臺灣博碩士論文加值系統

隨著產業環境變動程度加劇，企業擁有核心競爭力(core competency)已不必然代表著長期的成功，相反地，企業可能因墨守其既有基模(schema)而產生核心僵固(core rigidity)，導致衰退的命運。當企業在發展資源與能力來形成核心競爭力，以創造可持續性競爭優勢(Sustainable Competitive Advantages, SCAs)的同時，卻可能因為外部競爭環境之變動，企業未加以重新配置與調整資源及能力，導致競爭優勢之流失。企業為何會由「核心競爭力」轉成影響企業脫胎換骨的「核心僵固」？由過去的相關文獻(Prahalad and Hamel, 1986; March, 1991; Leonard-Barton, 1992)得知，高階管理者因為過去的成功經驗、認知的偏差等因素所形成的「主導邏輯」(dominant logic)，可能是企業由勝轉衰之關鍵。
為了探討企業如何因應環境變化以及高階管理團隊(Top management team)之策略決策過程對企業競爭優勢之影響，本研究採問卷調查及個案訪談之多元方法(multi-method)，首先針對國內1359間公開發行公司為對象進行問卷調查，驗證不同產業環境變動程度下，國內企業擁有之動態能力，以及高階管理者組成同質性與策略一致性之差異；其次探討上述變數與績效間的配適(fit)情況。最後，本研究根據相關議題訪談五間個案公司之高階管理者，以驗證研究假設之真實性，並彌補問卷調查之不足。
研究結果發現，當企業所處產業環境穩定時，企業擁有協調整合、學習與資源部署能力，同時配合上高階管理團隊既有之主導邏輯(高階管理團隊組成同質性高)運作現有核心資源與營運例規便可得到良好的績效。相對地，當產業環境變動快速時，企業不但需要協調整合、學習與資源部署之能力，也需強調技術創新及高階管理者過去產業相關背景經驗所累積之經營慣性以因應變化；同時，企業管理團隊擁有較多元主導邏輯(高階管理團隊成員之年齡、教育程度…等組成較多元)，以及成員具豐富產業經驗以較能掌握產業變化情況下核心資源與能力的轉換，則可獲得較長期之成功。
本研究的管理意涵在於，高階管理者(或團隊)在面臨產業環境快速變動時必須能適時建立、更新、或重新配置企業之資源與能力以為因應，而非僅專注於既有某種核心能力的累積(資源基礎觀點)。同時，關鍵在於高階管理者(團隊)對內外環境知覺與策略決策與也需隨時調整，以避免執著於某種核心資源或能力而產生核心僵固的現象，可能使競爭優勢反而成為競爭劣勢。

As more dynamic of the industrial environment, firms only have core competence will not always be success. By contrast, firms may fade away because of their consistence of “schema”, and finally lead to core rigidity. When firms develop their resources and capabilities for building core competence and creating sustainable competitive advantages (SCAs), they may neglect reconfigurating them in time. Why core competence become core rigidity? By reviewing references, we find top management team’s dominant logic play a key role in this regard.
We use multi-method by questionnaire and case interview. First, by mailing questionnaires for 1,359 public companies in Taiwan, we demonstrate the relationships between dynamic capability, TMT diversity and strategic consensus, and business performance. Second, we discuss the fitness condition between different industrial dynamic environment and those variables above. Finally, we interviewed with five top managers to examine our arguments.
We find that in stable industrial environment, if firms have integrate, learning, and recongifurate capabilities, and they just use their dominant logic (high TMT homogeneous and strategic consensus), then they can get good performance. However, in dynamic industrial environment, firms should not only integrate, learn, and recongifurate their capabilities, but also develop their core technology. Also, top managers should deeply depend their industrial experience to control the industrial situation. And more top managers’ dominant logic diverse, the better firm’s performance are.
Our implications here are that when the industrial environment who top managers(or Top Management Team) face become dynamic, they should not just focus on accumulation of their core competence,but build, renew, or reconfigurate their resources and capabilities righ away. And the key point is top manager’s cognition and strategy decision should also change in time. Firms’ core competence may become core rigidity, and their competition advantage may become competition disadvantage, if they don’t make sense of these above.

目錄…………………………………………………………………………...І
圖目錄………………………………………………………………………..Ⅲ
表目錄………………………………………………………………………..Ⅳ
第壹章 緒論………………………………………………………………….1
第一節 研究背景與動機…………………………………………………1
第二節 研究目的與問題…………………………………………………4
第三節 研究流程…………………………………………………………5
第貳章 文獻探討…………………………………………………………….6
第一節 動態產業環境下的競爭…………………………………………6
第二節 動態能力理論與相關研究……………………………………..13
第三節 能力或限制？主導邏輯觀點…………………………………..33
第四節 高階管理團隊組成同質性與策略一致性……………………..48
第參章 研究方法…………………………………………………………...57
第一節 研究架構與研究假說…………………………………………..57
第二節 研究變項之操作性定義與衡量………………………………..61
第三節 問卷設計與發展………………………………………………..71
第四節 研究對象與資料分析方法……………………………………..73
第五節 信度與效度分析………………………………………………..76
第肆章 統計分析結果與討論……………………………………………...78
第一節 樣本特徵分析………………………………………………….78
第二節 各衡量變項之因素分析與集群分析…………………………..82
第三節 企業動態能力與經營績效之關係……………………………..95
第四節 高階管理團隊主導邏輯與經營績效之關係…………………..97
第五節 高階管理團隊主導邏輯對企業動態能力與經營績效關係之交互作用…………………………………………………………101
第伍章 個案訪談對研究結果之推論與延伸…………………………….107
第一節 個案訪談驗證研究假說部份之整理…………………………107
第二節 理論驗證V.S.實務推論……………………………………….114
第陸章 結論與建議……………………………………………………….119
第一節 研究結論………………………………………………………….119
第二節 管理意涵與研究貢獻…………………………………………….122
第三節 研究限制與後續研究建議……………………………………….124
參考文獻…………………………………………………………………….131
中文文獻………………………………………………………………….131
英文文獻………………………………………………………………….132
附錄一 廠商問卷………………………………………………………….149
附錄二 個案訪談記錄…………………………………………………….153
圖目錄
圖1-1 研究流程圖…………………………………………………………...5
圖2-1 策略典範的演進概念………………………………………………...8
圖2-2 動態管理能力：基本的特質………………………………………..20
圖2-3 動態能力觀念性架構……………………………………………….31
圖2-4 主導管理邏輯由….發展……………………………………………35
圖2-5 主導邏輯的概念性基礎…………………………………………….39
圖2-6 主導邏輯…………………………………………………………….40
圖2-7 主導邏輯的模型…………………………………………………….44
圖2-8 在有限理性下的策略選擇………………………………………….49
圖2-9 組織的高階理論觀點……………………………………………….50
圖3-1 本研究之研究架構………………………………………………….58
圖3-2 本研究之架構、分析流程暨方法………………………………….74
圖6-1 有效動態能力模式及主導邏輯之配適情況……………………...128
表 目 錄
表2-1 產業環境動態程度之衡量指標…………………………………….12
表2-2 動態能力定義之彙整表…………………………………………….15
表2-3 動態能力與動態市場的形式……………………………………….18
表2-4 來自不同領域關於動態能力之新議題的討論…………………….21
表2-5 程序之構面與定義………………………………………………….23
表2-6 位置之構面與定義………………………………………………….26
表2-7 路徑之構面與定義………………………………………………….27
表2-8 未來策略路徑選取考量因素……………………………………….30
表2-9 多角化企業中高階管理任務的本質……………………………….36
表2-10 主導邏輯與分析階段：醫療的類推……………………………….41
表2-11 與企業管理功能有關之事業相關性要素…………………………..42
表2-12 主導邏輯相關研究彙整…………………………………………….45
表2-13 高階管理團隊同質性/異質性的利益………………………………52
表2-14 環境動態、高階管理團隊組成因素與一致性關係……………….53
表2-15 高階管理團隊相關研究整理……………………………………….54
表3-1 動態能力之構面與定義…………………………………………….62
表3-2 動態能力衡量變數彙整表………………………………………….63
表3-3 動態能力構面之衡量問項………………………………………….64
表3-4 主導邏輯之構面與定義…………………………………………….65
表3-5 在高階管理團隊同質性/異質性上使用之相關研究變數…………67
表3-6 主導邏輯構面之衡量問項………………………………………….68
表3-7 產業環境變動程度之衡量問項…………………………………….69
表3-8 高階理論相關研究所採取之績效衡量變數……………………….70
表3-9 經營績效之衡量問項……………………………………………….71
表3-10 前測問卷之內部一致性信度分析……………………………….....72
表4-1 回收樣本分布(依上市、上櫃及興櫃公司區分)……………………78
表4-2 回收樣本分布(依產業別區分)……………………………………...79
表4-3 樣本描述性統計分析結果………………………………………….79
表4-4 產業環境變動程度構面之因素分析……………………………….83
表4-5 產業環境變動程度之階層集群分析法…………………………….84
表4-6 產業環境變動程度各集群之因素分數…………………………….84
表4-7 產業環境變動程度之逐步區別迴歸結果………………………….85
表4-8 產業環境變動程度之標準化典型區別函數係數………………….85
表4-9 產業環境變動程度之區別分析分類結果………………………….85
表4-10 動態能力構面之因素分析………………………………………….86
表4-11 企業動態能力之階層集群分析法………………………………….88
表4-12 企業動態能力各集群之因素分數………………………………….89
表4-13 高階管理團隊組成同質性之構面之因素分析…………………….90
表4-14 高階管理團隊組成同質性之階層集群分析法…………………….91
表4-15 高階管理團隊組成同質性各集群之因素分數…………………….91
表4-16 高階管理團隊策略一致性之階層集群分析法…………………….92
表4-17 高階管理團隊策略一致性各集群之構面平均分數……………….93
表4-18 構面之因素分析…………………………………………………….93
表4-19 廠商問卷之內部一致性信度分析………………………………….94
表4-20 企業動態能力對經營績效之迴歸模型…………………………….95
表4-21 不同產業環境變動程度下動態能力差異之t檢定………………...96
表4-22 不同產業環境變動程度下，動態能力對經營績效之迴歸模型….97
表4-23 高階管理團隊主導邏輯對經營績效之迴歸模型………………….98
表4-24 不同產業環境變動程度下主導邏輯之t檢定……………………..99
表4-25 不同產業環境變動程度下，主導邏輯對經營績效之迴歸模型...100
表4-26 動態環境下兩構面之雙因子變異數分析(組成同質性分群)…….101
表4-27 兩構面之單純主要效果比較(組成同質性分群)………………….102
表4-28 動態能力與TMT同質性在經營績效之平均數摘要表………….102
表4-29 穩定環境下兩構面之雙因子變異數分析(組成同質性分群)…….103
表4-30 穩定環境主導邏輯單因子變異數分析(組成同質性分群)……….103
表4-31 高低動態能力績效比較(組成同質性分群)……………………….103
表4-32 動態環境下兩構面之雙因子變異數分析(策略一致性分群)…….104
表4-33 動態環境下動態能力單因子變異數分析(策略一致性分群)…….105
表4-34 高低動態能力績效比較(策略一致性分群)……………………….105
表4-35 穩定環境下兩構面之雙因子變異數分析(策略一致性分群)……106
表4-36 穩定環境下策略一致性單因子變異數分析(策略一致性分群)…106
表4-37 高低策略一致性績效比較(策略一致性分群)……………………106
表5-1 個案訪談公司基本資料…………………………………………...108
表5-2 個案訪談公司在動態能力發展模式之歸納………………………112
表5-3 個案訪談公司高階管理團隊結構與策略決策情形………………114
表5-4 個案訪談公司動態能力與主導邏輯之配適情況…………………116
表5-5 理論驗證與實務上比較與推論……………………………………118

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