臺灣博碩士論文加值系統

外商投資管理公司在台灣地區面臨高度競爭，因為台灣地區截至目前為止已有超過一千三百多檔註冊的境內及境外基金。隨著政府政策開放的腳步以及立意欲與國際接軌的金融監管制度實施，外商投資管理公司在台灣的競爭優勢是什麼，又應該如何策略定位。

國內目前並沒有相關文獻專門探討台灣地區外商投資管理公司的競爭優勢以及策略形成。因此本研究試圖以特定案例公司為例，透過使命陳述，組織分析，產業分析，總體環境分析等理論架構作結構性的研究與分析，試圖發現外商投資管理公司在台灣地區的競爭優勢及策略形成。

主要研究結果與發現如下：
一、 台灣總體環境因為勞退新制及高齡化社會因素將激勵投資管理產業發展，.該法令及社會結構所驅使的產業發展方向, 對投資管理公司是機會還是挑戰, 因各公司組織條件不同而有所差異
二、 投資管理產業在台灣市場現狀為高度競爭，然而時逢政策明朗化及與國際接軌的引導與發展，已形成一股變革動能鼓勵產業發展新開放業務。新開放業務所形成的變革動能對投資管理公司是機會還是挑戰, 因各公司組織條件不同而有所差異
三、 外商投資管理公司應善用組織競爭優勢也就是國外資源，透過人力及系統整合，與本土投資管理公司形成差異性的策略

次要研究發現如下:
台灣政府為了穩健產業及與國際接軌, 陸續頒布相關法令，然而,因為實施時間仍短, 尚不易評估成效；但本研究以外商投資管理公司為切入點，除了發現外商投資管理公司在台灣的競爭優勢之外， 在總體環境及投資管理產業所作的研究與分析，同時也可做為台灣現有價值的發現。

建議日後相關研究可針對現有狀態及未來實際發展方向作一比較，以評估政策實施的成效。

Global investment management company has confronted strong competition in Taiwan market, given there were more than one thousand and three hundred onshore and offshore fund registered in Taiwan. Nonetheless, the liberation of government policy and the implementation of financial supervisory rules has been made by Taiwan government on the purpose to articulate with international standard. Under the circumstance, it was worth to know what is competitive advantage for global investment management company in Taiwan market, and what is the business strategy to be best positioning.

There was no relevant research in Taiwan before this research, to discuss competitive advantages and business strategy of global investment management company in Taiwan. Therefore, this research was developed. The research methodology of studying example case company has been adopted on this research, analysis has been deployed through the theoretical structures 「mission statement」、「organization analysis」、「industry analysis」 、「macro-environment analysis」

Main findings of this research:

1. Taiwan macro-environment has driven the development of investment management industry by the factors of launching renew labor pension scheme and aging society. The momentum droved by the factors of legal and social structure was opportunity or challenge, the answer would be case by case and vary upon the organization status.

2. Investment management industry in Taiwan market was on highly competition status, however, the policy transparency and globalization that Taiwan government has intention to achieved and has kicked off, those factors has formed evolution momentum to develop the new business, was it a opportunity or challenge, the answer would be case by case and vary upon the organization status

3. The organization competitive advantage has been found for global investment management company, it posses prosperous global resource, shall explicit and integrate with the factors staffing and system to best position on differciation.


Additional findings of this research:
Taiwan government has launched some rules and law with impact to the investment management industry in order to articulate with global standard or establish stabilization. It was hard to say any thing about the performance, given the time to launch those was still too short to evaluate the effectiveness; Nonetheless, This research has focus on more than global investment management company, in addition to study the competitive advantage of the firms, the research and analysis has also been done on macro-environment and investment management industry in Taiwan, the findings of macro-environment and investment management was also the findings of Taiwan value.
Further suggestion to related research:
The policy effectiveness could be evaluated through comparing current status and actual
result in the going forward.

Contents
Chapter 1 Introduction 1
1.1. Research Motivation 3
1.2. Research Purpose 5
1.3. Research Scope and Limitation 6
1.4. Research Method and Process Procedure 7
Chapter 2 Literary Review 9
2.1. Relevant Studies of Strategy 9
2.2. Relevant Studies of Organizational Analysis 10
2.3. Relevant Studies of Industry Analysis 16
2.4. Relevant Studies of Macro-Environment Analysis 20
2.5. Relevant Studies of Competitive Advantage Analysis 23
2.6. Relevant Studies of Investment Management Industry in Taiwan 27
Chapter 3 Framework 34
3.1. Mission Statement 36
3.2. 7 S Framework 40
3.3 5 Forces Model 52
3.4. PESTEL 62
3.5. Competitive Advantage 69
Chapter 4 Case Study 72
4.1. Mission Statement of Example Case 73
4.2. The Organization Analysis to Example Case 78
4. 3. 5 Forces Analysis to Investment Management Industry of Taiwan 87
4.4. Macro-Environment Analysis to Taiwan 99
Chapter 5 Conclusion 112
References 118

Figure Index


Figue: 2-1 ISSUE PRIORITY MATRIX 18
Figure 3.1 ASHRIDGE MODEL 40
Figure 3.2 7 S FRAMEWORK 51
Figure 3.3: 5 FORCE MODEL 61
Figure 3.4 PESTEL FRAMEWORK 68
Figure 3.5 THEORETICAL FRAMEWORK 71
Figure 4.1 MISSION STATEMENT of EXAMPLE CASE 77
Figure 4.2 ORGANIZATION CHART of EXAMPLE CASE 81
Figure 4.3 THE 7S FRAMEWORK of EXAMPLE CASE 86
Figure 4.4 ONSHORE PUBLIC RAISE FUND MARKET SHARE of the INDUSTRY 92
Figure 4.5 DISCRETIONARY BUSINESS MARKET SHARE of the INDUSTRY 93
Figure 4.6 The 5 FORCES of TAIWAN INVESTMENT MANAGEMENT INDUSTRY 98
Figure 4.7 TECHNOLOGY LIFE TREND IN TAIWAN 106
Figure 4.8 THE PESTEL of TAIWAN MACRO-ENVIRONMENT 110
Figure 5-1 COMPETITIVE ADVANTAGE of EXAMPLE CASE 116

Table Index

Table 2-1. RELEVANT STUDIES of ORGANIZATION ANALYSIS 15
Table 2-2. RELEVANT STUDIES of INDUSTRY ANALYSIS 20
Table 2-4. RELEVANT STUDIES of COMPETITIVE ADVANTAGE ANALYSIS 26
Table 2-5. RELEVANT STUDIES of INVESTMENT MANAGEMENT INDUSTRY IN TAIWAN 33
Table 4.1 TAIWAN INVESTMENT MANAGEMENT BUSINESS STATISTIC 89
Table 4.2 PUBLIC RAISE MUTUAL FUND SIZE TREND 2000 ~ 2004, Oct 90
Table 4.3 ONSHORE PUBLIC RAISE FUND MARKET SHARE by PRODUCT 95
Table 4.4. GDP TREND by COUNTRY, 2000 ~ 2006 103
Table 4.5 POPULATION and OUTPUT 104

References

Aksu, A. A. (2001) “Re-Engineering Revisited: A Simulation Approach,” Business Process Management Journal, 7, 2, 131-138.

Alderson, W. 1965. Dynamic Marketing Behavior: A Functionalist Theory of Marketing. Homewood, IL: Richard D. Irwin, Inc

Amburgey, T. L., and T. Dacin (1994) “As the Left Foot Follows the Right? The Dynamics of Strategic and Structural Change,” Academy of Management Journal, 37, 6, 1427 -1452.

Andrews, D. W. K. (1999) “Consistent Moment Selection Procedures for Generalized Method of Moments Estimation,” Econometrica, 67, 4, 543-564.

Bureau of Foreign Trade (2005), Annual Report, Bureau of Foreign Trade, Taipei, Taiwan., 4, 11.

Barneys, J. B. (2003) Gaining and Sustaining Competitive Advantage, 2nd edition, NJ: Prentice Hall.

Boyd, B.K., and J. Fulk (1996) “Executive Scanning and Perceived Uncertainty: A Multi-Dimensional Model,” Journal of Management, 22, 1, 1-21.

Business Monitor (2005), Taiwan Business Forecast Report, Q4, Business Monitor, Taipei, Taiwan.

Campbell A.(1984) “Foresight Activities in the U.S.A. ; Time for a Re-Assessment,”Long-Range Planning, 17, 3, 46.

Campbell, A. (1997) “Mission statements,” Long Range Planning, 30, 6, 931-32.

Campbell, A. (1993) “The Power of Mission: Aligning Strategy and Culture,” Planning Review (Special Issue), 20, 5, 10-13.

Campbell, A., and L. L. Nash (1992) A Sense of Mission, Reading, M.A.: Addison/Wesley Publishing Co.

Campbell, A., and S. Yeung (1991) “Creating a Sense of Mission,” Long Range Planning, 24, 4, 10-20.

Chandler, A.D. (1962) “Strategy and Structure,” MIT Press, Cambridge, MA.

Cheng W. J. (2001) “The Impact of Business Environment, Business Characteristic, Business Strategy, and Human Resources Management Strategy on Operation Performance – An Empirical Study of the Securities Investment Trust Industry in Taiwan,” Working paper, Institute of Human Resource Management, National Sun Yat-Sen Cheng University.

Collins, J.C., and J. I. Porras (1991) “Organizational Vision and Visionary Organizations,” California Management Review, 34, 1, 30-52.

Conner, K. R. (1991) “A Historical Comparison of Resource-Based Theory and Five Schools of Thought within Industrial Organization Economics: Do We Have a New Theory of the Firm?” Journal of Management, 17, 1, 121-154.

Cook, M. and, C. Farquharson (1998), Business Economics: Strategy and Applications, Pitman Pubs, 347.

Day, G. S., and R. Wensley (1988) “Assessing Advantage: A Framework for Diagnosing Competitive Superiority,” Journal of Marketing, 52, 2, 1-20.

Dickson P. R. (1992) “Toward a General Theory of Competitive Rationality,” Journal of Marketing, 56, 1, 69-83.

Economist (2003) “Islamic Finance: West Meets East,” Economist, 69.

Elenkov, D. S. (1997) “Differences and Similarities in Managerial Values between U.S. and Russian Managers: An Empirical Study,” International Studies of Management and Organization, 27, 1, 85-106.

Fahey, L., and V. K. Narayanan (1986) “Macro Environmental Analysis for Strategic Management,” West Publishing, St. Paul, MN, 17, 2, 117-128.

Fraser, D., and M. E. Raynor (1996) “Insuring Demand,” Business Latin America, 31, 7-9.

Gainer, L. J. (1989) “Making the Competitive Connection: Strategic Management and Training,” Training and Development Journal, 43, 9, 1-30.

Ginter, P.M., and W. J. Duncan (1990) “Macro environmental analysis for strategic management,” Long-Range Planning, 23, 6, 91-100.

Hatten, K. J., and M. L. Hatten (1987) “Strategic Groups, Asymmetrical Mobility Barriers, and Contestability,” Strategic Management Journal, 8, 4, 329.

Hamel, G., and C. K. Prahalad (1989) “Strategic Intent,” Harvard Business Review, 67, 63-76.

Jennings, D. F. and S. L. Seaman (1994) “High and Low Levels of Organizational Adaptation: An Empirical Analysis of Strategy, Structure, and Performance,” Strategic Management Journal, 15, 66, 459-475.

Johnson, G., and K. Scholes (1997) “Exploring Corporate Strategy: Text and Cases,” Prentice Hall.

Lin, J. H. (2002) “Portfolio Approach and /or Firm Approach? Remarks on the Future of Strategic Bank Management,” Working Paper, Tamkang University.

Lee, T. S. (2006) “The Strategy, Structure and Proposal to Promote the Regulation to Transform Taiwan Security Trust Company to Asset Management Company”,Research Paper, R.O.C security investment trust company association , Taipei, Taiwan., 4, 8, 12-34.

Mayfield, M., J. Mayfield, A. Genestre, and M. Marcu (2000) “Manga and the Piraes: Unlikel Allies for Strategic Growth,” S.A.M. Advanced Management Journal, 65, 3, 35-40

Mintzberg, H. (1973) “Strategy Making in Three Modes,” California Management Review, 16, 2, 44-53.

Ohmae, K. (1987) “The Triad World View,” Journal of Business Strategy, 7, 4, 8-19.

Ollinger, M. (1994) “The Limits of Growth of the Multidivisional Firm: A Case Study of the U.S. Oil Industry from 1930-90,” Strategy Management journal, 15, 7, 503-520

Pegels, C. C., Y. I. song, and B. Yang (2000) “Management Heterogeneity, Competitive Interaction Groups, and Firm Performance,” Strategic Management Journal, 21, 99, 911-923.

Porter, M. E. (1980) “Competitive Strategy: Techniques for Analyzing Industries and Competitors,” New York: The Free Press.

Porter, M. E (1985) “Competitive Advantage,” New York: The Free Press.

Philip Selznick (1957) “Leadership in Administration: A Brief Overview of Themes and Contributions. Harper and Row,” London: Oxford University Press.

Robbin, S.P. (1996) Organizational Behavior, Englewood Ciffs. New Jersey Prentice Hall. 42.

R.O.C Security Investment Trust Company Association (2004) Annual Report, R.O.C Security Investment Trust Company Association , Taipei, Taiwan., 4, 11.

Shi K. Z. (2003) “An Empirical Study of Performance Evaluation of Securities Investment Trust company in Taiwan”, Master Thesis, Fu Jen Catholic University.

Thomas, J. B., S. M. Clark, and D. A. Gioia (1993) “Strategic Sensemaking and Organizational Performance: Linkages Among Scanning, Interpretation, Action, Outcomes,” Academy of Management Journal, 36, 2, 239-270.

Thomas L. W., and J. D. Hunger (2006), Concepts in strategy management and business policy, 10th edition, Pearson practice Hall, P. 82, 106

Thomas J. P., and R. H. Waterman (1982) “In Search of Excellence: Lessons from America''s Best-Run Companies,” N. Y.: Harper and Row.

Taipei, R.O. C Community Development Quarter Report (Dec. 2005)

Taipei, R.O.C Social Development Quarterly Report (Dec. 2006)

Huang C. H. (2006) “Opening the Bourse,” Taiwan Review, 56, 4.

Waterman, R. H., T. J. Peters, and J. R. Philips (1980) “Structure is Not Organization,” Business Horizons, 23, 3, 14-26.

Wealth Management Magazine (Oct 2005) “The Survey on Security Investment Trust company’s future”, Wealth management magazine , 56-92

Wei, Ying-shan (2001) “The Analysis of the Environmental Justice Attitude in
Taiwan,” Master Thesis, National Dong Hwa University.

Wheelen, T. L., and J. D. Hunger (1987) “Using the Strategic Audit,” S.A.M. Advanced Management Journal, 52, 1, 4-12.

Wissema, H. (2002) “Driving Through Red Lights,” Long Range Planning, 35, 5, 521-539.

Wit, B. E., and R. Meyer (1994), Strategy – Process, Content, and Context: An International Perspective, St. Paul, MN: West Publishing Company.

Van Den Bosch, F. A. J., and A. A. Van Prooijen (1992) “European Management: An Emerging Competitive Advantage of European Nations,” European Management Journal, 10, 4, 445-449.

Yost, L. (1993) “The Allen-Bradly Story,” Journal of Business Strategy, 14, 3,58-60