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題名：探討台灣OEM/ODM廠商之產業定位對經營績效的影響
作者：邱悅蓉
作者(外文)：Yueh-Jung Chiu
校院名稱：元智大學
系所名稱：管理學院博士班
指導教授：廖東山
學位類別：博士
出版日期：2015
主題關鍵詞：OEM/ODM；定位；動態能力觀點；交易成本理論；OEM/ODM；position；dynamic capabilities perspective；transaction cost theory
原始連結：連回原系統網址new window
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本研究目的主要探討產業定位對OEM/ODM廠商經營績效的影響。由於分析層次與重點的不同，命題轉假設驗證較困難，因此由兩篇文章所組成。透過兩篇研究探討當OEM/ODM廠商在面對外在環境不確定性時，如何繼續保持在供應鏈中的位置提升代工的品質與精進製程和技術的能力，即代工廠之行為會影響動態能力的發展進而降低交易成本以增加經營績效。第一篇題目為「以動態能力觀點探討OEM/ODM廠商如何降低交易成本」，第二篇題目為「以交易成本理論探討電子代工廠商產業鏈位置對經營績效之影響」。
第一篇主要探討當代工廠面臨外在環境變化，是否能繼續生存? 藉由個案研究與Teece(2007)動態能力觀點為主軸，提出代工廠會因為代工過程中廠商的行為，進而提升感應機會或威脅的能力、捕捉機會的能力與轉換能力，藉此降低風險、增加機會、減少不確定性。經由研究發現提出十二項命題。第一篇文章的研究結果是代工廠透過廠商行為具備動態能力的調整能在產業鏈上繼續生存。因此，第二篇文章接續第一篇文章探討當台灣的代工廠在全球產業鏈已經具備不可或缺的位置，續留在產業鏈的上、中、下游位置，如何能發揮內部資源的效益，能在競爭多變的環境下，生存的更佳?
第二篇文章以交易成本理論中的交易特性，資產專屬性與不確定性及廠商的產業鏈位置為變數，並運用杜邦等式獲取財務比率做為變數進行追蹤資料分析。
研究對象為台灣電子業OEM/ODM廠商，依據公開資訊觀測站與台灣經濟新報獲取相關的財務數據比較其績效。研究對象共有413家代工廠，蒐集期間為2002年至2012年，共11年，共計4543筆樣本觀察值。研究結論顯示，OEM/ODM廠商位於產業鏈下游位置會弱化資產專屬性對績效的影響。當代工廠位居於產業鏈下游時，由於面臨的環境更多變，包含原物料來源不穩固，必須仰賴供應商，加上必須面對客戶訂單的不穩定。藉由此結果，可提供下游業者參考自身的產業鏈位置會遇到的狀況，而能做更佳的規劃與準備。另外，當代工廠面臨科技的不確性，會更加致力於提升技術與研發新產品，在其產業鏈位置發揮最大的資源運用效果，而能創造更佳的經營績效，在競爭激烈且多變的環境中生存。
The purpose of this paper is to explore the OEM/ODM firms’ industrial position which influences their operating performance. This paper combines two essays because the reasons are different arrangenebt of ideas、the difference points of analyzing and it is hard to transfer porpositions into hypothesis. Two essays explore when OEM/ODM firms face external environmental uncertainty, how they keep their industrial position and arise their OEM/ODM quality、dedicate the manufacturing process and technique ability. That is, OEM/ODM firms’ behaviors help to develop their dynamic capability, then decrease transaction cost and to increase operating performance.
The first essay’s topic is “A dynamic capabilities perspective exploring how OEM/ODM firms to decrease transaction cost”. The second essay is “Transaction cost theory exploring electronic OEM/ODM firms’ industrial position to influence operating performance”.
The first essay is to explore when OEM/ODM firms face competitive and changeable environment, can they still exist? This study adopts dynamic perspective (Teece, 2007) and cases study to examine OEM/ODM firms’ behaviors will arise capabilities to sense opportunity or threat、seize opportunities and transform. When firms have these dynamic capabilities, they can decrease risks、increase opportunities and reduce uncertainty. The study result we find 12 propositions to show that because OEM/ODM firms have these dynamic capabilities, they can still exist in the electronics OEM/ODM industry.
The second essay is to discuss when OEM/ODM firms have these dynamic capabilities to exist in the industrial supply chain, how they can develop their resources and exist better? The second essay uses the characteristics of transaction cost theory: asset specificity and uncertainty as well as OEM/ODM firms’ electronics OEM/ODM industry position for variables. We use DuPont Equation to get the financial ratios to represent the variables for regression analysis. The research objects are Taiwan electronic industrial OEM/ODM firms and get the data from the Market Observation Post System (MOPS) and Taiwan Economic Journal Database (TEJ). A total of 4543 samples (413 OEM/ODM firms) have been selected and studied with a yearly study period from 2002 to 2012.
The major study result of the second essay shows that when OEM/ODM firms in the downstream position, the downstream positions will weak asset specificity to influence performances. The reasons are when OEM/ODM firms are in the downstream position, firms will face more changeable environment includes unstable materials and customers’ orders. OEM/ODM firms need to depend on suppliers and customers. So the downstream firms will consider their electronics OEM/ODM industry position to prepare better and consider all situations more carefully. Otherwise, when OEM/ODM firms face technological uncertainty, they will work hard to arise their techniques and R&D and to gain better performance by expanding their resource and exist in the competitively environment.
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