭優勢的本質與影響因素----------------------------------------17
第四節 產業競爭強度-----------------------------------------------------------21
第五節 超競爭環境的優勢-----------------------------------------------------23
第六節 經營模式、策略定位與競爭優勢------------------------------------27
第三章 研究方法 -----------------------------------------------------------------30
第二節 質性研究方法 ----------------------------------------------------------30
第二節 個案研究設計 ----------------------------------------------------------33
第四章 個案分析 -----------------------------------------------------------------39
第一節 訪談企業對象選定 ---------------------------------------------------39
第二節 個案彙總 -----------------------------------------------------------------40
第三節 個案研究與分析 -------------------------------------------------------41
第五章 個案比較分析------------------------------------------------------------88
第一節 訪談個案公司整理比較-----------------------------88
壹、從廠商不同外移程度的競爭力指標分析---------------------------88
貳、從廠商不同外移程度的組織資源概況 -------------------------98
參、從廠商不同外移程度的SWOT分析----------------------------------102
肆、從企業競爭力現況與建構顧客關係管理面來看---------------105
第二節 分析與討論--------------------------------------------------------------108
壹、產業環境分析 ----------------------------------------------------------108
貳、全球化之因素 ----------------------------------------------------------110
參、組織知識分析 ----------------------------------------------------------114
肆、企業競爭力分析 ------------------------------------------------------118
伍、棉毛紡織業競爭力分析 --------------------------------------------128
第六章 結論與建議 ------------------------------------------------------------134
第一節 研究結論 --------------------------------------------------------------135
第二節 管理意函與建議 ----------------------------------------------------142
第三節研究限制 ---------------------------------------------------------------148
第四節 未來研究方向建議---------------------------------------------------149
附錄一、個案訪談題項----------------------------------------------------------151
附錄二、個案訪談逐字稿------------------------------------------------------152
參考文獻 -----------------------------------------------------------------------------196

一、中文部分
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二、英文部份
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