產業領導企業的類型與特質之探討－從生態系觀點看台灣製造業

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Title:	產業領導企業的類型與特質之探討－從生態系觀點看台灣製造業
Other Titles:	The Category and Character of Industry Leader－The Manufacturing Industry in Taiwan--From The Business Ecosystem Viewpoint
Authors:	陳思潔 Chen, Zzu-Chieh
Contributors:	張書文;劉仁傑;胡坤德 Chang, Shu-Wen;Liu, Ren-Jye;Hu, Kun-Te 東海大學工業工程與經營資訊學系
Keywords:	商業生態系;中衛體系;拱心石;實體支配者 Business Ecosystems;System of Central-Satellite Factory;Keystone;Physical Dominator
Date:	2009
Issue Date:	2011-02-25T01:55:15Z (UTC)
Abstract:	本研究試圖運用「商業生態系」理論，描述近年台灣產業變革過程中，產業體系內部成員如何互動，與產業領導者扮演的角色，以促進成功的商業生態系。亦即提供台灣產業領導者，思考策略方向時，可針對本研究之分析結果，根據其周圍的環境與基礎條件，找尋策略目標，以促進生態系健全發展、永續成長。本研究發現中衛體系相關研究無法解釋，當環境動盪變遷時，強盛的中衛體系為何無法克服技術或產品的變化，失去競爭優勢。因此本研究根據Moore(1993)提出的商業生態系理論，以自然生態系觀點，重新審視台灣的產業環境，將其視為自然生態系。更重要的，是生態系的關鍵角色－生態系領導者(也就是產業領導者)，採取何種策略以促進生態系成長？並藉由「價值創造」與「價值獲得」兩個維度，分析生態系領導者在策略中扮演的角色類型。本研究從供應鏈上、中、下游，各選取一傑出產業領導者，並描繪其生態系，了解其成員互動情形，據此判定其採取的策略。研究結果將會推導出，產業領導者在商業生態策略中，所扮演的三種角色類型。並根據個案推論其適合的環境與基礎條件，以作為產業進行生態策略之參考。此外，本研究發現，台灣製造業的拱心石領導者比起Iansiti, M. and Levien, R. (2004b)敘述的更為廣泛，製造業的拱心石在實體互動上更為深入，深具理論性意涵。並描述台灣製造業之產業領導者，如何在動盪環境中孕育獨特台灣製造業生態系。 In this study, we try to describe that what interaction among the internal members and the roles which the industry leaders play in the changing process of Taiwan industry by applying the theory of Business Ecosystems. When thinking of policy to improve and strengthen the ecosystem, the industry leaders in Taiwan can make use of the results from this research to find the target according to its conditions.From this research, we find that the related researches of System of Central-Satellite Factory cannot explain the reason that why strong System of Central-Satellite Factory cannot overcome the challenges from technique or product change and lose the advantageous position (during dynamic stages). So, we use the view of ecosystems to re-examine the industry conditions and environment in Taiwan according to Moore’s (1993) Ecosystems theory. We treat it as a ecosystem. Most important of all, what is the (policy) taken by the key role of ecosystem, the leader of ecosystem (industry leader), in order to make the ecosystem progress? Finally, we analyses the type of the role which ecosystem leader play by the two view points—“Value Creation” and “Value Delivery.”In this research, we try to pick up three outstanding industry leaders from upstream industry, midstream industry and downstream industry in the supply chain. Then, we describe the ecosystem, and try to figure out the correlation of its members. Finally, we can make our policy according to the ecosystem. From the results, we can infer three kinds of roles which the industry leader play in the Business Ecosystems. So, we can take it as a reference of industry ecosystem policy by inferring the suitable environment and conditions for each case. In addition, we also find that the leader of Keystone in Taiwan manufacturing industry is more extensively than the one mentioned by Iansiti, M. and Levien, R. (2004b). The keystone of manufacturing industry is more deeply in physical interaction . We also illustrate that how the industry leader of Taiwan manufacturing industry construct the unique and distinctive ecosystem of Taiwan manufacturing.
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