| Summary: | 碩士 === 元智大學 === 企業管理學系 === 94 === The raising of market-driven competition and information technology adoption make market conditions and customers’ needs change instantly. Customers cannot be satisfied with mass producing products anymore, and mass customization producing becomes one of the alternatives to firms producing variety products in reasonable cost structure. The ability to fulfill variety customers’ needs is not sufficient to catch the new opportunities if firms cannot sense the changes. The agility makes the supply chain highly integrated and sense changes rapidly. It also enables the firms exchanging knowledge and abilities that they need instantly through the integrated network to exploit the new opportunities. And a firm’s performance on mass customization capability and agility are all depending on its fundamental capabilities. The main purpose of our research is to explore if a firm’s capabilities have effect on its mass customization capability and agility, further, on its competitive advantage.
According to the studying the relative materials to mass customization, agility, and competitive advantage, we found that the collaboration capability, the manufacturing capability, and the IT capability of a firm may have positive effect on its mass customization capability and agility. And it is also possible that a firm’s mass customization capability and agility have positive effect on its competitive advantage. Thus, we propose a correlative model including firm capabilities as independent variables, mass customization capability and agility as intermediate variables, and firm competitive advantage as dependent variable.
After the analysis of the sample data, we found that most of the hypothesis we proposed are sustained in our research. It means that the enhancement of a firm’s collaboration capability, manufacturing capability, and IT capability can enrich its mass customization capability and agility, further to acquire competitive advantage. Generally, we think that the firms in the IT industry in Taiwan have outstanding performance on manufacturing, but they should still work on the partners’ collaboration in strategic level. We suggest that firms can deepen the collaboration level to achieve resources sharing and collaboration synergy.
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