臺灣博碩士論文加值系統

TFT-LCD液晶面板產業列入政府「兩兆雙星」重點發展對象，造成國內液晶面板各家廠商大幅擴增監視器/電視產品的產能，另外日本、韓國也積極地擴大次世代面板廠擴廠步伐，急速壓縮面板產業的利潤空間，嚴重威脅臺灣二線面板廠商的生存空間，加上現有三、四代生產線不再具有生產監視器/電視產品之成本競爭優勢，故本研究以臺灣一TFT-LCD專業製造公司之舊廠為研究對象，運用情境分析、競爭優勢、五力分析、資源基礎觀點及價值鏈等理論，以及策略地圖和平衡計分卡二項工具，探討分析規劃出個案公司(以下簡稱A公司)如何將二座三代廠轉型的營運策略，以發揮A公司二座三代面板廠未來的營運優勢。
藉由液晶面板產業內外部環境的分析了解產業競爭的狀況、A公司擁有的資源基礎及未來產業可能面臨的情況，利用情境分析擬定A公司二座三代廠轉型的營運策略方向。最後，依據A公司二座三代廠轉型營運策略的主要方向，運用策略地圖、平衡計分卡和指標管理等工具，有系統地展開個案公司二座三代廠轉型策略之執行計畫及績效指標。

Recently years, TFT-LCD industry has become the major development policy in Taiwan, and the scale of investment of the TFT-LCD’s industry has become more and more in Taiwan, Japan and Korea. The Profit of the TFT-LCD monitor and television industry has been compressed very seriously to injure the chance and cost advantage of the second-string companies to run above business. Hence, this research is focused on a case of a TFT-LCD company termed “A company” owns two old generation factories, and uses the strategy theories of scenario analysis, competition advantage, five forces analysis, resource-based view, value chain and so on and strategy tools of strategy map and balanced scorecard to analyze and find out the transformation strategy of the case of the “A company” to build up the best competition advantage.
To realize the competition status of outside and internal environment of TFT-LCD industry, and the resources base of the case of “A company” in Taiwan, and the development situation using scenario analysis in order to define the direction of the operation strategy of the case of “A company” that owns two third generation factories. The result is using strategy development tools of strategy map, balanced scorecard, key performance indicator management to develop the execution plan and performance measure indicators of the transformation strategy.

第一章 緒論 .............................................................................................1
第一節 前言..............................................................................................1
第二節 動機..............................................................................................2
第三節 目的..............................................................................................3
第四節 範圍與限制.................................................................................4
第二章 文獻探討......................................................................................5
第一節 競爭優勢理論..............................................................................5
第二節 五力分析理論..............................................................................7
第三節 價值鏈理論..................................................................................15
第四節 資源基礎觀點(Resource-Based View).............................18
第五節 情境分析法..................................................................................23
第六節 策略地圖......................................................................................26
第七節 平衡計分卡..................................................................................29
第三章 研究方法與架構.......................................................................36
第一節 研究架構......................................................................................36
第二節 情境分析架構..............................................................................38
第三節 研究流程......................................................................................40
第四章 TFT-LCD液晶顯示器產業概況與分析...........................42
第一節 TFT-LCD產品介紹與技術原理...............................................42
第二節 台灣液晶顯示器產業發展概況................................................56
第三節 TFT-LCD中小尺寸液晶顯示器市場分析..............................63
第五章 某一TFT-LCD專業製造公司之現況分析.......................86
第一節 個案公司之五力分析...................................................................87
第二節 個案公司之RBV分析...................................................................91
第六章 情境分析、營運策略發展.......................................................102
第一節 決策焦點與關鍵變數...................................................................102
第二節 外在驅動力量................................................................................104
第三節 推演營運情境................................................................................108
第四節 情境分析與營運策略.................................................................. 113
第七章 策略展開規劃...............................................................................124
第一節 策略地圖.........................................................................................126
第二節 平衡計分卡.....................................................................................130
第八章 結論與建議....................................................................................138
第一節 結論.................................................................................................138
第二節 研討建議.........................................................................................138
第三節 後續研究方向.................................................................................140
參考文獻...........................................................................................................141

表目錄
表2-1 競爭優勢的定義............................................................................................6
表2-2 資源基礎觀點的核心觀念彙整表..............................................................20
表2-3 資源分類表....................................................................................................22
表2-4：對於情境分析，衝擊性與不確定性之組合矩陣..................................24
表2-5 衡量策略的財務主題...................................................................................33
表2-6 顧客構面的五大核心量度...........................................................................34
表4-1 各世代面板相對各切割尺寸之最佳經濟面取數.....................................54
表4-1 台灣TFT-LCD廠商產能資料......................................................................61
表4-2 全球五代廠以上產能分佈資料..................................................................62
表4-3 日本、韓國、臺灣各家廠商中下尺寸面板產能資料............................74
表4-4 中下尺寸面板需求預測資料.......................................................................75
表4-5 2005 Q1中小尺寸應用產品銷貨金額與出貨量.......................................76
表4-6 2003年~2006年手機面板出貨量及平均價格趨勢..................................80
表4-7 中小尺寸主要顯示技術性能比較...............................................................84
表4-8 各應用產品使用面板顯示技術及規格......................................................85
表5-1 A公司人員年資/學歷分佈............................................................................93
表5-2 A公司新開發產品系列.................................................................................96
表5-3 A公司資源基礎觀點強弱分析....................................................................100
表6-1 A公司決策焦點與關鍵決策問題................................................................102
表6-2 A公司營運策略之關鍵決策因素................................................................104
表6-3 TFT-LCD產業外在驅動力量......................................................................106
表6-4 TFT-LCD產業衝擊與不確定性矩陣..........................................................107
表6-5 各尺吋Desk Top Monitor Module出貨量趨勢.......................................109
表6-6 各尺吋Desk Top Monitor Module Y/Y出貨量成長趨勢.....................109
表6-7 各尺吋Desk Top Monitor Module平均價格趨勢.................................110
表6-8 不確定性構面分析......................................................................................111
表6-9 A公司營運環境的情境選擇.......................................................................111
表6-10 A公司營運環境的情境內容描述............................................................113
表6-11 A公司營運情境發展與關鍵決策因素(市場需求停滯).......................114
表6-12 A公司營運情境發展與關鍵決策因素(技術演進停滯).......................115
表6-13 A公司營運情境發展與關鍵決策因素(自由競爭市場).......................116
表6-14 A公司營運情境發展與關鍵決策因素(寡佔壟斷市場).......................117
表6-15 A公司營運情境的可能發展彙整表........................................................118
表6-16 臺灣、韓國、日本各家廠商中小尺吋市場營運模式........................123
表7-1 A公司中小尺吋事業部SWOT分析表......................................................131
表7-2 A公司中小尺吋事業部平衡計分卡..........................................................135



















圖目錄
圖2-1 五力分析架構................................................................................................7
圖2-2 價值鏈模型....................................................................................................16
圖2-3 平衡計分卡提供轉化策略為營運的架構.................................................31
圖2-4 企業內部流程價值鏈...................................................................................35
圖3-1 研究架構.........................................................................................................37
圖3-2 情境分析的六大步驟....................................................................................38
圖3-3 研究流程..........................................................................................................41
圖4-1 90。TN型LCD的顯示原理.............................................................................43
圖4-2 TFT-LCD剖面圖.............................................................................................44
圖4-3 TFT陣列製程...................................................................................................47
圖4-4 CELL液晶注入製程........................................................................................49
圖4-5 模組組裝製程..................................................................................................52
圖4-6 各世代之經濟切割尺寸適合應用之終端產品...........................................55
圖4-5 TFT-LCD產業「Crystal Cycle」.................................................................59
圖4-6 TFT-LCD世代交替效益示意圖.....................................................................60
圖4-7 2005年Q1中小尺寸面板業者銷售市佔率..................................................77
圖4-8 TFT-LCD三大應用領域價格曲線.................................................................81
圖7-1 A公司TFT-LCD中小尺寸事業部營運示意圖............................................125
圖7-2 A公司 TFT-LCD中小尺寸事業部策略地圖..............................................128
圖7-3 A公司TFT-LCD中小尺寸事業部動態策略地圖........................................129

一、中文部份
1. 2005年平面顯示器年鑑，工研院經資中心ITIS計畫。
2. 2005 Q2主要產品產銷統計與預測，PIDA。
3. Alex Miller, Gregory G. Dess(1996). Strategic Management. Mcgraw-Hill College. 方世榮校訂，蘇哲仁、林家五譯，策略管理，五南出版公司。
4. TFT LCD顯示技術發展進程，DigiTimes Research。
5. Gary Hamel, C. K. Prahalad (1995). Competing for the future. Harvard Business School Press. 顧淑馨譯(1996)，競爭大未來，智庫出版社。
6. Kaplan, Robert S & Norton, David P. Norton (2003). Strategy Maps: Converting Intangible Assets Into Tangible Outcomes. Harvard Business School Publishing Corporation. 陳正平譯(2004)，策略地圖—串聯組織策略從形成到徹底實施的動態管理工具，臉譜文化。
7. Michael E. Porter (1980). Competitive Advantage : Creating and Sustaining Superior Performance. 李明軒和邱如美譯(1999)，競爭優勢，天下文化出版社。
8. Michael E. Porter (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. 周旭華譯(1998)，競爭策略:
產業環境及競爭者分析，天下文化出版社。
9. Robert S. Kaplan , David P. Norton (1996). The Balanced Scorecard : Translating Strategy into Action. Harvard Business School Publishing Corporation. 朱道凱譯(1999)，平衡計分卡—資訊時代的策略管理工具，臉譜文化。
10. 方至民(2000)。企業競爭優勢，前程企業管理公司。
11. 毛志仁(2002)。積體電路製造業競爭策略之研究。中山大學資管所碩士論文。
12. 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。政治大學企管所博士論文。
13. 林文雄(1998)，經營績效平衡表，管理會計，45期。
14. 林金榜(2003)，策略巡禮，商周出版社。
15. 司徒達賢(2001)，策略管理新論，智勝文化出版社。
16. 司徒達賢(1994)，策略管理，遠流出版公司。
17. 余序江、許志義、陳澤義(1998)，科技管理導論︰科技預測與規劃，五南出版社。
18. 吳安妮(1996)，績效評估新觀念之運用，會計研究月刊
19. 吳思華(1994)，策略九說－第四說：資源說，世界經理文摘，第89 期。
20. 吳思華(1998)，策略九說－策略思考的本質，臉譜文化。
21. 高仁健(1997)。企業之資源基礎、策略導與競爭力關係之研究- 國內資
服務業之實証。實踐大學企管所碩士論文。
22. 黃明哲(2002)。企業運用全面生產管理提升企業競爭優勢之研究。台北
大學碩士論文。
23. 許士軍(1983)，現代行銷管理，商略印書管。
24. 賴明政(2000)。組織資源、成長類型與成長方式關係之研究。中興大學
企業管理系博士論文。
25. 透視TFT-LCD面板暨顯示器產業未來發展趨勢，拓墣產業研究所。

二、英文部份
1. Aaker, D. A., (1989), “Managing Assets and Skills: The Key to a Sustainable
Competitive Advantage,” California Management Review, Vol. 31, No. 2, pp.91-106.
2. Amit, R. & Paul J. H. Schoemaker (1993),“Strategic Assets and Organizational Rent,” Strategic Management journal, Vol. 14 lss.1, Jan.
pp.33-46.
3. Amit, R. & Collis, D.J. Montgomery CA (1995), “Competing on Resources :Stratage in the 1990s,” Harvard Business Review,73(4) pp.118-128.
4. Amit, R. and Schoemaker, Paul J. H.(1993), “Strategic Assets and Organizational Rent,” Strategic Management Journal, Vol. 14, No. 1, pp.33-46.
5. Andrew D. Szilagyi & Jr. and David M. Schveiger (1984), “Matching Managers to Strategies:A Review & Suggested Framework,” Academy of Management Review, Vo1. 9，No.4, pp.628.
6. Ansoff, H. I. & E. McDonnell, (1990), “Implanting Strategic management,”2nd ed., Prentice-Hall(UK).
7. Barney, J. B.(1986), “Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?” Academy of Management Review, Vol.11, pp.656-665.
8. Barney, J. B.(1986), “Strategic Factor Markets: Expectations, Luck, and Business Strategy,” Management Science, Vol. 32, No.10, 1986b, pp.1231-1241.
9. Barney, J.B. (1991), “Firm Resources and Sustained Competitive Advantage,”Journal of Management,pp.99-120.
10. Bourgeois, L. J. (1981), “On the Measurement of Organizational Slack,”Academy of Management Review, Vol. 6, pp. 29-39.
11. Chamberlin, E. H. (1933), “The Theory of Monopolistic Competition,”
Cambridge Mass.: Harvard University Press.
12. Chan, J. & Goel, R. (2003), “Handset Snapshot – Go West,” JP Morgan Global equity Research, Issue No. 2, April, pp. 1-68.
13. Chatterjee, S. & Wernerfelt, B. (1991), “The Link Between Resources and Type of Diversification: Theory and Evidence,” Strategic Management Journal, No. 12, pp. 33-48.
14. Collis, D. J. (1991), “A Resources-based Analysis of Global Competition:The Case of the Bearing Industry, ” Strategic Management Journal, No. 12,Summer, pp. 49-68.
15. Collis, D. J. & Montgomery, C. A. (1997), “Corporate Strategy: Resources
and the Scope of the Firm, Chicago: Irwin.
16. Coyne, K. P. (1986), “Sustainable Competitive Advantage - What It Is, What It Isn''t ,” Business Horizons, Vol. 29, January-February, pp. 54-61.
17. Craig Galbraith & Dan Schendel (1983), “An Empirical Analysis of Strategy Types,” Strategic Management Journal, Vo1. 4., pp.154.
18. Daiwa Institute of Research Ltd. : 2005 FPD Industry research report.”
19. Dierickx, I. & Cool, K. (1989), “Asset Stock Accumulation and the Sustainability of Competitive Advantage: Reply,” Management Science, Vol.
35, No. 12, December, pp. 1514.
20. Edith T. Penrose (1959), “The Theory of the Growth of the firm,” New York:John Wiley.
21. Goold, M., Campbell, A. & Alexander, M. (1994), “Corporate-Level Strategy: Creating Value in the Multibusiness Company,” New York: John Wiley and Sons.
22. Grant, R.M, (1991), “The Resource-based Theory of competitive Advantage:Implications for Strategy formulation,” California Management Review,Vol.33 Iss.3, pp.114-135.
23. Hall, R. (1992), “The Strategic Analysis of Intangible Resources,” Strategic Management Journal, Vol. 13, pp. 135-144.
24. Hall, R. (1993), “A Framework Linking Intangible Resources and Capabilities to Sustainable Competitive Advantage,” Strategic Management Journal, Vol. 14, pp. 607-618.
25. Hamel, G. & Heene A (1994), “The Concept of Core Competence,Competence-Based Competition,” New York: John Wiley and Sons, Chapter pp. 11-34.
26. Hofer, C.W. & D. Schendel, (1978), “Strategy Formulation: Analytical Concepts,” St.Paul,MN:West Publishing Co.
27. Hsiang, A. (2003), “Lite-On IT Corp. – Mixed Bag for 2003,” KGI Equity Research Asia Pacific, February, pp. 1-3.
28. Jeffery Bracker (1980), “The Historical development of The Strategic Management conept,” Academy of Management Review, Vo1.5 , No.2 , pp.220-221.
29. John A Mathews (2005), “Strategy and the Crystal Cycle.” California Management Review.
30. Leonard-Barton, D. (1992), “Core Capabilities and Core Rigidities: A
Paradox in Managing New Product Development,” Strategic Management Journal, No. 13, pp. 111-125.
31. Magretta Joan (2003), “What management is?” Profile books，UK.
32. Miles, R. E., & C.C. Snow (1978), “Organizational strategy, structure, and
process,” New York:McGraw-Hill.
33. Peter Ferdinand Drucker (1993), “Management: Tasks, responsibilities,practices.” Collins;Reprint edition.
34. Penrose, E. T. (1956), “The Theory of the Growth of the Firm,” New York:Wiley.
35. Peteraf, N. A. (1993), “The Cornerstones of Competitive Advantage: A Resource-Based View?” Strategic Management Journal, Vol.14, Iss.3, March,pp. 179-191.
36. Porter E. Michael (1980), “Competitive Strategy,” New York: Free Press.
37. Porter E. Michael (1985), “Competitive Advantage,” New York: Free Press.
38. Porter E. Michael (1996), “What is Strategy?” Harvard Business Review, Vol.
74, No.6, pp.61-78.
39. Porter E. Michael (1980), “Competitive Strategy: Techniques for Analyzing Industries and Competitors,” N.Y.: Free Press.
40. Prahalad, C. K. & Hamel, G. (1989), “Strategic Intent,” Harvard Business Review, Vol. 67, May-June, pp. 63-76.
41. Prahalad C. K. & Hamel, G. (1993), “Strategy as Stretch and Leverage,”Harvard Business Review, Vol. 71, No.2, pp.75-84.
42. Reed, R. & DeFillippi, R. J. (1990), “Causal Ambiguity, Barriers to Imitation,and Sustainable Competitive Advantage,” Academy of Management Review,Vol. 15, pp. 88-102.
43. Rindova, P.R. & J.C.Fombrum, (1999) “Constructing Competitive Advantage: The role of firm –constituent interactions,” Strategic
Management Journal, Vol,20.
44. Ringland, G. (1998), “Scenario Planning: Managing for the Future,” New York: John Wiley & Sons.
45. Wernerfelt, B. (1984), “A Resource-Based View of the Firm,” Strategic Management Journal, Vol. 5, 1984, pp. 171-180.
46. Williamson, O. E. (1975), “Markets and Hierarchies: Analysis and Antitrust Implication,” New York: Free Press.