Strategic Group,Manufacturiog Goals,and Performance:An Empisical Study of the Taiwan''s Printed Circuit Board Industry

• Main Authors: Chen Chiou-Horng, 陳秋宏
• Other Authors: Lee Wen-Ruey
• Format: Others
• Language: zh-TW
• Published: 1998
• Online Access: http://ndltd.ncl.edu.tw/handle/08998089322071921355

碩士 === 銘傳大學 === 國際企業管理研究所 === 86 === This study examines whether strategic groups exist in Taiwan''s printed circuit board (PCB) industry and the relationship among their strategic patterns, manufacturing goals, and performance. By using Hambrick''s(1983)scale/scope, differentiation ,and efficiency as dimensions of strategy,this paper develops 25 strategic variables. Factor analysis, two-staged cluster analysis, discriminant analysis, one way ANOVA/MNOVA and Scheff''e multiple comparison are used to proceed empirical analysis, results of this research indicate that :1.According to the similarity of resources-owned and strategy-used, Taiwan''s PCB firms can be divided into five groups : Holding reactor group, Cost defender group, Prospected leader group, Internationalization and differentiation group, and Low cost and heading west group. 2.There are significant differences among strategic groups in scale/scope strategy and differentiation strategy.3.From the perspective of manufacturing goals, there are significant difference among strategic groups in price and delivery. The groups which pursue flexibility and quality have higher performance than other groups. 4.There are significant differences among various groups in sources of mobility barriers (economies of scale, production differentiation, proprietary technology and know-how, R&D capability ,and boundaries of firms and geographic coverage).The Prospected leader group has the highest mobility barriers and the Cost defender group has the lowest.5.There are significant differences among strategic groups in objective and subjective performance measures. The higher the mobility barriers of one group, the better the overall performance of that group.