企業決策構面之研究-以臺灣G公司策略聯盟為例

Tunghai University Institutional Repository > 管理學院 > 會計學系所 > 碩士論文 > Item 310901/260

Please use this identifier to cite or link to this item: http://140.128.103.80:8080/handle/310901/260

Title:	企業決策構面之研究-以臺灣G公司策略聯盟為例
Other Titles:	A Study on Dimensions of Business Decision:A Case Study on Strategic Alliance of G Company
Authors:	楊美麗 Yang, Mei-Li
Contributors:	許恩得 Hsu, En-Te 東海大學會計學系
Keywords:	價值網、經營模式、策略聯盟關鍵成功因素、企業決策構面 Value-Net, Business Model, The Key Success Factors of Strategic Alliance, The Dimensions of Business Decision.
Date:	2010
Issue Date:	2010-12-28T08:19:43Z (UTC)
Abstract:	印刷電路板為電子系統產品之母，其中乾膜光阻材料具製程關鍵地位。台灣首先生產乾膜光阻產品之一的個案公司，在面臨全球電子市場轉移亞太市場之際，適時選擇與國際知名跨國企業進行策略聯盟，此舉不僅讓個案公司成功地轉型與全球高科技公司接軌，更將全球化經營思維與安全規範等水平展開到全集團，成為台灣化工業學習典範之一。為台灣傳統本土企業利用策略聯盟發展國際化的最佳案例。<br>本研究以台灣傳統本土企業發展策略聯盟的成功案例，探討其獨特的經營決策模式與其關鍵成功因素。本研究採個案研究法，首先進行文獻探討，整合Brandenburger & Nalebuff (2006)價值網參賽者(顧客、供應商、競爭者及互補者)的競合關係與Casadesus-Masanell & Ricart (2009)經營模式決策構面(政策、資產及管理)，進而提出企業經營決策模式，接著透過訪談與資料分析，此模式除了有效解釋個案公司13年多策略聯盟決策歷程，未來也可提供企業實務及學術界經營決策參考。<br>本研究發現個案公司在發展策略聯盟過程中，從原為彼此爭取客戶的競爭者，經由策略聯盟後成為共同爭取客戶的互補者，同時整合決策構面以達成策略聯盟需求的經營模式，而策略聯盟結果不僅提高聯盟產品績效，也提升公司整體營運綜效。另發現長期策略聯盟關鍵成功因素:相近政策方向、互補資產配置及專屬管理設計等決策機制，以取得策略聯盟競爭優勢，使個案公司成為不易被取代的合作對象。<br> PCB is the most important and the basic of the electronic system; and the DFR is the key product of the electronic production process. The studied company is one of the first DFR product producers in Taiwan. By the time when the world-wide electronic production process started to move to Asia, the studied company successfully developing strategic alliance with a well known international company to produce this product. This strategic alliance has successfully brought the company to connect and join the world-wide high-tech companies. Furthermore, it brought the studied company to have a world-wide vision of the management and safety regulations through out the whole group as well as become an identical and well known strategic alliance case among the Taiwan-based traditional industrial companies. <br>This study is based on the success case of a Taiwan-based traditional industrial company who successfully developed a strategic alliance. It is to probe into the unique operational decision models and the key success factors. This study is based on the case study model. The first step is references discussion. Integrate the co-operation relationship in the Brandenburger & Nalebuff(2006) of the value-net participants(including customers, suppliers, competitors and complementors) and the dimension of business decision (including policy, assets and governance structures) in Casadesus-Masanell & Ricart(2009), we sort out a “ The business decision-making model”. Throughout the interview and data analysis process to the case company, we not only can effectively explain the success of the development process of the strategic alliance in the past 13 years in this company, but also can provide industrial reference of practical business decision as well as research field in the future. <br>In this study, it is found that in the development process of the strategic alliance, both companies started from competitors and became complementary partners. In the same time, they continued to integrate operational model to reach the business model for strategic alliance. This development results not only elevate the efficiency of the strategic alliance, but also increase operational synergy in the company. In addition, the research found key success factors to long term strategic alliance which including related policy direction, complementary assets and exclusive governance structure. These factors give the advantages to the case company in the strategic alliance competition and become a not easy to be replaced alliance partner.<br>
Appears in Collections:	[會計學系所] 碩士論文

Files in This Item:

File	Description	Size	Format
index.html		0Kb	HTML	697	View/Open

Loading...