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題名:企業家精神、競爭策略,與臺灣企業的成長
作者:江振瑋
作者(外文):Zhen-wei Chiang
校院名稱:逢甲大學
系所名稱:經濟學所
指導教授:顏厚棟
學位類別:博士
出版日期:2012
主題關鍵詞:企業家精神策略領導競爭優勢原廠設備製造自有品牌中小企業策略管理competitive advantagestrategic leadershipSMEsOEMentrepreneurshipstrategic managementOBM
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本研究主要透過企業家精神並結合企業家學習、策略管理、與策略領導等理論來探討企業成長。實證案例研究的部分係利用台灣不同的產業類別,並分別以3種不同的角度來探討,包括:(1)台灣前20大品牌廠商中,透過企業營運模式由OEM成功是BM以成就企業成長的廠商;(2)一個台灣非熱門產業,其公司草創便以OBM為營運模式而最後成為跨國企業的動態成長過程;(3)一個台灣當紅產業自始至終都以OEM為其營運模式,其由中小企業發展成為跨國企業的成長路徑。本研究透過這三種截然不同的軌跡來說明企業的成長與轉型,並嘗試提出一般化的企業成長架構。由於已開發國家的跨國採購需求、政府積極的外貿政策,與相對低廉的勞動與土地成本,台灣的中小企業得以進入全球供應鏈。藉著仿傚與OEM策略,這些中小企業累積能力與充分的資本;再加上與已開發國家跨國企業生意上聯結,和這些企業家的學習與資源的調度,一些傑出的企業家充分發揮策略領導,使得這些中小企業得以踏上迎頭趕上的路徑,順利轉型由中小企業成長為跨國企業。台灣中小企業成長與轉型的案例值得其他開發中國家的廠商做為參考。
This study investigates the growth of the firms through the key element of entrepreneurship and incorporating the fields of entrepreneurial learning, strategic management, and strategic leadership. The case studies are conducted from Taiwanese firms across various series of industries that are divided into three aspect of discussions: (1) top 20 Taiwan brands of firms that have transformed the business model from OEM to OBM to achieve their growth, (2) the dynamic process of a firm from Taiwanese rarely acknowledged industry, which practices OBM from its beginning to facilitate its growth from a start-up to a global enterprise, and (3) the growth path of a firm from Taiwanese champion industry going from SME to MNC, which forwards its growth via upgrading OEM. Through these three distinct trajectories discussions, this research explains firm growth and transformation and tries to establish a common framework. Taking advantages of outsourcing demands from Western developed countries, the government’s outward-oriented policy, and relatively lower labor and land costs, Taiwanese SMEs have integrated themselves into the international production network. These SMEs accumulated capabilities and sufficient capitals to achieve firm growth through replicative or OEM strategies. Through their business linkage, learning process, and resource leverage, some audacious entrepreneurs with their moderating force of strategic leadership have facilitated firm transformation to help the firms stepping onto the catch-up path from SMEs to MNCs. The experiences of Taiwanese SMEs on firm growth and transformation offer a useful lesson for firms in latecomer nations.
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