| Summary: | 碩士 === 國立成功大學 === 高階管理碩士在職專班 === 92 === Abstract
After entering WTO, the Taiwan’s auto-parts manufacturing companies’ market has shrunk, causing cost to rise; the whole industry is facing a survival dilemma. To endure such a harsh impact and challenge, industries must use strategically effective ways to acquire, conform resources and create a new core competitive product: the solution to assuring competitive advantage, therefore insuring company survival.
This research is on the relationship between the factors; Strategic procuring, flexible manufacturing capability, cooperation and co-opetition, competitive advantages and organizational performance. Constructing a companies’ competitive advantage is the major outline of this research. By confirming ones competitive advantage, organizational performance can be ensured. Through a relationship hypothesis, we can confirm our research methods.
A total of 500 questionnaires were sent for this research. My research method; use factor analysis to find the key factors for each category and test their creditability and effectiveness. As for a structural model, I’ve used LISREL to test its compatibility. Other statistic analysis tools were used to test different domain’ factor differences and interaction.
The result of my research: strategic procuring and flexible manufacturing capability positively affects everyone else; competitive advantage positively affects organizational performance. Cooperation and co-opetition positively affects only some domains. Suppliers’ conforming ability negatively affects competitive advantage and financial performance; a result of this industry’s conservative attitude. Besides this, strategic procuring and competitive advantage, flexible manufacturing capability and co-opetition, interact clearly; while interactions of cooperation and co-opetition and competitive advantage are relatively sketchy. A common anxiety towards resource and technique sharing can handicap competitive advantage.
Other results show: companies with 500 employees and under require “supply chain integration ability” and “core competitive power” most; enterprises with employees over 100 require “financial performance” to support their organizational performance factor. Enterprises with an annual revenue under 1 billion dollars require “suppliers’ response ability” to work with their strategic procuring while revenue above 1000 million dollars has more initiative on “suppliers’ choice”. For the enterprises’ with revenues between 500 million and 1 billion, they require “suppliers’ conformity ability” to collocate with their cooperation and Co-opetition and good financial performance growth. A healthy “financial performance” is required for enterprises that sell their products to markets both foreign and domestic.
|
|---|
