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題名:競爭力重要性認知與執行層面之差異性分析–以台灣中小企業為例
作者:王明郎
作者(外文):Ming-Lang Wang
校院名稱:中華大學
系所名稱:科技管理研究所
指導教授:田效文
學位類別:博士
出版日期:2006
主題關鍵詞:中小企業功能性領域競爭力績效個案研究small and medium-sized enterprises (SMEs)functional areacompetitivenessperformancecase study
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競爭力重要性認知與執行層面之差異性分析 – 以台灣中小企業為例
學生:王明郎 指導教授:田效文博士
摘 要
自二次大戰後台灣中小企業在不同的階段對國內經濟的發展皆扮演關鍵的角色,截至目前為止台灣仍有超過110萬家中小企業,雇用勞工數約有755萬人,約佔總雇用勞動77.18﹪,銷售額佔全部企業之比重為30.6﹪(中小企業白皮書,2005),由此可知,中小企業對台灣的經濟發展仍扮演舉足輕重的角色。中小企業由於對環境的應變能力大、處理困難的韌性強、充分應用網路關係、把握機會分散風險、靈活的引進技術、冒險患難的精神、具旺盛的企業理念、快速整合及高度出口導向,以及積極開拓市場等特性,進而創造舉世聞名的台灣奇蹟。然而,自1980年代起由於受到國際保護主義的壓力,同時面臨環保意識的覺醒,及工資低廉的後起開發中國家產品的激烈競爭,為求永續經營與發展,中小企業勢必往調整結構、提高技術層次、推動自動化作業及提昇事業功能能力的方向邁進以提昇競爭力。
本研究透過文獻探討獲得在行銷、產品設計及研發、製造、及人力資源管理等四大能力構面的指標,再經由對五家中小企業的經理者預試,確定三十六項能力指標作為中小企業競爭力來源的依據,並採用問卷調查的方式探討對競爭力構面的重視與事業績效的關聯性。研究結果發現:對上述四項功能性領域的重視對事業績效均具有正面的影響,同時由問卷調查的結果得知,除了在製造領域的能力指標在重要性認知與執行上無顯著差異,印證了台灣中小企業以代工起家所專精的是製造能力的認知,然而在其它三項功能性領域本研究發現有九項指標在重要性認知與執行上產生差異:(1)產品及服務的品質;(2)建立自有品牌;(3)開發獨特市場;(4)發展新的促銷手法;(5)新產品及服務的研發;(6)減少新產品研發的前置時間;(7)研發資金的投入;(8)訓練課程的推行;(9)員工授權。此九項能力指標均位於本研究二維矩陣的「迫切改善區」。後續,本研究以個案研究法,結合深度訪談、半結構式問卷、檔案資料蒐集、及實地觀察探討上述九項指標造成差異的原因,進而發展命題以供企業的經營者,作為改善體質提昇經營能力的策略依據。
關鍵詞:中小企業、功能性領域、競爭力、績效、個案研究
The Analysis of Difference Between Recognition of Importance And Level of Implementation on Competitiveness ─ An Example of Taiwan’s SMEs
Student : Ming-Lang Wang Advisor : Dr. Shiaw-Wen Tien
Abstract
After the World WarⅡ,small and medium-sized enterprises (SMEs) in Taiwan have played the critical roles in different stages of the economic development of the nation. Presently, there are more than 1.1 million SMEs in Taiwan, with 7.55 million employees, i.e. 77.18 per cent of total labor employed, and the total revenue of SMEs accounts for about 30.6 per cent of total production value (SMEA White Paper, 2005). According to the data mentioned above, the SMEs still play the key roles of the economic advance in Taiwan. There are some characteristics of SMEs: great reaction capability in the changing environment, mighty tenacity in dealing with trouble, ample application of network relationship, grasping chances, spreading out the risk, speedy introduction know-how, the spirit to take a chance, possession of strong enterprise’s ideal, quick mergence and high export-orientation. Because of the contribution of these businesses, the SMEs create the worldly well-known economic miracle in Taiwan. Nevertheless, after 1980’s, Taiwanese SMEs are facing the pressure of international protectionism, green environment protectionism, and fierce competition in product market from the developing nations due to cheaper wage rate. To attain the goal of on-going business and development, the SMEs should adjust their structures, improve their technologic level, push automation in operation, and improve enterprises’ functional capabilities to enhance the competitiveness of SMEs.
From literature review, the study obtains some capability indicators in four functional areas of marketing, product design and development, manufacturing, and human resource management. Besides, after the pre-test of five managers, the study confirms thirty-six competence indicators as the sources of competitiveness of the SMEs in Taiwan. This study conducts a survey to measure the relationship between competitiveness constructs and performances. The research finds that the improvement of competitiveness constructs has positive influence on performance. At the same time, from the result of survey, there is no significant difference between importance recognition of competence indicators and implementation level in manufacturing area, and this shows why the SMEs in Taiwan which are based on OEM and expert in manufacturing competence. Nevertheless, this study finds there are nine competence indicators in three functional constructs with significant difference between recognition of importance and level of implementation: (1) the quality of products and services (2) establishing private brand (3) exploring niche market (4) creating new promotion ways (5) the research and development of new products and services (6) reducing the lead time of new product research and development (7) the infusion of research and development fund (8) promotion of training classes (9) employee authorization. These items are all located on the section of “the urgent improvement areas” of two-dimension matrix in this study. Additionally, by using case study, combining on-site interviews, semi-structural questionnaires, archival documentation collection, and observation, this study explores what make the nine items difference. Finally, the study proposes some propositions for business-operators as a strategy basis to improve business constitutions and enhance the capacity of operation.
Keywords: small and medium-sized enterprises (SMEs), functional area, competitiveness, performance, case study
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