| Summary: | 碩士 === 國立成功大學 === 經營管理碩士學位學程(AMBA) === 106 === Abstract
The small and medium enterprises (SMEs) take 97% of the total enterprises in Taiwan, and provide 78.19% of employments opportunities. This shows that the SMEs are highly important to Taiwan. However, according to the statistics of the Taiwan SEMs department in 2016, the total revenue of SMEs only takes 30.71% of the total enterprises. This shows that the Taiwanese SMEs still have a lot of room for economic growth, and this is the focus of this research.
There are many literatures in the academic community that discuss about the relationship between corporate resources and their competitive advantages, but most of them are static resource analysis. Until Sirmon (2011) proposed the theory of resource orchestration, scholars start paying attention on the orchestration behavior between managers and the resources. However, although the theory of resource orchestration talks about the process to win competitive advantages for the company is to work through structuring, bundling, and leveraging the resource, there is rarely complete empirical evidence to support this theory. Therefore, this research hopes to discuss how SMEs in Taiwan orchestrate the resources among different stages by case analysis to both provide a reference for SMEs and empirical sample for the theory of resource orchestration.
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