| Summary: | 碩士 === 中原大學 === 企業管理研究所 === 93 === Strategy research is constantly concerned with how to create and sustain firm’s competitive advantage. However, the samples and units of analysis of prior researches mostly limited to general firms but lack of considerations of family corporations despite of its distinctive characteristics. Motivated by theoretical gap, the aim of this research is to explore how family corporation can sustain competitive advantage.
Adopted a qualitative research method, this study purposely selected a family company in the printed circuit board industry. We explored how the company reacted to the threats when it wanted to sustain their competitive advantage. The conclusions are listed below: First, the CEO of a family business should obey the fair rule, and makes objective judgments so as to acquire sustainability. Second, the CEO of a family business should define the strategic goal through proper procedure. In case of environmental change, the proper procedure should be taken place to modify the goal. Third, family business should invest in synergistic specificity, not dedicated specificity. If a family business invests in synergistic specificity, they can not only build the relationship with customers, but also enhance their competence. Fourth, family business should stress the employees’ professional and performance rather than adopting lifetime employment. Fifth, family business should build an objective performance evaluation system with regards to strategic goal, inspiring employees to work toward the strategic goal so as to improve the productivity of the enterprise.
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