第五章 結論與未來研究方向
5.2 未來研究課題
本研究初步完成上述研究主題，但於分析過程中仍不免有許多疏失與遺漏，因此以 下提出本研究分析過程中發生的研究限制與未來研究課題：
研究限制一，認為策略群組的結構是企業獲利的主要決定因子：
當我們針對策略群組作成本分析時，必須專注於考慮各個活動的差異性而不應只想 到總成本的差異，因為即使兩家公司的平均單位成本看似非常相似，但是其實確有極為 不同的成本結構，這些差異清楚地反映了不同公司具有截然不同的競爭部位。除此之
外，每一家公司的成本系統中有許多錯綜複雜的成本項目必須要加以釐清才可以用來作 為估計競爭者成本結構的參考。換言之，不應該以各個廠商的商品混合生產狀況來表述 各個廠商間的成本差異，因為事實上是不存在所謂平均商品成本的事實，例如『平均台 積電公司』與『平均聯電公司』。在進行產業分析時，盡量不要以某一產業的平均數字
（如獲利率）來判斷該產業是否值得投入。
未來研究課題：
為了專注於考慮各個活動的差異性以找出廠商的競爭優勢，未來研究擬以個案分析 或定性分析，以彌補定量分析時所產生的疏失。
研究限制二，研究方法屬於靜態模式，缺乏動態分析：
廠商之間的關係會隨其採行之策略轉變而隨時變化，因此應當以具前瞻性之目光描 繪未來，而非侷限於描述過去所發生的企業宏景變化，成功地預測企業宏景將如何變化 的能力具有極高的價值。在這個觀點上，區分短期變動與長期動態變化的能力很有幫 助。雖然本研究有注意到短期動態變化的短暫效應 (transient effects)，諸如景氣循環 (business cycles) 的現象23，然而仍欠缺動態分析，以有效提出廠商競爭策略。
未來研究課題：
長期而言，觀察重點除了應落於下列諸動態變化：市場成長率、消費者需求之演進、
產品與製成創新的速度、保持競爭所需經濟規模之變化、原物料成本之變化、金融兌換 率之變化等以外，根據 Ghemawat (1999) 建立動態理論的架構（如圖 18），亦即思考企 業今日選擇執行的作業活動與消耗的資源，對企業明日握有的資源與機會組合內容的影 響。
23景氣循環對產能主導的產業有特別重要。所謂產能主導蘊含有初期投資金額特別大，得靠充分使 用產能以求回收的意思。以半導體製造業為例，整合型 IDM 試圖技術創新所作出的努力每每因為景氣落 底而難盡其功。
企業握有的資源 投入資源之承諾 作業活動
圖 11 動態理論下的企業觀
研究限制三，以新竹科學園區廠商為研究對象，欠缺對照組廠商：
本研究除了第四章以台灣經濟新報資料庫所提供之資訊電子業上市（上櫃）公司為 研究對象外，其餘主要以新竹科學園區廠商為主，雖然有前述所言，園區內廠商多屬高 科技廠商，以及為避免實證分析中產生的不可觀察因素，如政策差異所產生的干擾，造 成估計偏誤，而以園區廠商為研究對象。但相對而言，僅利用折科廠商研究則無法較具 體地分析竹科成功的因素，這些因素包括優惠政策、進入園區審核程序、園區產生的群 聚效應等。
未來研究課題：
可選擇同一產業，例如光電產業，藉以比較園區內與園區外廠商的績效差異，並進 一步探討政府科技政策或園區帶來的群聚效應，在廠商經營績效差異中所扮演的角色。
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