| Summary: | 碩士 === 國立臺灣科技大學 === 管理研究所 === 96 === Under the rapid and change industrial environment, and the increasing competition among the industries. The enterprise do not only to maintain its own competence, but also to use cooperation strategy among the industry to give play its long-term operation and management as the essential key factory to survive or perish.
In responding to the globalization competition, Taiwan semiconductor distribution business also starts the vertical merges strategy, the horizontal alliance strategy, and all kinds of cooperation strategy choices. However what is the relevance between the external industrial environment factor, the internal organization culture factor, and the cooperation strategy which developed with the enterprise? The different cooperation strategy path is developed under different industrial environment position and different organization culture.
This research that uses the top-1 and top-2 semiconductor distributor company in Taiwan as a case, use collecting, analyzing, and reorganizing the primary material and the secondary material as methodology, as well as by adopting Porter’s Five Forces Model analysis as a cooperation viewpoint, also to apply qualitative and descriptive research methods and use comparative analysis method to induce and reorganize the following questions:
1. The relevance of the individual cooperation strategy evolution of the two case firms under industrial environment from 2000 to 2007.
2. The relevance of two case firms’ individual cooperation strategy and the industrial environment.
3. The relevance of the two case firms’ individual cooperation strategy and its organization culture.
4. The identical and different points of the industrial environment factor and the organization cultural element that the cooperation strategy of the two case firms shaped up individually.
5. The merits, demerits, identicalness, and difference of cooperation strategy that the two case firms developed individually.
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