莊煙進、陳木榮

全球化產業下邊陲廠商之資源能力建構與組織學習、業務型態關係之研究-以台灣自行 車、輪胎產業為例

莊煙進、陳木榮

E-mail: [email protected]

摘 要

全球化下原屬邊陲之新興工業國家(Newly Industrialized Countries, NICs)廠商的國際競爭力逐漸增強，不論是傳統產業、或 是新科技產業(如台灣、南韓的行動通訊業)，其國際分工角色由早期的委託代工(Original Equipment Manufacturing; OEM)，

逐步轉變為設計加工(Own Designing and Manufacturing; ODM)或自有品牌行銷(Own Branding and Manufacturing; OBM)等 型態。此種經營型態的轉變，不僅代表廠商在產業價值垂直鏈上的活動範圍變化，也展現邊陲廠商透過技術學習以建構資 源能力產生之成果。 本研究嘗試以社會學家Wallerstein(1974)的世界體系概念「核心」與「邊陲」的理念類型，套用於廠商 代工業務關係，並運用資源基礎理論、組織學習、業務型態等理論，進行相關文獻探討，發展邊陲廠商資源能力建構的理 論架構。試圖對「邊陲廠商資源能力建構與業務型態發展關係」的現象，做初步的探索。並以組織學習的觀點，探討「邊 陲廠商不同資源能力建構與組織學習類型的關係」。 本研究結果發現，台灣代工廠商在合作過程中，會不斷尋求本身有利 的地位，試圖與核心廠商建立緊密的關係。從過去以製造為基礎，到後來的研發設計，甚至建立自有品牌，此種隨著外部 競爭環境轉變，而不斷調整本身在產業中的重要性及策略地位，這是台灣代工廠商由邊陲→半邊陲→核心地位演進的一種 獨特模式。 本研究採個案研究方法，以台灣自行車及輪胎產業為研究對象，經研究結果推導出以下命題： 1.邊陲廠商傾向 採經驗式、適應性學習類型，以建立其製造組裝能力。 2.邊陲廠商傾向採經驗式、創造性學習類型，以建立其研發設計能 力。 3.邊陲廠商傾向採文書式、適應性學習類型，延伸其研發設計能力，強化製造效率及品質。 4.邊陲廠商傾向採經驗式

、創造性學習類型，以建立其行銷能力。 5.邊陲廠商傾向採文件式、創造性學習類型，延伸其行銷能力，強化產品開發設 計能力。 6.建立行銷能力為主的邊陲廠商，傾向採用OBM業務型態。 7.建立研發設計能力為主的邊陲廠商，傾向採ODM 業務型態。 8.建立製造組裝能力為主的邊陲廠商，傾向採用OEM業務型態。

關鍵詞 : 全球化 ; 邊陲廠商 ; 業務型態 ; 組織學習 ; 資源能力 ; 技術學習 目錄

封面內頁 簽名頁 博碩士論文電子檔案上網授權書 iii 博碩士論文授權書 iv 中文摘要 v 英文摘要 vii 誌謝 ix 目錄 x 第 1 章 緒 論 1 第 1 節 研究的背景與動機 1 第 2 節 研究目的 3 第 3 節 研究的範圍 4 第 4 節 研究的限制 4 第 2 章 文獻探討 6 第 1 節 全球化理論 6 一、全球化的定義與內涵 6 二、產業全球化的趨動力 7 三、中心與邊陲的關係本質 8 四、小結 11 第 2 節 組 織學習理論 11 一、組織學習定義 11 二、組織學習類型 15 三、技術學習型態 18 四、組織學習的動態性 22 五、小結 24 第 3 節 資源基礎理論與資源能力 25 一、資源基礎理論 25 二、資源能力的分類 26 三、廠商的技術與核心能力 30 四、代工廠 商的資源能力 34 五、代工廠商資源能力建構 39 六、小結 41 第 4 節 廠商業務型態 44 一、廠商合作理論 44 二、OEM

、ODM業務型態 47 三、OEM、ODM供應商與買主的關係 49 四、OBM業務型態 53 五、小結 55 第 3 章 研究設計 56 第 1 節 個案研究法 56 第 2 節 分析單元與個案選擇 59 第 3 節 個案撰寫流程及分析 61 第 4 節 研究架構 62 第 5 節 資料蒐集與分 析方法 63 一、資籵蒐集方法 63 二、初級與次級資料來源 64 三、初級資料取得方式 66 第 4 章 個案分析與命題推導 68 第 1 節 自行車個案：美利達工業 68 一、製造能力建立與組織學習的過程 68 二、研發設計能力建立、延伸與組織學習的過程 68 三、行銷能力建立、延伸與組織學習過程 70 四、資源能力建立與業務型態發展之關係 73 五、美利達工業技術發展路徑 圖及業務演化過程 76 第 2 節 自行車產業：巨大機械 79 一、製造組裝能力建立與組織學習過程 79 二、研發設計能力的建 立、延伸與組織學習過程 79 三、行銷能力建立與組織學習過程 81 四、資源能力建立與業務型態發展之關係 86 第 3 節 橡 膠產業：正新輪胎 90 一、製造組裝能力建立與組織學習過程 90 二、研發設計能力建立、延伸與組織學習過程 90 三、行 銷能力建立、延伸與組織學習過程 93 四、資源能力建立與業務型態發展之關係 96 第 4 節 橡膠產業：華豐輪胎 100 一、技 術能力建立與組織學習過程 100 二、行銷能力建立及組織學習過程 101 三、資源能力建構與業務型態發展之關係 103 第 5 節 個案對照分析 107 第 6 節 命題發展 109 一、製造能力建構與組織學習類型的關係 109 二、研發能力建構與組織學習類 型的關係 110 三、行銷能力建構與組織學習類型的關係 112 四、廠商資源能力建構與業務型態的關係 114 第 5 章 結論與建 議 117 第 1 節 研究結論 117 第 2 節 理論與實務涵義 119 一、理論涵義 119 二、實務涵義 119 第 3 節 後續研究與建議 121 參考文獻 123 中文部分 123 英文部分 127

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