跳到主要內容

臺灣博碩士論文加值系統

(44.210.83.132) 您好!臺灣時間:2024/05/22 23:46
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果 :::

詳目顯示

我願授權國圖
: 
twitterline
研究生:蔣聖茵
研究生(外文):Chiang, Sheng-Yin
論文名稱:探討企業的雙元能力與事業轉型: 睿生光電之個案研究
論文名稱(外文):The exploration of corporate ambidexterity and business transformation: the case study of InnoCare
指導教授:周信輝周信輝引用關係
指導教授(外文):Chou, Hsin-Hui
口試委員:方世杰
口試委員(外文):Fang, Shih-Chieh
口試日期:2021-07-23
學位類別:碩士
校院名稱:國立成功大學
系所名稱:高階管理碩士在職專班(EMBA)
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
論文出版年:2021
畢業學年度:109
語文別:中文
論文頁數:59
中文關鍵詞:雙元能力應用策略探索策略質性研究方法
外文關鍵詞:AmbidexterityExplorationExploitationCase Study
相關次數:
  • 被引用被引用:0
  • 點閱點閱:118
  • 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:0
企業如何創造及維持持續性競爭的優勢,一直是很值得研究的議題。在動態並且快速變化的市場環境中,如何與時俱進,隨時準備好驟然的技術或商業模式的轉變是本研究要探討的議題。本研究以企業再平衡 (雙元能力)為基礎觀點,探討並審視個案如何應用(exploitation)現有的核心優勢與探索(exploration)新的市場與新的機會,平衡應用與探索策略本身就是一項艱難的挑戰。
本研究結合雙元視角中的探索與應用,歸納出
 如何不斷更新自我以適應市場環境的變動?
 在企業動態的發展過程中如何透過當時的資源做適配性高的決定與再平衡?
 企業文化與領導風格如何影響雙元俱存能力的導入?
本研究採用單一個案的歷史演進進行深入探究,以群創光電的子公司睿生光電為研究對象,睿生光電如何在20年來經歷5次雙元轉型,逐步摸索一套適用的商業模式,本研究採取質性研究中的訪談,參與觀察與次級資料進行剖析,探討個案公司建立在新創事業體下,是如何平衡其應用活動與探索活動,藉以轉化為創新的動態能力,建立一套協調的雙元能力。偵測環境的變化與可能的契機,進而,彈性的自我調整組織結構以維持企業生存及因應市場需求。
本研究以睿生光電20年來的發展, 得到四個初步的驗證:
第一, 企業發展初期 (創立期與摸索期)建議以差異化展開企業雙元能力, 當企業處於茁壯期與成熟期時, 大方向已確立後, 執行資源整合, 與策略夥伴聯盟將餅做大, 已鞏固市佔, 降低成本, 同時發展新的技術與新的材料應用。
第二, 在預算與時間許可的情況下, 同時進行個人層面與組織層面的雙元能力。
第三, 組織的雙元能力應採取動態觀點, 凡舉企業核心能力, 資源應用, 組織內部與外部情況都要定時或是隨機地的時時檢討。
第四, 考量有限的時間與資源, 在核心能力的基礎上採取內部雙元能力的展開, 在次要的項目尚外包工作於合作夥伴, 以達到時效性與執行力的平衡。
除了企業文化,領導人風格與態度對於企業在動態時間軸上的效果也呈正相關並且影響程度不可小覷。在不斷轉換探索與應用策略的情況下,有明確的目標,膽大心細的作為,容錯的雅量,不斷嘗試的決心與認知,可以創造一個共體與互信的企業文化。
SUMMARY
Creativity and maintaining sustainable competition has always been a topic. How to keep pace with the time and be ready for sudden changes in technology or business models in a dynamic and rapidly changing environment is the focus of this research. This research is based on the perspectives of organizational ambidexterity, balancing exploitation and exploration from time to time to answer listed questions:
• How does an organization implement ambidexterity in a Dynamic environment?
• How does a firm facilitate adaptability decisions?
• How culture and top management impact implementing ambidexterity in a firm?
This study addresses the historical evolution of InnoCare Optoelectronic Corporation (the subsidiary of InnoLux corporation) to conduct an in-depth exploration. Observe how InnoCare detects the changing of the environment and opportunities for flexible self-adjustment in organizational structure and survive in response to the Dynamic environment. Through this research we gradually summarize and explore a set of applicable business models through interviews in qualitative research, as well as analysis of the secondary data.
We found at the early stage of business, applying different strategies is more efficient; in the mature stage of business, when the direction is clear and obvious, resource integration, strategic alliance with partners in order to expand the market share, as well as developing new technology or new applications by exploiting corporate core advantages.
Secondly, it is suggested to proceed with ambidexterity in corporate and individual level at the same time, (in the condition of time) Omit this line of text so time constraints are not a burden on the budget.
Third, corporations need to review available resources, internally and externally periodically to get a better understanding of the dynamic perspective.
Fourthly, to balance limited time and resources, corporations must implement ambidexterity in corporate core technology and outsource supporting functions to achieve efficiency.
Lastly, in addition to corporate culture, leadership style and attitudes positively impact corporate performance from time to time. Having clear goal, bold and careful actions, fault-tolerance, elegance and cognition can create a corporate culture of communitted and mutual trust in constantly changing exploration and exploitation application.
目錄
摘要 ii
Abstract iv
誌謝 ix
目錄 x
表目錄 xii
圖目錄 xiii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的與問題 2
第三節 研究內容與流程 3
第二章 文獻回顧 6
第一節 雙元俱存能力與定義 6
第二節 雙元能力的分類 10
第三節 應用跟探索間的平衡 11
第三章 研究方法 14
第一節 質性研究方法 15
第二節 個案研究與步驟 17
第三節 資料蒐集與分析 20
第四節 資料分析 23
第五節 個案背景 23
第四章 個案發現 28
第一節 併購後新事業開拓 (2000年~2005年) 29
第二節 探索醫療事業的商機 (2006年~2013年) 31
第三節 X光感測器的事業茁壯 (2013年~2016年) 32
第四節 X光感測器OEM & ODM發展 (2016年~2020年) 34
第五節X光感測器品牌發展 (2020年至今) 36
第五章 討論、意涵與結論 37
第一節 討論 38
第二節 理論意涵 39
第三節 實務意涵 39
第四節 研究限制與未來研究建議 42
參考文獻 43
Andriopoulos, C., & Lewis, M. W. (2009). Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organization science, 20(4), 696-717.

Auh, S., & Menguc, B. (2005). Balancing exploration and exploitation: The moderating role of competitive intensity. Journal of Business Research, 58(12), 1652-1661.

Bernard, H. R. (2013). Social research methods: Qualitative and quantitative approaches: Sage.

Boumgarden, P., Nickerson, J., & Zenger, T. R. (2012). Sailing into the wind: Exploring the relationships among ambidexterity, vacillation, and organizational performance. Strategic management journal, 33(6), 587-610.

Cao, Q., Gedajlovic, E., & Zhang, H. (2009). Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. Organization Science, 20(4), 781-796.

Caspin-Wagner, K., Ellis, S., & Tishler, A. (2012). Balancing exploration and exploitation for firm’s superior performance: The role of the environment. Paper presented at the Academy of Management Proceedings.

Duffy, T. M., & Raymer, P. L. (2010). A practical guide and a constructivist rationale for inquiry based learning. Educational Technology, 3-15.

Goossen, M. C., Bazzazian, N., & Phelps, C. (2012). Consistently capricious: The performance effects of simultaneous and sequential ambidexterity. Paper presented at the Academy of Management Proceedings.

Groysberg, B., & Lee, L. E. (2009). Hiring stars and their colleagues: Exploration and exploitation in professional service firms. Organization science, 20(4), 740-758.

Gutmann, J. (2014). Qualitative research practice: a guide for social science students and researchers (2nd edn). International Journal of Market Research, 56(3), 407-409. doi:10.2501/IJMR-2014

He, Z.-L., & Wong, P.-K. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481-494.

Hill, S. A., & Birkinshaw, J. (2014). Ambidexterity and survival in corporate venture units. Journal of Management, 40(7), 1899-1931.

Jansen, J. J., Tempelaar, M. P., Van den Bosch, F. A., & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization science, 20(4), 797-811.

Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing Your Business Model. Harvard Business Review, 86(12), 50-59.

Laplume, A. O., & Dass, P. (2012). Exploration and exploitation for various stages of firm growth through diversification. Paper presented at the annual meetings of the Academy of Management, Boston.

Lincoln, Y. S. (2007). Naturalistic inquiry. The Blackwell encyclopedia of sociology.
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization science, 2(1), 71-87.

Mom, T. J., Van Den Bosch, F. A., & Volberda, H. W. (2009). Understanding variation in managers' ambidexterity: Investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organization Science, 20(4), 812-828.

Myers, M. D. (2019). Qualitative research in business and management: Sage.

Perks, H., Kowalkowski, C., Witell, L., & Gustafsson, A. (2017). Network orchestration for value platform development. Industrial Marketing Management, 67, 106-121. doi:https://doi.org/10.1016/j.indmarman.2017.08.002

Phene, A., Tallman, S., & Almeida, P. (2012). When do acquisitions facilitate technological exploration and exploitation? Journal of Management, 38(3), 753-783.

Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization science, 20(4), 685-695.

Ramaswamy, V., & Ozcan, K. (2018). What is co-creation? An interactional creation framework and its implications for value creation. Journal of Business Research, 84, 196-205. doi:https://doi.org/10.1016/j.jbusres.2017.11.027

Stelzl, K., Röglinger, M., & Wyrtki, K. (2020). Building an ambidextrous organization: a maturity model for organizational ambidexterity. Business Research, 13, 1203-1230.

Taylor, A., & Helfat, C. E. (2009). Organizational linkages for surviving technological change: Complementary assets, middle management, and ambidexterity. Organization Science, 20(4), 718-739.

Yin, R. K. (2011). Applications of case study research: sage.
連結至畢業學校之論文網頁點我開啟連結
註: 此連結為研究生畢業學校所提供,不一定有電子全文可供下載,若連結有誤,請點選上方之〝勘誤回報〞功能,我們會盡快修正,謝謝!
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
無相關期刊