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研究生:洪紹甫
研究生(外文):Shao-Fu Hung
論文名稱:合作對競爭-回應行動影響之研究
論文名稱(外文):The Moderate Effect of Cooperation upon Competitive-Response Actions
指導教授:黃銘章黃銘章引用關係喬友慶喬友慶引用關係
指導教授(外文):Ming-Chang HuangYu-Ching Chiao
學位類別:碩士
校院名稱:靜宜大學
系所名稱:管理碩士在職專班
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2008
畢業學年度:97
語文別:中文
論文頁數:83
中文關鍵詞:潛在合作的必要市場共同性資源相似性察覺-動機-能力策略聯盟競爭-回應
外文關鍵詞:resource similaritymarket commonalitynecessity of potential cooperationcompetition - reactionstrategy allianceobservation - motivation - capability
相關次數:
  • 被引用被引用:1
  • 點閱點閱:218
  • 評分評分:
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:1
摘要
  台灣的麵粉產業屬於寡占競爭市場,廠商的競爭行動激烈,但是因為各廠商因聯合採購分組考量形成潛在合作必要性。本研究係透過競合理論、動態競爭觀點來探討台灣麵粉產業競爭與合作的現象,以瞭解台灣麵粉產業內部存在市場共同性高、資源相似性高、產品同質性高因為潛在合作必要性,在發起攻擊的可能性及回應時的可能性、強度、速度、產生的影響,提供產業界作為參考。
  本研究採用質化研究方式進行,採用個案研究方式,選台灣主要前九大麵粉對採購有決定的高階主管為訪問對象,另選定一家非九大麵粉廠高階主管進行訪談。九大麵粉廠銷售區域涵蓋全台,中筋麵粉銷售比率佔各廠產品百分之五十以上,九大主要麵粉廠近幾年來也幾乎同步進行設備更新,所以市場共同性高、資源相似性高、產品同質性也高。在訪談選擇在潛在合作必要性下,同組廠商及不同組廠商高階主管對於發起攻擊可能性,及同組廠商及不同組廠商高階主管回應情況。
 本個案研究結果發現下列幾個結論:
1. 競爭者結構與攻擊行動的可能性之間有正向關係,且受到潛在合作必要性的干擾效果影響。
2. 競爭者結構與回應行動之間有正向關係,且受到潛在合作必要性的干擾效果影響。
Abstract
Taiwan''s Wheat Flour Industry is an oligopoly market! The competition among manufacturers is intense. Due to the needs for centralized procurement, the factories form the needs of potential cooperation.
This research is built based on co-opetition theory and dynamic competition to understand the competition and cooperation of Taiwan''s Flour Industry which has high level of market commonality, resource similarity, and product similarity.Using the industrial field as reference, this research also discovers the influence of attacking possibility, strength, and speed when there is a necessity of potential cooperation.
This research is a qualitative research and studied by using case study.The survey is based on interviewing the top nine of the leading wheat flour companies'' main purchasing personnel.In addition, one more interviewee is chosen from outside of the top nine companies.These nine companies supply to the whole Taiwan market with all purpose flour which assuming up to over 50% of the companies’ stock.In the meantime, the nine companies, simultaneously, update their equipment; thus, these companies have high level of market commonality, resource similarity, and product similarity.Under the condition of necessity of potential cooperation, this research vow to understand the respond to market expanding and reaction of it by different groups.This research concludes:
1. Competitive structure is positively related to parties looking to influence the market (attacking possibility), and this positive relation is influenced by interference of potential cooperation.
2. Competitive structure has a positive related to corresponding reactions, and this positive relation is influenced by interference of potential cooperation.
目 錄

表目錄 ii
圖目錄 iii
第一章 緒論 1
第一節 研究動機 1
第二節 研究問題 3
第二章 文獻探討與假設推導 4
第一節 理論基礎 4
第二節 影響競爭-回應的因素 8
第三章 研究方法 12
第一節 研究流程 12
第二節 資料收集方法 15
第三節 分析方法 19
第四章 個案描述 21
第五章 個案分析與命題發展 36
第一節 競爭者分析與攻擊可能性的關係 36
第二節 競爭者分析與回應行為的關係 39
第六章 個案分析與命題發展 44
第一節 研究結論 44
第二節 管理意涵 48
第三節 研究限制與未來研究 49
參考文獻 51
附錄 訪談逐字稿 55
一、中文文獻
1.黃宏隆、郭文怡、徐華強合著 (2000),麵條加工技術,財團法人中華穀類食品工業技術研究所。
2.經濟部工業局,(1990),麵製品業現況調查計劃成果報告,台北:財團法人中華穀類食品工業技術研究所。
3.經濟部國際貿易局,(2000),支持加入WTO掌握全球商機講義,台北:台灣區麥粉工業同業公會。
二. 英文文獻
1.Ahuja,G (2000) “The Duality of Collaboration:inducements and opportunities in the formation of interfirm linkages” Strategic Management Journal, 21,pp .317-343
2.Barney,J.(1991),“Firm Resources and Sustained Competitive Advantage,” Journal of Management, 17(1), pp.99-120.
3.Black J A and K B Boal(1994),“ Strategic Resources “Trait Configurations and Paths to Sustainable Competitive Advantage” Strategic Management Jouenal,15,pp.131-148
4.Brouthers, D.K., L. E. Brouthers, and T. J. Wilkinson(1995) “Strategic alliance : Choose your partners” Long Range Planning,21, pp.18-25
5.Chen, Ming-Jer and Danny Miller. (1994), “Competitive Attack, Retaliation and Performance: An Expectancy-Valence Framework,” Strategic Management Journal, 15(2), pp.85-102.
6.Chen, Ming-Jer and Donald C. Hambrick. (1995), “Speed, Stealth, and Selective Attack: How Small Firms Differ from Large Firms in Competitive Behavior,” Academy of Management Journal, 38(2), pp.453-482.
7.Chen, Ming-Jer and Ian C. MacMillan. (1992), “Nonresponse and Delayed Response to Competitive Moves: The Roles of Competitor Dependence and Action Irreversibility,” Academy of Management Journal, 35(3), pp.539-570.
8.Chen, Ming-Jer, Jiing-Lih Farh, and Ian C. MacMillan. (1993), “An Exploration of the Expertness of Outside Informants,” Academy of Management Journal (Special Research Forum on Methodology), 36(6), pp.1614- 1632.
9.Chen, Ming-Jer, Ken G. Smith, and C.M. Grimm. (1992), “Action Characteristics as Predictors of Competitive Responses,” Management Science, 38(3), pp.439-455.
10.Chen, Ming-Jer, Kristin Stucker, and John Michel(1997)“Multicountry Competitive Action: Toward a Theoretical Development of Global Competition,” Academy of Management Proceedings, pp.2-6
11.Chen, Ming-Jer. (1996), “Competitor Analysis and Inter-firm Rivalry: Toward a TheoreticalIntegration,” Academy of Management Review, 21(1), pp.100-134
12.Chung, S., H. Singh, and K. Lee (2000) “ Complemmentarity, ststus similarity and social capital as drivers of alliance formation” Strategic Management Journal,21 pp.1-22
13.Chung, S., H. Singh, and K. Lee (2000) “ Complemmentarity, ststus similarity and social capital as drivers of alliance formation” Strategic Management Journal,21 pp.1-22
14.Eisenhardt, M.K.and C.B.Schoonhoven(1996),“Resource-based view of Strategic alliance formation:Strategic and social effects in entrepreneurial firms”Organiziation Science,7(2),pp.136-150
15.Glaister,W.K.and P.J.Buckley (1996) “ Strategic motives for intermational alliance formations”Journalof Management studies,33(31) pp.301--332
16.Hambrick, Donald C., Theresa Cho, and Ming-Jer Chen. (1996), “The Influence of Top Management Team Heterogeneity on Firms’ Competitive Moves,” Administrative Science Quarterly, 41(4), pp.659-684
17.Hitt, M. A., R. D. Ireland, and R. E. Hoskisson (2005), Strategic Management: Competitiveness and Globalization, McGrawHill.
18.Luo Yadong (2007), “A Coopetition Perspective of Global Competition,” Journal of World Business, 42(2), pp.129–144
19.McGrath, Rita G., Ming-Jer Chen, and Ian C. MacMillan. (1998), “Multimarket Maneuvering in Uncertain Spheres of Influence: Resource Diversion Strategies,” Academy of Management Review, 23(4), pp.724-740.
20.Porter, M. E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: Free Press.
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