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題名:以資源基礎理論探討流通業物流能力、企業策略與經營績效之關係
作者:林津瑩 引用關係
作者(外文):Lin, Jin-Ying
校院名稱:國立臺北大學
系所名稱:企業管理學系
指導教授:方文昌
學位類別:博士
出版日期:2006
主題關鍵詞:資源基礎理論流通業物流能力策略性物流物流績效Resource-based TheoryDistribution IndustryLogistics CapabilityStrategic LogisticsLogistics Performance
原始連結:連回原系統網址new window
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從20世紀末進入到21世紀,流通業產生非常大的變動。尤其是資訊化社會使得變化的速度更加的快速。而資訊化社會最重要的原動力有二:一為以電腦為基礎的資訊科技和通訊科技;一為追求文化面和精神面的生活價值觀。此生活價值觀則建立在面對必須滿足高級化和個性化消費需求下,在「對」的時間、地點,以「對」的價格提供適當品質的產品或服務的同時;為確保企業本身的競爭優勢,不論生產或流通企業無不善用開發的資訊科技來執行企業的經營策略。為此所產生的種種變革統稱為「第二次流通革命」,使得流通業有單獨被探討的必要性。
再加上因網際網路興起所產生的網路行銷,使得顧客和企業、企業和企業之間的關係產生重大的轉變,促使全球各地的企業正與少數的供應商建立更密切且持久的夥伴關係藉以降低成本、迅速反應市場的變化,來提昇企業的經營績效,進而維持組織持久性競爭優勢,所以未來的競爭不再是企業間的競爭,而是跨業種業態的競爭也是供應鏈與供應鏈的競爭。而被稱為第三利潤源的物流,在流通產業裡對企業的經營策略中扮演的角色為何?是一重要的課題。
本文旨在以資源基礎理論探討流通業物流能力、企業策略與經營績效之關係。依據相關文獻以邏輯建立研究模式,針對物流能力(市場能力、流程能力、資訊能力)、企業策略(成本領導策略、差異化策略)與經營績效(物流績效)等研究變數,以台灣流通業為研究對象,採郵寄問卷蒐集資料,並以多元迴歸分析驗證研究模式。
研究發現經由策略做中介變數對經營績效的影響較顯著,這說明策略對企業經營上的重要性。但在研究上也發現流程的物流能力與差異化策略的關係為非正相關;及市場能力對經營績效的影響也非正相關。此研究結果可做為未來對流通業應有的物流能力之分類的探討議題。亦可做為企業界作為建立物流能力的依據,以提昇經營績效、創造企業持續競爭優勢。
關鍵字:資源基礎理論、流通業、物流能力、策略性物流、物流績
Distribution industry has a huge fluctuation from the end of the twenty century through the twenty-first century, especially for information society which has sped up the change of the distribution industry. There are two motivations for the information society. The first motivation is information technology and communication technology by the computer-based; the second one is life style for culture and spirit aspect. This life style has to build consumption demand with high-level and individuality; meanwhile, the purchasing accompanies the appropriate product and service at the “right” time, location, and price. For the organizational competitive advantages, both of productivity and distribution use information technology to execute the strategies of the organization. This change is called “the second distribution revolution” that is necessary for distribution industry to be investigated into research independently.
Furthermore, network marketing with the Internet causes a significant change between the relationships with Customer To Business and Business To Business. Organizations through network marketing create the closer and longer partnerships with few suppliers in order to reduce cost and fit market fluctuation and further organizations keep extended competitive advantages through promoting organizational performance. Therefore, future competitions belong to the competitions of the across-industries or the competitions between supply chain and supply chain. It is not viewed to contend for distribution industries anymore.
The purpose of this study was founded on resource-based theory to explore the relationship among logistics capability, business strategy and logistics performance. According to the relevant literatures, this study built up a research model and some
variables on logistics capability (market capability, process capability and information capability), business strategy (lost-cost strategy and differentiation strategy) and organizational performance (logistics performance). The subject was the distribution industry in Taiwan and was conducted survey by mail collection and confirmed the research model by multiple regression analysis.
This study found that there was a significant difference for the organizational performance when business strategy was an intervening variable. It meant that business strategy plays an important role to the logistics performance. However, the research also found that there was not a positive relationship between logistics capability and differentiation strategy; also not a positive relationship between market capability and organizational performance. The results of the study may be a major issue for the classification of the logistics capability in the future distribution industries. Meanwhile, the results may be the reference indicators of the logistics capability so as to promote logistics performance and create extended competitive advantage of the organization.
Key word: Resource-based Theory, Distribution Industry, Logistics Capability,
Strategic Logistics, Logistics Performance
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