臺灣人文及社會科學引文索引資料庫系統

:::

詳目顯示

回上一頁
第 1 筆 / 總合 1 筆   第一頁 上一頁 下一頁 最後一頁
/1頁
題名：動態能力對任務環境與通路演化之調節效果
書刊名：企業管理學報
作者：曾紀幸 引用關係／劉姿岑
作者(外文)：Tseng, Chi-hsing／Liu, Tzu-tsen
出版日期：2011
卷期：91
頁次：頁1-31
主題關鍵詞：動態能力；任務環境；行銷通路；自行車；Dynamic capabilities；Task environment；Marketing channels；Bicycle industry
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(0) 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:10
  • 點閱點閱:28
本研究旨在探討環境與通路結構的配適關係，並應用動態能力理論，探討組織轉型成功的驅動力。過去有關動態能力之研究，大多為觀念性成是橫斷面的研究，有關縱斷面的動態能力之觀察尚不多見，因此本研究將以個案研究方法，對自行車業的通路演化、與資源能力變化做長期的比較分析。選擇自行車業為研究對象，主因在於自行車業者的通路演化與外部環境變遷息息相闕，而台灣的自行車產業從過去的代工、逐漸成功建立自有品牌，並在全世界佔有舉足輕重的地位，其成功經歷與動態能力的累積有關，故值得深入探討。自行車業者中，又以巨大機械（捷安特）與美利達的案例最具代表性，因此本研究以這兩家公司為研究對象。經實地訪問、資料分析與歸納後，本研究發現：任務環境不確定性會影響企業的行銷通路，當企業面臨任務環境不確定性越高，則企業傾向於建立多元的行銷通路模式。本研究亦發現企業歷年累積的資源亦會影響其未來之經營方向。最後，本研究發現動態能力具有影響環境與通路演化之間的關係之調節效果。換言之，若企業擁有較強的動態能力，可順利將過去累積的資源加以轉化並重新配置，使其更容易執行新策略。
This research aimed to explore the fit relationship between environment and channel structure. Applying dynamic capabilities theory, this study probed the driving force of successful organization transforming. Most of dynamic capabilities relevant studies are conceptual or cross sectional research and are lack of longitudinal researches. Therefore, this research applied cases study to analyze the long term channel evolution and resources of bicycle industry. The main reason to choose bicycle industry is that its channel evolution is highly related to external environment changing. Taiwanese bicycle industry has been successful upgraded from OEM/ODM to OBM and has owned an important position in the world. The success of bicycle industry attributed to the accumulation of dynamic capabilities, so it is worth to further explore. Among these bicycle companies, Giant and Merida are the most representative firms. Therefore, this study selected these two companies as research cases. After interviewing, data collection and analyzing, this research found that the task environment uncertainty will affect firm's marketing channel structure. The more turbulent the task environment that firm faces, the more likely the firm will establish multiple marketing channels. This study also found that accumulation of firm's resources also will affect its future development. Finally, this study found that there are moderating effects of dynamic capabilities on the relationship between environment characteristics and marketing channel evolution. In other words, if firm had stronger dynamic capabilities, such as able to accumulated resources and then further reconfigure and transform those resources, then it could perform new strategies more smoothly.
期刊論文
1.Griffith, D. A.、Noble, S. M.、Chen, Q.(2006)。The performance implications of entrepreneurial proclivity: A dynamic capabilties approac。Journal of Retailing，82(1)，51-62。  new window
2.Boyle, Brett、Dwyer, F. Robert、Robicheaux, Robert A.、Simpson, James T.(1992)。Influence strategies in marketing channels: Measures and use in different relationship structures。Journal of Marketing Research，29(4)，462-473。  new window
3.Ho, Y. C.、Tsai, T. H.(2006)。The Impact of Dynamic Capabilities with Market Orientation and Resource-based Approaches on NPD Project Performance。Journal of American Academy of Business Cambridge，8(1)，215-229。  new window
4.Herriott, Robert E.、Firestone, William A.(1983)。Multisite Qualitative Policy Research: Optimizing Description and Generalizability。Educational Researcher，12(2)，14-19。  new window
5.Miller, Danny、Friesen, Peter H.(1983)。Strategy-Making and Environment: The Third Link。Strategic Management Journal，4(3)，221-235。  new window
6.Helfat, Constance E.、Peteraf, Margaret A.(2003)。The dynamic resource-based view: capability lifecycles。Strategic Management Journal，24(10)，997-1010。  new window
7.Griffith, D. A.、Harvey, M. G.(2001)。A resource perspective of global dynamic capabilities。Journal of International Business Studies，32(3)，597-606。  new window
8.Duncan, R. B.(1972)。The Characteristics of Organizational Environment and Perceived Environmental Uncertainty。Administrative Science Quarterly，17，313-327。  new window
9.Klein, S.、Frazier, G. L.、Roth, V. J.(1990)。A Transaction Cost Analysis Model of Channel International Markets。Journal of Marketing Research，27(2)，196-208。  new window
10.Barney, Jay B.(2001)。Is the Resource-Based "View" a Useful Perspective for Strategic Management Research? Yes。Academy of Management Review，26(1)，41-56。  new window
11.Mohr, J. J.、Nevin, J. R.(1990)。Communication strategies in marketing channels: a theoretical perspective。Journal of Marketing，54(4)，36-51。  new window
12.Anderson, Erin W.、Weitz, Barton(1989)。Determinants of continuity in conventional industrial channel dyads。Marketing Science，8(4)，310-323。  new window
13.Teece, David J.、Pisano, Gary、Shuen, Amy(1997)。Dynamic Capabilities and Strategic Management。Strategic Management Journal，18(7)，509-533。  new window
14.Eisenhardt, Kathleen M.、Martin, Jeffrey A.(2000)。Dynamic Capabilities: What Are They?。Strategic Management Journal，21(10/11)，1105-1121。  new window
15.Anderson, Erin、Weitz, Barton(1992)。The use of pledges to build and sustain commitment in distribution channels。Journal of Marketing Research，29(1)，18-34。  new window
16.Wernerfelt, Birger(1984)。A Resource-based View of the Firm。Strategic Management Journal，5(2)，171-180。  new window
17.Barney, Jay B.(1991)。Firm Resources and Sustained Competitive Advantage。Journal of Management，17(1)，99-120。  new window
18.Eisenhardt, Kathleen M.(1989)。Building Theories from Case Study Research。Academy of Management Review，14(4)，532-550。  new window
19.李欣岳(2007)。巨大和美利達打造單車界的哈雷。數位時代，159，20-23。  延伸查詢new window
20.Anderson, E.、Weitz, B.(1986)。Make-or-Buy Decisions: Vertical Integration and Market Productivity。Sloan Management Reveiew，27，3-19。  new window
21.Wiilliamson, O. E.(1999)。Strategy Research。Governance and Competence Perspectives，20，1087-1108。  new window
22.Zott, C.(2003)。Dynamic Capabilities and the Emergence of Intraindustry Differenial Firm Performance: Insights from a Simulation Study。Strategic Management Journal，24(2)，97-125。  new window
圖書
1.Robbins, S. P.(2001)。Organization Theory: Structure, Design, and Applications。Englewood Cliffs, NJ：Prentice Hall。  new window
2.林靜宜(2008)。捷安特傳奇 : GIANT全球品牌經營學。臺北：天下遠見。new window  延伸查詢new window
3.Hardy, K. G.、Magrath, A. J.(1988)。Marketing Channel Management: Strategic Planning and Tactics。Glenview, IL：Scott and Foresman Company。  new window
4.魏錫鈴(2009)。騎上峰頂：捷安特與劉金標傳奇。台北：聯經出版事業股份有限公司。  延伸查詢new window
5.Daft, Richard L.(2001)。Organization, Theory, and Design。South-Western College Publishing。  new window
6.Miles, Matthew B.、Huberman, A. Michael、張芬芬(2005)。質性研究資料分析。雙葉書廊。  延伸查詢new window
7.Yin, Robert K.(2003)。Case Study Research: Design and Methods。Sage Publications。  new window
8.Helfat, C. E.、Finkelstein, S.、Mitchell, W.、Peteraf, M. A.、Singh, H.、Teece, D. J.、Winter, S. G.(2007)。Dyanmic Capabilities: Understanding Strategic Change in Organizations。Malden, MA。  new window
9.Jain, S. C.(1990)。Marketing Planning and Strategy。Ohio。  new window
10.Thompson, J. D.(1960)。Organizationals in Action: Theory and Practice。New York。  new window
11.Coughlan, A. T.、Anderson, E.、Stern, L. W.、EL-Ansary, A. I.(2006)。Marketing Channels。New Jersey。  new window
其他
1.王忠慶(2009)。自行車製造業景氣趨勢調查報告，http://tie/tier.org.tw。  延伸查詢new window
2.王建彬(2009)。我國自行車產業回顧與展望，http://www.cnfi.org.tw/kmportal/front/bin/ptdetail/phtml?category=100289&Part=magazine9808-473.11。  new window
3.王建彬(2009)。車輛產業回顧與展望，http://www.cnfi.org.tw/kmportal/front/bin/ptdetail/phtml?category=100289&Part=magazine9608-449.18。  new window
4.曾麗芳(2009)。兩大自行車廠通路大改革。  延伸查詢new window
5.天下雜誌(2010)。1000大排名製造業，http://www.cw.com.tw/survey。  延伸查詢new window
6.Molin, M. J.(2000)。Dynamic Capabilities, How Can We Make Them Works?。  new window
 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top
QR Code
QRCODE

臺灣人文及社會科學引文索引資料庫

目前上線人數：716（臺灣：709，外國：7） ／ 本年度總使用人次：2196945 ／ 訪客人次（自102年09月）：67999054
國家圖書館著作權聲明 Copyright © 2013 All rights reserved.
本館地址: 100201臺北市中山南路20號． 本館地圖及交通資訊．
總機：(02)23619132．最佳瀏覽解析度為1024x768以上