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題名：掌握價值活動重組契機--後進廠商的邊陲進入策略
書刊名：管理評論
作者：李仁芳 引用關係／高鴻翔
作者(外文)：Lee, Jen-fang／Kao, Hung-hsiang
出版日期：2011
卷期：30:1
頁次：頁1-16
主題關鍵詞：互補性資產；價值活動重組；後進廠商；邊陲；進入策略；Complementary asset；Value-adding activity restructuring；Attacker；Niche；Entry strategy
原始連結：連回原系統網址new window
相關次數：
  • 被引用次數被引用次數:期刊(2) 博士論文(1) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:1
  • 共同引用共同引用:0
  • 點閱點閱:63
本研究主要目的在於透過對台灣半導體領導廠商聯發科拓銷中國大陸手機晶片市場的個案研究，延伸Teece所提PFI架構中關於互補性資產的探討，以探討後進國的新興廠商，在技術落後、資金缺乏的情況下，如何成功地發展創新營運模式，於特定市場超越科技創新的國際廠商。本研究發現，後進國的新興廠商要成功地發展創新營運模式，於特定市場超越科技創新國際廠商，必須與產業新興勢力結合，發掘具成長潛力但被忽視的通路商品牌市場；並結合通路品牌廠商、善用產業價值鏈、調整企業本身能耐組合，以嶄新價值活動組合創造優勢；再以產品多樣性、迅速的市場反應速度、低廉成本塑造「整體方案價值」，進而從邊陲進軍主流市場。
This study starts off by analyzing the case of MediaTek, a leading Taiwanese semiconductor manufacturer, to understand how it expanded into the Chinese mobile phone chipset market. By extending complementary asset of Teece's PFI framework, the study then explores into how technologically back-warded, capital-stressed market attackers adopt innovative operating models to effectively compete with leading international innovators in specific markets.According to the findings of this study, in order to develop a successful niche entry strategy to out-compete leading international innovators in specific markets, attackers of developing countries must partner with emerging forces of the industry to identify market spaces where channel brands have shown great potential for growth but have so far been neglected. In addition, these attackers must collaborate with channel brand players, leverage the industrial value chain, and re-structure their own capability mix to create distinctive edges with brand new value-adding activities, and then develop customer competitive advantages through product diversification, rapid market response, and low-cost operations, to finally break into the mainstream market.
期刊論文
1.Bhattacharya, Arindam K.、Michael, David C.(2008)。How Local Companies Keep Multinationals at Bay。Harvard Business Review，86(3)，85-95。  new window
2.Helfat, C. E.、Lieberman, M. B.(2002)。The birth of capabilities: market entry and the importance of pre-history。Industrial and Corporate Change，11(4)，725-760。  new window
3.Baldwin, Carliss Y.、Clark, Kim B.(1997)。Managing in an age of modularity。Harvard Business Review，75(5)，84-93。  new window
4.Mitchell, W.(1989)。Whether and When? Probability and Timing of Incumbents' Entry into Emerging Industrial Subfields。Administrative Science Quarterly，34(2)，208-230。  new window
5.Abernathy, William J.、Utterback, James M.(1978)。Patterns of Industrial Innovation。Technology Review，80(7)，40-47。  new window
6.Teece, David J.、Pisano, Gary、Shuen, Amy(1997)。Dynamic Capabilities and Strategic Management。Strategic Management Journal，18(7)，509-533。  new window
7.Teece, David J.(1986)。Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy。Research Policy，15(6)，285-305。  new window
8.Teece, David J.(2007)。Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance。Strategic Management Journal，28(13)，1319-1350。  new window
9.Pettigrew, Andrew M.(1990)。Longitudinal Field Research on Change: Theory and Practice。Organization Science，1(3)，267-292。  new window
10.Jacobides, Michael G.、Knudsen, Thorbjørn、Augier, Mie(2006)。Benefiting from Innovation: Value Creation, Value Appropriation and The Role of Industry Architectures。Research Policy，35(8)，1200-1221。  new window
11.Chiasson, Mike W.、Elizabeth Davidson(2005)。Taking Industry Seriously in Information Systems Research。MIS Quarterly，29(4)，591-605。  new window
12.Pisano, Gary(2006)。Profiting from Innovation and the Intellectual Property Revolution。Research Policy，35(3)，1122-1130。  new window
13.Pisano, Gary P.、Teece, David J.(2007)。How to Capture Value from Innovation: Shaping Intellectual Property and Industry Architecture。California Management Review，50(1)，278-296。  new window
14.Teece, David J.、Gary Pisano、Amy Shuen(2006)。Reflections on 'Profiting from Innovation'。Research Policy，35(3)，1131-1146。  new window
15.Tripsas, Mary(1997)。Unraveling the Process of Creative Destruction: Complementary Incumbent Survival in the Typesetter Industry。Strategic Management Journal，18，119-142。  new window
會議論文
1.李仁芳(2007)。產業後進地區自主創新的發展：臺灣資通產業經驗。北京。17-41。  延伸查詢new window
2.Kao, Hung-Hsiang、Lee, Jen-Fang(2009)。An Unintended Result of a Well-Intentioned Policy--A Deep-Dive into China's Mobile Phone Industry Policy。  new window
圖書
1.Markides, Constantinos C.、Geroski, Paul A.(2004)。Fast Second: How Smart Companies bypass Radical Innovation to enter and Dominate New Markets。John Wiley and Sons。  new window
2.D'Aveni, Richard A.(1994)。Hyper Competition。New York：The Free Press。  new window
3.Roussel, Philip A.、Saad, Kamal N.、Erickson, Tamara J.(1991)。Third Generation R&D。Harvard Business School Press。  new window
4.Moore, G. A.(1991)。Crossing the chasm: Marketing and selling high-tech products to mainstream consumers。New York：Harper Business。  new window
5.Hobday, M.(1995)。Innovation in East Asia: The Challenge to Japan。Edward Elgar。  new window
6.Christensen, Clayton M.(1997)。The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail。Harvard Business School Press。  new window
7.蔡明介、林宏文(2001)。競爭力的探求。台北。  延伸查詢new window
8.Jellis, Gerard J.、Golder, Peter N.(2002)。Will and Vision: How Latecomers Grow to Dominate Markets。New York。  new window
圖書論文
1.Porter, Michael E.(1983)。The Technological Dimension of Competitive Strategy。Research on Technological Innovation, Management and Policy。JAI Press。  new window
 
 
 
 
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