台灣自行車A-Team聯盟，是由互為水平競爭關係之兩大組裝廠－巨大與美利達，為突破經營困境與協力體系共組的學習性組織，象徵著一階組裝廠整合二階協力廠共同提昇產業競爭力的具體表現。類似A-Team共存於雙階關係的競合行為，是一種新的互動觀念且具有一定程度的風險，因此本研究探討的焦點在於，提出競爭型聯盟的雙階概念，以歸納聯盟形成的理論背景與成員的互動特質，以及聯盟如何迴避互動風險與領導廠商在合作過程，如何降低競爭對手模仿風險的相關作為。由於研究議題，涉及複雜的利益交換關係，更觸及了公司策略的運用，無法簡單以問卷或訪談研究歸納其重點，故本研究選用以客觀的文獻研究法，針對產業競爭作用力、供應結構競合化、組織能力等三種理論，進行考察後發展結論性命題。 本研究發現台灣提昇產業價值的新典範，在於力求透過整合競爭作用力的過程，來達到消除利潤限制並擴大產業整體獲利的目的，更透過產業使命與願景的傳遞，活化高階消費市場的需求，促使透過學習共同創造產業全新價值。所以產業內要有洞悉產業環境與挑戰，以及擬定產業發展願景與推動策略的整合能力，才是產業突破重圍的先決條件。除此，根據理論性考察，本研究更針對了互動基礎、互動目的、互動機制、互動過程、互動風險與模仿風險的因應等議題，提出結論性的命題。以上除了對策略聯盟與組織學習等理論賦予新義外，更提供給相似聯盟作為自我檢視的一種依據，也驗證互動風險以及模仿風險，將會由於整體或個體的價值提昇，而降低企業在意的程度。 Organized by top two assembly factories—Giant and Merida along with the cooperation system, Taiwan's bicycle A-TEAM alliance represents how first-stage assembly factories and second-stage cooperation factories promote the industrial competitiveness. The competitive and cooperative approach which coexists in the two-stage relation involves in certain risk. This study, therefore, aims to provide the competitive and cooperative concept in competitive alliances to form the theory background and characteristics of members in an alliance, discuss the way to avoid risk while interacting and to reduce the imitation risk by the market players. This study applied the literature review method and focused on theories such as industry competitive forces, coopetition in supply structures and organizational capability due to the research issue involves in complicated interest exchanges, business strategies, and can hardly be systematized by questionnaires or interviews.We concluded that the process of integrating industry competitive forces and the message of industrial mission and willing promotes the need of the high-level consuming market and also create a brand new industrial value. The industry can only break the siege when industrial members are aware of environments and challenges and capable of studying out the developing willing and promoting strategies. Moreover, we also provided a conclusive proposition on interactive basis, purposes, mechanisms, processes, risks and the imitation risk. Not only addressed new definitions on strategy alliance and organizational learning, but also brought out the reference for other alliances. The examination of interactive risks and the risk of being copied can be reduced by promoting the value of individual or entirely.
