企業成長之多角化策略與策略參考點關係之研究－以印刷電路板業為例

• Main Author: 李遵中
• Other Authors: 吳青松
• Format: Others
• Language: zh-TW
• Published: 2001
• Online Access: http://ndltd.ncl.edu.tw/handle/14126974219365871741

碩士 === 國立臺灣大學 === 國際企業學研究所 === 89 === THESIS ABSTRACT GRADUATE INSTITUTE OF INTERNATIONAL BUSINESS NATIONAL TAIWAN UNIVERSITY Name：Lee, Tsun-Chung Month/Year：June, 2001 Advisor：Professor Wu, Ching Sung The Role of Strategic Reference Points in Corporate Growth and Diversification：A Case Study on Print Circuit Board Industry in Taiwan The thesis discusses the Taiwan industry pursuing the continued growth when facing the changes of the industry environment. In terms of the analysis of the industry environment and four company’s case studies , to research the differences of the performance from diversified strategy in the influence of different time, internal and external reference dimension. Then, deducing the relative hypotheses by way of the interaction between strategic reference points and diversified strategy and making suggestions to the proprietor. The enterprises pursue the growth from the development of diversified strategy, which mostly has some considerations of economy ,financial affairs or strategic management. However, when entering into the different market, the time reference point has a significant influence on the resource competence and strategic output which the enterprises possess and the relative position where the enterprises located. The research can discover that although the enterprises adopt the same diversified strategy, the compatible coherence between the variables of the internal and the external dimension can influence whether the diversification will succeed when the time of entering the market is different. Second, when the proprietors engage in the diversified strategy of the undertaking about unrelated products, the performance is inferior to those proprietors who first engage in the related products diversification. Additionally , the proprietor’s strategic choice behavior and their internal resource extending to the relative field also the key factors to the success . At last, if the enterprise can create more differences with other competitors in a specialized way , the profits will not be inferior to the choice of diversified strategy.