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研究生:蔡富謙
研究生(外文):Fu-Chien Tsai
論文名稱:市場重定位轉折軌跡探討-高階經理團隊、資源累積、集團網絡關係以LCDTV擴產決策為例
論文名稱(外文):Entrepreneurial Strategic Change and Firm Performance in a Hyper Competitive Environment: A Case Study of expanding LCD TV production
指導教授:吳學良吳學良引用關係
指導教授(外文):Hsueh-Liang Wu
學位類別:碩士
校院名稱:國立成功大學
系所名稱:高階管理碩士在職專班
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2007
畢業學年度:95
語文別:中文
論文頁數:49
中文關鍵詞:薄膜電晶體液晶顯示器薄膜液晶電視興業動能
外文關鍵詞:Entrepreneurial ActionLCD-TVTFT-LCD Strategy
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平面顯示器產業是台灣政府近年來所提出的兩兆雙星的科技產業,但也是亞洲各科技產品主要生產國所訂立的重點產業,所以平面顯示器產業一開始就受到日韓等國的強烈競爭,而台灣國內的平面顯示器產業也是五家爭鳴,如何在瞬息萬變的市場知道市場即將變化而做出符合當時的決策是本論文所要探討的重點。本論文利用深度訪談方式來收集資料進行個案研究,以Yin, R.K.所提資料分析的方式:1、Pattern-Matching(型態比對),2、Explanation-building(建立解釋)選擇以面板廠在2003年轉進LCD-TV市場的策略發展是否符合Gregory G. Dess所強調的興業動能EA(Entrepreneurial Action),區分成五方面特色,包括:創新性﹙Innovativeness﹚、自主性﹙Autonomy﹚、前瞻性﹙Proactiveness﹚、競爭積極性﹙Competitive aggressiveness﹚、冒險性﹙Risk-taking﹚。
研究所歸納出來三大因素,其中以「高階經營團隊」、「資源累積」、「集團網絡關係」等三大因素為重點,將資料予以整理後得到的驗證結果的型態與之比對,是否真正影響到興業動能(EA)而進行市場重定位的策略轉折,其中的內部效度(Internal Validity)分析因素對其興業動能的強弱影響,定出建立解釋所需的因果連結關係,說明此三大因素對這個產業市場策略轉折是否真的有影響。
TFT-LCD is the Two Trillion-Two Star Industry that the Taiwanese government advocates in recent years. It is also the essential focus in the other technology-industry countries in Asia. As a result, the plane monitor industry in Taiwan has been in keen competition not only with countries such as Japan and South Korea, but also among the five domestic companies. Therefore, how to discover change in advance and make appropriate decisions in the instance varying market then is the key point that this paper intends to discuss. This research interviews several top managers working in this case and analyzes the material according to Yin, R.K.(1944)methods of material analysis: 1. Pattern-Matching, 2. Explanation-Building. The author divides the analysis items into five aspects: Innovativeness, Autonomy, Proactiveness, Competitive aggressiveness, and Risk-taking, which are based on EA(Entrepreneurial Action)advocated by Gregory G. Dess. The research aims at probing if the strategies that the LCD company changed the target and worked on LCD-TV in 2003 fit in with the EA.
The research generalizes three factors: “Top Managers Team”, “The Accumulated Resources”, “Clustring and Network” as the key points. First, this study surveys the real business report. Then, the author examines the relation between these three factors and the EA through the result of the internal validity and figures out to what extent these factors influence the EA and its entrepreneurial strategy changing to firm the performance in a hyper competitive environment.
摘 要 I
Abstract II
致 謝 III
目 錄 IV
表目錄 V
圖目錄 V
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 3
第三節 研究架構 5
第二章 文獻探討 6
第一節 產業介紹 6
第二節 興業動能 10
第三節 高階管理團隊特質 14
第四節 資源基礎理論 16
第五節 集團網絡關係 18
第三章 研究方法 20
第二節 研究架構 22
第三節 資料來源 24
第四章 個案研究 26
第一節 過程與績效分析 26
第二節 高階管理團隊特色之驗證 30
第三節 資源累積之驗證 33
第四節 集團網絡關係之驗證 37
第五章 結論與建議 40
第一節 結論 40
第二節 建議事項 41
參考文獻 46
一、英文部分
1.Autio, E. and Hameri,A (1995) “The Structure and Dynamics of Technological Systems: A Conceptual Model”, Technology in Society,17(4), pp. 365-384.
2.Barney, J. (1991) “Firm Resources and Sustained Competitive Advantage”, Journal of Management, 17(1), pp.99-120.
3.Barney, J.B. (1995) “Looking Inside for Competitive Advantage”, Academy of Management Executive, 9(4), pp.49-61.
4.Bird, B. (1988) “Implementing Entrepreneurial Ideas: The Case for Intention”, Academy of Management Review, 13(3), pp.442-453.
5.Birkinshaw, J. (1995) “Encouraging Entrepreneurial Activity in Multinational Corporations”, Business Horizons, 38(3), pp.32-38.
6.Boeker, W. (1997) “Strategic Change: The Influence of Managerial Characteristics and Organizational Growth”, Academy of Management Journal, 40(1), pp.152-170.
7.Brenner, R. (1987) “National Policy and Entrepreneurship”, Journal of Business Venturing, 2(2), pp.95-99.
8.Carlsson, B. and Stankiewicz, R. (1991) “On the Nature, Function, and Composition of Technological Systems”, Journal of Evolutionary Economics, 1(2), pp.93-118.
9.Chandler, G.N. and Hanks, S.H. (1994) “Founder Competence, The Environment, and Venture Performance”, Entrepreneurship Theory and Practice, 18(3), pp.77-89.
10.Cooper, R.B. (1988) “Review of Management Information Research: A Management Support Emphasis”, Information Processing & Management, 24(1), pp.73-102.
11.Covin, J.G. and Slevin, D.P. (1991) “A Conceptual Model of Entrepreneurship as Firm Behavior”, Entrepreneurship Theory and Practice, 16(1), pp.7-24.
12.Dess, G. G. (1981) “Corporate-Level Strategy, Business-Level Strategy, and Firm Performance”, Academy of Management Journal, 24(4), pp.663-688.
13.Eisenhardt, K.M. (1989) “Building Theories from Case Study Research”, Academy of Management Review, 14(4), pp.33-50.
14.Finkelstein, S. and Hambrick, D.C. (1990) “Top Management Team Tenure and Organizational Outcome: The Moderating Role of Managerial Discretion”, Administrative Science Quarterly, 35(3), pp.484-503.
15.Grant, R.M. (1991) “The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation”, California Management Review, 33(3), pp.114-135.
16.Hoffman, L.R. and Maier, N. (1961) “Quality and Acceptance of Problem Solutions by Members of Homogeneous and Heterogeneous Groups”, Journal of Abnormal and Social Psychology, 2(March), pp.401-407.
17.Knight, D.J. (1999) “Performance Measures for Increasing Intellectual Capital”, Strategy & Leadership, 27(2), pp.22-27.
18.Lumpkin, G.T. and Dess, G.G (1996) “Clarifying the Entrepreneurial Orientation Construct and Linking It to Performance”, Academy of Management Review’, 21(1), pp.135–172.
19.Miller, D. (1983) “The Correlates of Entrepreneurship in Three Types of Firms”, Management Science, 29(7), pp.770-791.
20.Rubinstein, A. (1999), “Experience from a Course in Game Theory: Pre and Post-Class Problem Sets as a Didactic Device”, Games and Economic Behavior 28(1), pp.155-170.
21.Scott Shane (2000) “Prior Knowledge and The Discovery of Entrepreneurial Opportunities”,11(4),pp.448-469.
22.Steyaert, C. and Bouwen, R. (1990) “Construing Organizational Texture in Young Entrepreneurial Firm”, Journal of Management Studies, 27(6), pp.637-649.
23.Wernerfelt, B. (1984) “A Resource-Based View of the Firm”, Strategic Management Journal, 5(2), pp.171-180.
24.Yin, R.K. (1994) “Analyzing Case Study Evidence”, Case Study Research, Chapter 5, pp.102-126.
25.Zahra, S.A., Jennings, D.F.and Kuratko, D.F (1999) ”The Antecedent and Consequences of Firm-Level Entrepreneurship: The State of the Field”, Entrepreneurship Theory and Practice, 24(2), pp.45-63.
26.Collis, D.J and Montgomery, C.A. ( 1995) “Competing on Resources: Strategy in 1990s”, Harvard Business Review,73(4),pp.118-129.
27.Peteraf, M. A. (1993) “The Cornerstones of Competitive Advantage: A Resource-based View”,Strategic Management Journal,14(3),pp.179-191
28.Porter,M.E. (1979) “How Competitive Forces Shape Strategy”,Harvard Business Review,57(2),pp.137-145.
29.Teece.D,Pisano.G and Shuen.A (1997) “Dynamic Capabilities and Strategic. Management”, Strategic Management Journal,18(7),pp.509-533.
二、中文部份
1.王昭琪(2003),「液晶電視(LCD-TV)用面板之市場機會分析與探討」,工研院經資中心ITIS計畫,頁1-5。
2.林于婷(2004),「台灣薄膜液晶顯示器工業:技術、專利、制度與組織」,國立清華大學科技管理研究所碩士論文,頁3-20。
3.洪世章(2002),「結構衝突與產業劣勢」,管理學報19(2),頁273-302。
4.洪世章、馬玫生(2002)「創新與環境:我國TFT-LCD產業之技術優勢分析」,經濟部技術處學界科專非技術領域學術研討會論文集,頁34-57。
5.徐凰原(2004),「以技術系統的觀點來探索平面顯示器產業」,國立清華大學科技管理研究所碩士論文,頁5-20。
6.黃三本(2005),「雙星產業先進廠先佔先贏的投資策略分析」,電子月刊11(12),頁232-236。
7.黃三本(2004),「從兩兆雙星論科技產業整合策略」,電子月刊10(11),頁140-148。
8.謝昌佑(2004),「企業策略創業軌跡探討-機會辨識、資源取用、資產累積:以華邦電子、大眾電腦為例」,國立清華大學科技管理研究所碩士論文,頁5-10。
三、網路部份
1. AUO:http://www.auo.com.tw
2. Chi Mei:http://www.cmo.com.tw
3. 華映:http://www.cptt.com.tw
4. 翰宇彩晶:http://www.hannstar.com
5. 廣輝:http://www.qdi.com.tw
6. Panasonic:http://www.panasonic.com
7. Samsung 's Digital World:http://www.samsungusa.com
8. Sharp:http://sharp-world.com/
9. Sony:http://www.sony.com/
10.電子時報技術論壇:http://www.digitimes.com.tw/
11.經濟部技術處:http://www.itis.org.tw/
12.工研院:http://ieknet.itri.org.tw/
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