| Summary: | 碩士 === 輔仁大學 === 管理學研究所 === 92 === On the basis of the amounts of competitive resource and the efficacy of resource integration, firms can thus establish their competitive advantages. Generally, in the face of insufficient resource, SMEs (Small-Medium Enterprises) should not only build up their internal resource but also draw on external network to accumulate, integrate, exchange, and exploit resource leading to a synergy of resource utilization. Indeed, top managers may develop continuously their individual advantages, avoid environmental threats, and seize value-enhancing opportunities.
It is important gradually to utilize network in the present society. Network can be considered an essential resource for business operations. Therefore, no matter formal or informal firms, they would spend tangible or intangible costs on decreases of production cost and of transaction cost.
This study draws on cases study to explain the antecedent, process, result, and strategy of network. Given records of focus interviews word for word, data analysis, concept categorization, and theoretical pattern matching can be achieved.
This article based on individual, organizational, and transactional facets to interpret developments of relationship and resource.
First, for individual, this study finds that the more work experience top managers have, the more maturely professional technologies and management abilities they acquired, the more contribution to firms’ competitive resources. In addition, top managers can develop their interpersonal relationships with stakeholders through their business exchange providing competitive resources for firms. Hence, there is a positive relationship between the amounts of top managers’ interpersonal relationships and competitive resources for firms. Moreover, because of the previously established strong ties between top managers and stakeholders, firms can reach goal of consolidation of competitive advantage.
Second, for organization, external relationship refers to exchange or complement of resources, and cooperation between firms. Underlying trust between stakeholders and firms, firms are more likely to access substantial resources through relationships establishing competitive advantages. As internal resource is sufficient, firms may have a tendency towards relationships of weak tie with stakeholders to decrease cost. In contrast, as internal resource is insufficient, firms may tend to relationship development with strong tie for acquirement of complementary resource.
Finally, for transaction, this study explores the influence of transactional characteristics on relationships between firms and stakeholders. The finding is that as transactional characteristic is unique, specificity, or uncertainty, the amount of competitive resource would lead to change in relationship between firms and stakeholders.
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