臺灣博碩士論文加值系統

過去關於廠商在新興市場發展或市場進入策略一直為學者研究之焦點，尤其針對後進廠商市場進入策略之探討，經實證研究指出，包含後進廠商利用製程創新、重塑價值鏈、連結先進廠商等（Mathews, 2002; Finney, Lueg &; Campbell, 2008; Wu &; Wei, 2010; Go´ mez &; Mai´cas, 2011；李仁芳、高鴻翔，2011）。本研究主要探討後進廠商如何回應先進廠商優勢，成功進入市場。在研究設計方面，本研究採個案研究法，並以台灣機車產業為研究對象。
基於上述，研究結果顯示：（1）後進廠商網絡可運用與先進廠商網絡的高互補合作策略，降低先進廠商網絡之競爭察覺程度、攻擊動機，並提高合作察覺程度及合作動機，避免先進廠商網絡之競爭行動，以獲得生存空間與發展機會。（2）後進廠商網絡創立初期，採行之治理機制，包括內部員工創業、知識匯集與分享與共同決策。（3）後進廠商網絡治理機制會隨時間變化，初期採信任導向的治理機制，中期兼採信任與契約導向的治理機制，後期兼採信任、契約與權力導向的治理機制。（4）後進廠商網絡透過與先進廠商網絡的競爭策略，建立買者轉換成本、提高品牌知名度、營運利潤率及較佳競爭地點的優勢。（5）後進廠商網絡透過與先進廠商網絡的合作策略，獲得品牌搭便車效果、建立買者轉換成本及獲得關鍵產品與技術。

Previous research has focused on the development in emerging market or entry strategy of, especially the entry strategies of late-comer, including process innovation, reshaping the value chain and linking to first-mover (Mathews, 2002; Finney, Lueg &; Campbell, 2008; Wu &; Wei, 2010; Go´ mez &; Mai´cas, 2011；Lee &; Kao，2011). In this study, we explores how the last-mover responses to first-mover’s advantage. Qualitative research is adopted, and research target is motorcycle industry in Taiwan.
Five findings of this study are shown. First, late-comer’s network uses the complementary cooperation strategy to reduce the competitive awareness and motivation, and promote the cooperation awareness and motivation to avoid the competitive actions from first-mover’s network. Second, governance mechanism of late-mover’s network in early stage is internal entrepreneurships, integration and sharing of knowledge, and making decision together. Third, governance mechanism of late-comer’s network changes during the development of network, while trust-oriented governance is used at beginning; trust and contract-oriented is used at the midterm; trust, contract and authority-oriented is used at later period. Fourth, the late-comer’s network uses the competitive strategy to acquire advantages, including increasing switching cost of buyers, promoting the brand awareness, operating profit and gaining better competitive location. Fifth, the late-comer’s network uses the cooperation strategy to acquire advantages, including free-rider effect of brand, increasing switching cost of buyers, and obtaining the key product and technology.

摘 要 I
Abstract II
誌謝詞 III
目　錄 IV
表目錄 V
圖目錄 VI
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機與問題 3
第三節 研究流程與章節架構 5
第二章 文獻探討 6
第一節 先進者與後進者之探討 6
第二節 網絡治理 8
第三節 競合理論 11
第四節 動態競爭 14
第三章　研究設計 18
第一節 個案研究法與訪談法 18
第二節 研究對象選取與資料收集方法 18
第四章 個案分析 20
第一節 個案介紹 20
第二節 個案分析與整理 53
第三節 研究發現與研究命題 83
第五章 結論與建議 88
第一節 研究結論 88
第二節 理論意涵 89
第三節 實務意涵 91
第四節 研究限制與未來研究建議 93
參考文獻 95
附錄1 訪談題綱 101

表目錄
表3-1：受訪廠商基本資料表 19
表4-1-1：M聯盟網絡個案成員介紹簡表 34
表4-1-2：M聯盟網絡與聯營網絡之競合關係 51
表4-2-1：聯營網絡的先進優勢與來源整理表 55
表4-2-2：聯營網絡之治理機制整理表 59
表4-2-3：M 聯盟網絡成員內部關係與影響整理分析表 68
表4-2-4：M聯盟網絡之治理機制 69
表4-2-5：M聯盟網絡與聯營網絡之合作內涵表 74
表4-2-6：M聯盟網絡之競爭結果表 76
表4-2-7：M聯盟網絡與聯營網絡之AMC分析表 78
表4-2-8：後進廠商網絡之治理機制策略結果表 79
表4-2-9：M聯盟網絡對聯營網絡之競合分析表 80
表4-2-10：後進廠商網絡策略模式下之策略結果表 81

圖目錄
圖1-1：研究流程圖 5
圖2-1：動態競爭理論架構 15
圖4-1-1：聯營網絡組織圖 21
圖4-1-2：Y網絡組織示意圖 23
圖4-1-3：K網絡組織示意圖 24
圖4-1-4：S網絡組織示意圖 25
圖4-1-5：M聯盟網絡組織結構示意圖 30
圖4-1-6：聯營網絡與M聯盟網絡關係圖1 48
圖4-1-7：聯營網絡與M聯盟網絡關係圖2 49
圖4-1-8：聯營網絡與M聯盟網絡關係圖3 50
圖4-1-9：聯營網絡與M聯盟網絡關係圖4 51
圖4-2-1：M聯盟網絡內部成員關係圖 65
圖4-2-2：M聯盟網絡成員結構與治理機制變化圖 70
圖4-2-3：M聯盟網絡創立初期之內部合作概況圖 71
圖4-2-4：M聯盟網絡目前之內部合作概況圖 72
圖4-2-5：M聯盟網絡與聯營網絡之合作概況圖 73
圖4-2-6：M聯盟網絡對聯營網絡之合作策略示意圖 73
圖4-2-7：後進廠商網絡對先進廠商網絡之優勢回應圖 82
圖4-3-1：後進廠商網絡策略回應圖 87

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