台灣服務業優勢領導廠商關鍵成功因素之探索－以資源基礎理論與知識經濟為觀點

• Main Authors: Kuo Liang Tai, 戴國良
• Other Authors: 游張松
• Format: Others
• Language: zh-TW
• Published: 2001
• Online Access: http://ndltd.ncl.edu.tw/handle/55420296331024426221

博士 === 國立臺灣大學 === 商學研究所 === 89 === 　It is uneasy to run an enterprise successfully. Especially, sustaining success for the long term is more than difficult. However, there are some companies achieve this goal and maintain for long prosperity. How do they attain these successes? Is there a business model for success? What are the Key Success Factors(K.S.F.)？These are the key issues that initiate this thesis. The research is based on dominant domestic enterprises in service industry. It collects the top companies in each line of business as horizontal analyzing samples. On sampling analysis, the research has mailed questionnaires to 64 companies and retrieved 48 effective ones. The retrieval rate is 75%. Besides, it also proceeds in-depth case study in six individual companies, knowledge economic case study in six enterprises and one focus group meeting of ten companies. The research also collects broad secondary data. Through analyzing, it attains the research result, findings and inferences. The research applies 3 main strategy theories as analyzing spindles. They are ” Resources-Base-View” in the 90’s, “Knowledge Economy” in 2000 and “Competing on the Edge” and “Innovation “ perspectives. The important conclusions and findings are excerpted as the followings: 1. The Six Key Success Factors (Expertise Team, Innovation, Vision，Cutomer-orientation, Management Structure and Corporate Culture) listed are highly recognized according to the result of questionnaire. Thus it has an universal value. Among the six factors, if only one can be chosen, Expertise Team are viewed as the most important factors for success. While discussing which factor is highly related to the future influence, Innovation and Vision are viewed as the most important ones. As the well-known American strategic scholar said: “Competition power in the new age is “i” (innovation) power rather than “e”(Electronic Commerce) force”. A successful enterprise must transform “innovation” as the internal power that can be seen everywhere in the organization. 2. The research finds three key factors for the successful management of the domestic service industry which are: “Expertise Team”, “Organization Knowledge” and “Innovation”，and all are based on “Customer Orientation” as core belief These three fundamental bases are a firm triangle, which has an interactive relationship between one another. 3. The research has found remarkable enterprises apply “Operational Model of Dynamic Window”. Companies in service industry that have sustaining success are applying creative innovation, to progress their business. It is like windows, which always push up and move upwards. The companies offer innovative merchandise, service, channels and position. They always keep dynamic moving and master the advantage of speed, which have insured their revenue, profit growth and business scope expansion. 4. The research has integrated the aforementioned three fundamental bases for sustaining success and Operational Model of Dynamic Window, which has formed a long-term successful operational model called “Business Model of Dynamic Evolution”. 5.The research finds in nowadays treacherous and chaotic knowledge economic environment, the perspective on speed competition has become highly stressed and transformed as concept of “Speed Economy”. While strategy on Edge Competence is predominant, enterprises must speed up their ability on changing. The advantage of speed competition must follow up the path of “Business Model of Dynamic Evolution” in order to maximize its profit. 6.The research finds the dominant domestic service industry has actively disposed on international stage and chosen Mainland China as their top target market. The service industry can maintain their mother company in Taiwan and expand their business scope outwards, which has brought continuous growing. This will be a necessary trend for the future. In conclusion, the results and findings in this research can be beneficial to the refinement of “Resources-Base-Viewpoint”(RBV). If combine the prominent RBV and “knowledge economy” perspective and apply them as the core thoughts of strategy making, we can then promote the importance of these two theories in the status of strategy management. The contribution of this research can also be provided as operational benchmark for domestic service industry, which can upgrade their future capabilities in competition, business performance and raise its strategic management level to higher standard.