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題名:事業部經營策略變遷之研究--高雄市大型建商為例
作者:曾盛杰 引用關係
作者(外文):Sheng-Chieh Tseng
校院名稱:國立中山大學
系所名稱:企業管理學系
指導教授:蔡敦浩
劉維琪
學位類別:博士
出版日期:1999
主題關鍵詞:策略變遷事業部策略主導邏輯同業互仿策略學習建築產業動盪型產業strategic changebusiness-level strategydominant logicmutual-imitationstrategic learningbuilding industrydynamic industry
原始連結:連回原系統網址new window
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本研究的主要目的,乃對企業的事業部策略進行變遷分析,希望藉由對企業策略各種變遷型態之整理、比較,能對企業策略制定的本質有進一步的瞭解。
研究者搜集次級資料,而建立起高雄市建築產業的資料庫。以此資料庫為基礎,基於縱斷面觀察之需求,從產業中約1,230家建商中,選擇在1987~1995年共9年之間,有較為大量、穩定推案的「大型建商」,做為策略變遷之分析對象。至於變遷分析之進行,則是「相對變化」與「絕對變化」兩種變遷概念並用。前者主要是計算「迴歸殘差值指標」,以衡量某家建商在某個推案變數上,相較於其它所有建商而言的變遷型態;至於後者,則是觀察建商本身的變化。
研究者發現,個別建商推案的各個變數(包括:價位、個案規模、區位分佈、產品類型分佈...等),一共會呈現出「穩定」、「同業類似」、「往特定方向修正」、「與同業平均變化趨勢同步」以及「起伏不定」等五種變遷型態。這些變遷型態在變遷幅度、方向,乃至於同業間是否類似、與同業平均變化趨勢是否一致等方面,均各有不同。因此,每家大型建商事實上是有著不同的策略變遷輪廓(change profiles)。研究者進一步審視既有的策略理論並引述經營者訪談稿指出,這些變遷型態分別與經營團隊的「主導邏輯」(dominant logic)、同業間的「互仿」、組織的「學習」以及「戰術」等有密切關聯。研究者遂認為,Porter(1980)的產業結構論、資源基礎論(resource-based view)、組織學習論及體制理論(institutional theory)等雖然是相互競爭的策略觀點,但就建商的經營作為而言,其間反而是互補的,但每個觀點有其獨特的洞察力。而當一家企業的各個「策略」變數有不同的變遷型態時,企業的策略是否必然存在,同一個變數對不同企業而言是否都具有策略性質,區分策略類型/群組是否有意義等,在論文中亦有進一步之探討。
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