| Summary: | 碩士 === 輔仁大學 === 管理學研究所 === 92 === In the most competitive environment and a depression, water treatment companies in Taiwan have to find where to look for the business opportunity, to analysis their tangible and intangible resources, to strengthen excellent ones and develop or acquire from outside in weak resources. They must know how to adapt the business strategy and use their resources properly.
This research discusses the relationship among the environment, resources and strategy formulation. Because the industry environment is very high uncertainly, complexity and unpredicted, the water treatment companies should know how to adjust the environment, analysis their resources and adapt the business strategy to create sustain competitive advantage. According to the development of the water treatment industry in Taiwan, this thesis focuses on the relationship between resources and environment, and how to influence the competitive advantage and business strategy.
This research studies the high-level managers how to formulate the strategy. The study list is water treatment companies in Taiwan. The case study is to interview the high-level managers and cites secondary data.
The discoveries of this thesis show:
1: The earlier the time of entry and the more abundant knowledge-based resources of companies is, the more the advantage of the time of entry is
2-1: In water treatment companies, property-based resources could create the competitive advantage.
2-2: In water treatment companies, knowledge-based resources could create the competitive advantage.
2-3: In water treatment companies, knowledge-based resources could create more competitive advantage than property based resources.
3-1: In high technology uncertainty environment, the companies have property-based resources have more competitive advantage than others.
3-2: In high market uncertainty environment, the companies have knowledge-based resources have more competitive advantage than others.
3-3: In high competitive level environment, the companies have both resources have more competitive advantage than others.
4-1: The companies, which have abundant knowledge-based resources and property-based resources, may execute the competitive strategy of prospector or analyzer.
4-2: The companies which have knowledge-based resources, execute the competitive strategy of defender.
4-2: The companies, which have poor knowledge-based resources, execute the competitive strategy of reactors.
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