Correlations of Diversification Strategy and Operation Tactics on Business Performance of Taiwan''s Fabricated Metal Industry

• Main Authors: Cheng, Wen, 程雯
• Other Authors: Joseph Z. Shyu
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/17551604814209511056

碩士 === 國立交通大學 === 科技管理研究所 === 86 === AbstractDiversification has been taken by firms as a major strategy to gain co mpetitive advantage. There are many strategic directions and operating tactics influencing the business performance of the firms. This essay aims at correla ting the strategic and tactic variables with business performance, and a case study of Taiwan''s fabricated metal industry was used to reflect the interdepen dencies of diversification strategy and the business performance. .We construc ted a model of analyzing the relationships among business performance, diversi fication strategy, tactics, motive, and business scope. The results show that the diversification strategy and the tactics of each company are very differen t. In terms of diversification strategy, there were three groups in the compan ies studied, namely vertical integration, related diversification, and unrelat ed diversification. With regards to financial performance, vertical integratio n companies showed superior performance.In terms of the diversification tactic s, there were three groups in the companies studied, namely wholly-own, in-hou se development, strategic alliance. For risk-reduced performance, in-house dev elopment showed superior performance.This study also grouped diversification s trategy and the tactics into nine categories. The group having a combination o f vertical integration and in-house development showed superior growth and ris k-reduced performance.This model exploits the impacts of diversification motiv e and business scope as intermediate factors. The results show that these two factors were not the critical variables for the all business performance.