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研究生:陳東賢
研究生(外文):Chen ,Tung Hsien
論文名稱:知識空間、專屬資產投資、跨組織學習與代工績效關聯性之研究-以通訊代工廠商為例
論文名稱(外文):The research of relationships among knowledge space, asset specific investment, inter-organization learning and performance of outsourcing - a case study of communication subcontractors
指導教授:吳思華吳思華引用關係
指導教授(外文):Wu ,Se Hwa
學位類別:博士
校院名稱:國立政治大學
系所名稱:科技管理研究所
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
畢業學年度:99
語文別:中文
論文頁數:236
中文關鍵詞:代工範疇先驗知識知識空間專屬性資產投資跨組織學習
外文關鍵詞:outsourcing scopeprior knowledgeknowledge spaceAsset Specific InvestmentInter-Organization Learning
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本研究基於資源基礎理論,結合組織學習、網路理論及關係學派的觀點,探討影響代工廠商跨組織學習的情境因素與績效。
根據之前學者們研究得知,「知識因果模糊性」是影響組織學習的關鍵。知識因果模糊來自於知識的內隱、專屬及複雜本質。「知識分享」與「共同問題解決」是聯盟成員間傳遞因果模糊本質知識的學習方式。而代工廠商專屬性資產投資,除了增進品牌廠商的信任,提高品牌廠商知識分享意願外;也增進了代工廠商與品牌廠商間的互動,透過互動,促使知識外溢的產生。
知識流學者研究指出,可移轉知識含量是知識分享的前提,也決定知識分享的強度。代工的範圍規範了可移轉知識含量;代工範疇愈複雜,可分享知識相對擴大。但知識的路徑相依本質,限制代工廠商對代工領域知識的辨識。代工廠商先驗知識深淺關係著可移轉知識空間的辦識。代工情境中,可移轉知識,主觀上,受限於代工的範疇;客觀上,則與代工廠商的先驗知識息息相關。
傳統上檢視組織學習成效,主要來自於對經驗曲線速度的觀察。在策略聯盟夥伴間的競合關係中,學習競賽是造成策略聯盟活動重組、活動替代、或聯盟解散的重要原因。屬「雙邊契約供應聯盟關係」的代工,在經濟理性考慮下,維持與品牌廠商的聯盟關係,是代工廠商的必然選擇。但組織學習增強代工廠商的議價能力,促使代工活動的重組;因此觀察代工廠商跨組織學習的成果,除了經驗曲線,活動重組也是重要的觀察變項。

第一章 、緒論 15
第一節 、研究背景 15
第二節 、研究動機與研究問題 17
壹 、研究動機:實務面 18
貳 、研究動機:理論面 18
參 、研究問題 21
第三節 、研究限制 22
第四節 、研究流程與論文結構 23
第二章 、文獻探討 26
第一節 、組織學習理論 26
壹 、組織學習層次與範圍 26
貳 、組織學習機制 27
參 、組織學習的形式 28
肆 、組織學習管理程序 29
伍 、組織學習與學習績效 31
陸 、組織學習障礙與成功關鍵因素 32
柒 、小結:學習環境、組織學習、企業績效 37
第二節 、聯盟、代工與組織學習 38
壹 、策略聯盟與代工 38
一 、前言:策略供應網路vs代工 38
二 、代工演進與策略性外包 38
貳 、聯盟型態與組織學習 39
一 、聯盟組織形態 39
二 、聯盟統治機制與組織學習 40
參 、可移轉知識空間與代工廠商跨組織學習 41
一 、可移轉知識與知識分享 41
二 、知識空間 41
三 、知識空間與知識範圍 42
四 、知識空間與知識關連 43
肆 、代工知識範圍:代工範疇與可移轉知識空間 45
一 、聯盟範疇 45
二 、代工形式與代工範疇 45
三 、代工範疇與代工知識範圍 47
伍 、代工廠商先驗知識與可移轉知識空間 49
陸 、網絡鑲嵌功能與代工跨組織學習 51
一 、網絡鑲嵌功能與知識分享 51
柒 、專屬性資產投資與組織學習 53
一 、專屬性資產分類 54
二 、專屬性資產的理論基礎:交易成本、關係與組織學習觀點 56
三 、專屬性資產投資與企業績效 57
四 、專屬性資產與代工廠商組織學習 58
捌 、學習競賽、學習績效-代工活動重組 59
玖 、小結 61
第三章 、命題推演與研究架構 63
壹 、代工廠商跨組織學習與代工績效 63
貳 、可移轉知識空間與代工廠商跨組織學習 63
參 、專屬性資產投資與代工廠商跨組織學習 65
肆 、代工範疇與可移轉知識空間 66
伍 、先驗知識與可移轉知識空間 68
陸 、學理推論命題與研究架構 69
柒 、變項定義 70
第四章 、研究方法 72
第一節 、個案研究方法 72
壹 、個案研究的方法論依據 72
貳 、研究對象選取 73
參 、資料來源與收集 74
肆 、分析單位的界定 76
一 、代工專案的觀察週期 76
二 、代工專案觀察的獨立性 77
三 、代工專案與產品生命週期 77
第五章 、個案廠商與代工專案說明 78
第一節 、個案廠商背景說明 78
壹 、品牌廠商:HSTX背景 78
一 、HSTX的製造策略 80
貳 、代工廠商:台揚科技背景資料 80
一 、台揚科技無線通訊上的技術 81
二 、台揚科技的產品 82
三 、台揚科技在無線通訊的知識空間 84
第二節 、HSTX代工專案的產品及其知識本質 86
壹 、微波通訊產品的應用與技術 86
一 、微波通訊產品的應用 86
二 、微波通訊技術與因果模糊特質 87
三 、微波通訊技術與路徑相依特質 89
第三節 、代工廠商篩選、產品認證與代工週期 93
一 、代工廠商的選擇與評估 93
二 、產品認證流程 94
三 、代工週期 96
第四節 、HSTX代工專案的知識分享與知識流 99
一 、HSTX代工週期中知識分享 99
二 、代工週期HSTX與代工廠商資訊分享的知識流向與節點 100
第五節 、小結 102
第六章 、台揚科技個案分析 105
第一節 、代工績效 106
壹 、代工績效 108
貳 、代工績效的來源 111
參 、代工績效改善所需要知識 114
第二節 、可移轉知識空間 116
壹 、離散式模組代工 116
一 、離散式模組代工專案的知識領域 117
二 、台揚科技離散模組先驗知識 119
三 、離散模組代工專案可移轉知識空間 121
貳 、整合式模組代工 124
一 、整合式模組代工專案的知識領域 125
二 、台揚科技整合模組先驗知識 125
三 、整合模組代工專案可移轉知識空間 126
參 、OEM系統代工 129
一 、OEM系統代工專案的知識領域 129
二 、台揚科技微波通訊系統的先驗知識 134
肆 、小結 137
第三節 、專屬資產投資與跨組織學習 141
壹 、代工週期與專屬資產投資 141
貳 、台揚科技對HSTX代工專案專屬資產投資 142
一 、專屬供應鏈體系(SCM) 142
二 、生產認證測試(PVT)測試設備 145
三 、專屬資訊網路(IT) 146
四 、地區專屬性資產-北美維修中心 149
參 、專屬資產投資與跨組織學習 149
一 、供應網路(SCN)與組織學習 150
二 、生產驗證設備與組織學習 153
三 、資訊系統與組織學習 155
四 、北美維修中心與組織學習 161
肆 、小結 167
第七章 、對照個案與命題驗證 170
第一節 、對照個案- BEI泰國廠 170
壹 、廠商背景 170
一 、BEI 泰國廠的核心能耐與產品分佈 170
貳 、BEI泰國廠微波通信產品代工 171
一 、BEI泰國廠在微波通訊代工與先驗經驗 171
二 、BEI泰國廠在微波通訊產品可移轉知識空間 172
三 、BEI泰國廠在微波產品代工的專屬資產投資 173
四 、BEI泰國廠微波產品之代工績效 174
五 、BEI泰國廠代工技術問題解決 175
六 、BEI泰國廠代工資訊流 176
參 、小結 176
第二節 、命題驗證與討論 178
壹 、可移轉知識空間-描繪學習路徑的知識地圖 178
一 、定義 179
二 、學理推論命題、研究命題與個案驗證 179
三 、說明與討論: 183
貳 、代工績效的演化觀點-一場重組代工活動的學習競賽 184
一 、定義 185
二 、學理推論命題、研究命題與個案驗證 185
參 、代工廠商的跨組織學習-創造互惠氛圍,達成知識外溢效果 188
一 、定義 189
二 、學理推論命題、研究命題與個案驗證 189
三 、說明與討論 196
肆 、小結 200
第八章 、研究結論與建議 203
第一節 、研究結論與貢獻 203
壹 、研究結論 203
貳 、研究貢獻 206
一 、理論面貢獻 206
二 、實務面貢獻 209
第二節 、研究建議 217
壹 、知識外溢與知識保護的平衡 217
貳 、知識管理應該回歸的本質:組織對知識流的控制 217
第九章 參考文獻 219
壹 、中文書籍 219
貳 、中文期刊 219
參 、英文書籍 220
肆 、英文期刊 222


壹、中文書籍
1. 吳思華 著,2001,《策略九說:策略思考的本質》,台北:臉譜出版。
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貳、中文期刊
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