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題名：探索品牌與代工雙元營運模式的選擇和運作
作者：郭重松
作者(外文)：Chung-Song Kuo
校院名稱：國立臺灣大學
系所名稱：國際企業學研究所
指導教授：李吉仁教授
學位類別：博士
出版日期：2017
主題關鍵詞：雙元營運模式；能力基礎；代工業務；營運模式；智慧實力策略；Dual Business Model；Capabilities-based View；OEM Business；Business Model；Smart Power Strategies
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本論文探討產品供應商在選擇與建置品牌與製造代工並行的雙元營運模式的過程中，受廠商能力、營運綜效、競爭張力的影響程度，以及策略因應之道。通過在同一組織脈絡下的四個產品線的跨時個案研究，我們提出兩個影響雙元模式選擇的決策構面：「市場區隔的創造能力」與「產品/服務的創新潛力」，並據此提出四種不同的雙元模式業務組合及其決策判準。
根據此一個案研究，我們發現廠商在建置雙元模式的初始探尋階段，潛在的綜效主要來自於對市場產生的訊號效果，但組織內部容易因認同的不一致而衍生潛在張力。待進入雙元模式的執行階段後，綜效主要來自於組織學習和資源共用，但管理內部（品牌與代工）的異質性和資源配置順序容易導致內在張力。及至雙元模式的收割階段，長短期收入平衡構成明顯的綜效，然而市場潛在衝突將帶來競爭的張力。
我們同時也發現，當產品技術屬於較為創新時，產品供應商可採用雙元模式以提高組織學習效果，但當產品漸趨多元應用與成熟時，雙元模式可有效帶來長短期收入平衡的效果。
最後，本研究也發現供應商在採用雙元模式時，會採用能結合硬軟兩種實力的策略智慧，其中以硬實力刻意提高綜效、軟實力巧妙地減少內在張力，從而提高雙元模式利益得以實現的機會。
整體而言，本研究結果期望能貢獻於吾人對於看似矛盾的品牌加代工的雙元營運模式的系統性理解，從而不僅有助於深化策略文獻對此一議題的內涵，更有助於實務上的可行性。
This research explores how less well-endowed product suppliers choose and implement brand-and-OEM dual business models (BMs, hereafter) by investigating a supplier’s required capabilities, expected synergy, and potential tensions during the choice and implementation processes, upon which adequate dual BMs and strategies are based. To implement this investigation we conduct a longitudinal case-based study on multiple product lines within a single organizational context. Based on this in-depth exploration, we propose two critical decision constructs for dual BM choices; they are segment-making capabilities and product/service innovation potential, with which various types of dual BM are intertwined. We also find that during the seeking phase of dual BM implementation, potential synergy is created via signal effect and tension generated by inconsistent identity. During the fulfilling phase, however, synergy may come from organizational learning and resource pooling, and tension from managerial heterogeneity and prioritization of resource allocation. For the harvesting phase, synergy may come from balanced long-short term outcomes and tension from market conflict. Furthermore, for products of an exploratory nature, product suppliers may adopt a model that enhances the organizational learning effect, while for exploitative products, balanced long-short term outcomes is the primary motive. Our research also finds that during the implementation processes suppliers undertake what we call smart power strategies that combine hard and soft power. Hard power deliberately increases synergy and soft power subtly reduces inherent tensions. Hence, the benefits of dual business models can be realized. Overall, our research adds new insights to the extant literature, which usually regards dual BM strategy as conceptually paradoxical and practically infeasible, and offers a decision framework for dual BMs with both theoretical foundation and practical usages.
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