本研究主要探討之議題為品牌與代工衝突現象，選定友訊科技為標的，觀察友訊自1986年成立至今所面臨品牌與代工衝突的歷程，並依序分成三個時期來做探討：專注品牌業務經營時期（1986~1996），品牌與代工雙主軸策略時期（1997~2002），品牌與代工切割時期（2003~迄今），並以Teece, Pisano and Shuen（1997）等人所發展之動態能力架構加以分析友訊是如何解決代工與品牌之衝突。藉由探詢Teece, Pisano and Shuen（1997）之動態能力理論三要素（流程、定位與路徑），定義其中互動關係及影響範圍，瞭解動態能力對於組織之路徑形塑之過程。理論發展上，將運用Teece, Pisano and Shuen（1997）所提出動態能力之實質意涵，包括組織或管理流程（process）、組織的資產與定位（position）、過去發展的路徑（path）等構面，作為分析友訊科技的指標。研究結果發現友訊科技不但可敏銳偵測環境的契機及改變，更可快速彈性的調整本身組織結構加以因應，並仰賴過去在路徑上所累積技術及人才，使得友訊順利解決品牌與代工之衝突，切割之後的明泰和友訊均有亮眼的表現。本文最後討論理論、實務意涵，以及未來研究建議。

The topic of this research focuses on the conflict between own branding and OEM in D-Link, which is the No.1 Networking manufacturer in Taiwan. The conflict between own branding and OEM had existed in D-Link for a long time. Till 2003，top management had decided to divide OEM from D-Link and establish ALPHA. Since then, D-Link has become a pure branding company. The evolution of D-Link could be separated into three stages：(1) Focus on branding, 1986~1996. (2) Adopt Dual-Axis strategy to catch branding business and OEM, 1997~2002. (3) Divide OEM from D-Link, 2003~. I choose the dynamic capabilities theory as the framework and to analyze D-Link how to manage the dilemma between own branding and OEM. I pick some events to do the analysis which base on three dimension in dynamic capabilities theory：process, position, and path. Managerial and organizational processes refer to the way things are done in the firm, or what might be referred to as its routines, or pattern of current practice and learning. Positions refer to its current specific endowments of technology, intellectual property, complementary assets, customer base, and its external relations with suppliers and complementors. Paths refer to the strategic alternatives available to the form, and the presence or absence of increasing returns and attendant path dependencies.

摘要 I
Abstract II
誌謝詞 III
目錄 IV
圖目錄 VII
表目錄 IX
第一章 緒論 1
第一節 研究背景及動機 1
第二節 研究目的 5
第三節 研究流程 6
第四節 論文架構 7
第二章 文獻探討 8
第一節 動態能力理論 8
第二節 觀念性架構 16
第三章 研究方法 25
第一節 研究策略 25
第二節 個案選取 28
第三節 資料來源 29
第四節 資料分析方式 31
第五節 效度與信度分析 33
第四章 個案分析 35
第一節 友訊科技背景介紹 35
第二節 專注品牌業務經營時期(1986~1996) 48
第三節 品牌與代工雙主軸策略時期(1997~2002) 52
第四節 品牌與代工切割時期(2003~迄今) 57
第五章 結論與未來研究建議 61
第一節 研究結論與發現 61
第二節 研究貢獻 64
第三節 研究限制及未來研究建議方向 67
參考文獻 69
附錄一 友訊個案 75
附錄二 明泰科技發展歷程 97
附錄三 專家看法 99
(一)高次軒先生：品牌與分割的必然成功因素 99
(二)蕭蕃先生：台灣發展國際品牌之原因 104
附錄四 友訊科技訪談記錄 107
訪談記錄一--友訊科技林奇洲先生 107
記談記錄二--友訊科技陳蕙釧小姐 117

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