臺灣博碩士論文加值系統

近期資源基礎理論（RBV）擁護的企業層面研究顯著點出公司的經驗性知識的累積對於有關進入新市場的"路徑依賴"，從那裡得來適應或“動態”能力的發展，使一個公司能夠在它的模仿者中保持領先地位，且一貫地獲取更高的收益。
然而，因為這些研究中特別給予進入市場下的資源和能力唯一性和難達成性特權，企業常常會發現自己對某些行動許下承諾時，他們往往低估競爭的景況。
此論文採用不同的方法和測試來得知組織的能力是否一定大於直接競爭對手施加的競爭壓力，尤其著重在台灣的學名藥產業在進入決策的階段時。
我們發現，在與以往的組織學習文獻以及研究學名藥策略上一致認可，基於能力的決策凌駕於競爭壓力，但這一發現可能在具有同步賽局特性的行業中會受到限制。
雖然針對行業特點，使我們能夠更好地比較基於能力的決策(Capabilities-based entry)和基於競爭對手的決策(Rivalry-based entry)，同步賽局的特色就是缺乏市場之間的協調，這使得察覺－動機－能力分析法(AMC model)，在我們的行業背景下，從動態競爭理論文獻中來看是有缺陷的且無效。
這些發現表明，未來的研究在市場進入策略上應更加謹慎，尤其是在進入賽局中，且這將如何影響進入決策的動機。他們還指出，整合基於資源的研究和從察覺－動機－能力分析法的決策中強調評估管理的需求。

Recent firm-level research as espoused by the resource-based view (RBV) highlights the path-dependence of the firm’s experiential knowledge accumulation associated with entering into new markets, whence comes the development of adaptive or “dynamic” capabilities that enable a firm to stay ahead of its imitators and consistently earn superior returns. Yet because these studies privilege the uniqueness and inaccessibility of the resources and capabilities underlying firm entry, they tend to understate the competitive context in which firms often find themselves when they commit to certain actions. This paper takes a different approach and tests whether organizational capabilities necessarily outweigh the competitive pressures exerted by direct competitors in entry decisions for Taiwan’s generic pharmaceutical industry. We find that, in agreement with previous organization literature as well as the research on generic entry, capabilities-based entry does take precedence over competitive pressures, but that this finding may be limited to industries characterized by simultaneous games. Although the industry features allow us to better compare capabilities-based entry and rivalry-based entry, the absence of coordination among markets as a result of the simultaneous game feature makes the AMC model from the competitive dynamics literature defective in our industry context. These findings indicate that future research on market entry should pay more heed to the entry game context and how this will affect incentives for entry. They also point to the need to integrate resource-based research and the emphasis on managerial assessment in decision-making from the AMC model.

1. Introduction1
2. Industry Background5
3. Theoretical Background8
3.1 Determinants of Entry8
4. Hypotheses12
4.1 Capabilities-Based Entry12
4.1.1 The Role of Organizational Experience13
4.1.2 The Role of the Institutional Venue14
4.2 Rivalry-Based Entry16
5. Methodology20
5.1 Data Selection 20
5.1.1 Statistical Model and Dependent Variable 21
5.2 Independent Variables 21
5.2.1 Product Match 21
5.2.2 Institutional Match 22
5.2.3 Relative Product Match 23
5.3 Control Variables 24
6. Results 26
7. Discussion 28
7.1 Limitations and Future Research 32
8. Conclusion 32
References 34
List of Tables
Table 1 25
Table 2 27

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