記錄
編號
7647
狀態
NC095FJU00457040
助教
查核
索書
號
學校
名稱
輔仁大學
系所
名稱
管理學研究所
舊系
所名
稱
學號
494705400
研究
吳敏
生(中)
研究
Ming Wu
生(英)
論文
名稱
(中)
論文
名稱
(英)
環境不確定性、技術能力與研發策略配適度之研究-以仁寶公司為例
The Study in Fitness among Environmental Uncertainty, Technological
Capabilities and R&D Strategy – Case of Compal Company
其他
題名
指導
教授
(中)
夏侯欣鵬 博士
指導
教授
(英)
Dr. Hsin-Peng Shiah-Hou
校內
全文
開放
日期
校外
全文
開放
日期
全文
不開
放理
由
電子
全文
送交
國圖.
國圖
全文
開放
日期.
檔案
說明
電子
全文
學位
類別
碩士
畢業
學年
度
95
出版
年
語文
別
英文
關鍵
策略配適、研發策略、技術性能耐、環境不確定性
字(中)
關鍵 technological capabilities, environmental uncertainty, R&D strategy, and strategic
字(英) fit.
摘要
(中)
本研究試圖將 Miles & Snow 所提出策略導向的類型應用在台灣筆記型電
腦產業。部分學者主張商業上的研發主要仰賴於內部資源與外部資源的
成功策略配適，但是對於台灣筆記型電腦產業的洞察仍有待解之處。正
如資源關連理論（resource-related theory）所闡述研發世代的技術性能
耐，本研究承續先前文獻，採納資源基礎論與不確定環境因素等相關的
研發策略配適之概念。 社會科學研究包含量化與質化研究方法，對於台
灣筆記型電腦公司的量化研究著實提供可觀的實用文獻。然而，針對個
別公司的研發世代移轉趨勢，以及台灣筆記型電腦產業的嚴謹分析，使
本研究適用單一個案研究法，尤其是僅有少數個案長期存於研究群體
中。 單一個案研究法包含一組實證技法，並強調可靠的行為觀察、可重
複驗證的結果和獨立的研究對象。在此系統架構下，實證分析法能夠彈
性地從事研究及應用。本研究採用此法，並以仁寶電腦作為研究台灣筆
記型電腦公司的基礎，透過面談、文獻、內部文件和產業回顧等初級資
料和次級資料做持續地分析，建立可衡量的和各式資料兼備的研究架
構。 二十年來，個案公司—仁寶電腦公司不論在追求經濟規模的大量製
造、研發強度、產品設計，以及經營獲利等方面均領先於筆記型電腦產
業內的其他公司。特別是研發能耐為仁寶競爭優勢的關鍵要素。當面對
複雜的外部環境不確定性，並思索如何獲取技術性能耐，該公司採取策
略性配適作為回應。即是致力發展研發並將其典範移轉到下個研發世
代，整個研發移轉歷程與公司策略緊密連結。本研究歸結出環境不確定
性四項特質之間的關係：顧客不確定性、競爭不確定性、供應面不確定
性和技術不確定性；並從資源基礎論觀點，歸結出獲取技術性能耐有三
個面象：投資能耐、生產能耐和連結能耐。 本研究重要管理意涵在於發
現研發、財務、製造和行銷智慧為研發策略與企業策略能緊密連結之成
功要素。若長期觀察一家公司的策略轉變，如同仁寶電腦公司過去所經
歷，也許其研發策略與管理形貌會有相同的轉變歷程。此外，本研究藉
由個案研究法辨識出環境不確定性與技術性能耐此兩組變數間的關聯，
同時提供豐富的資訊給管理者作為透悉標竿企業之參考。
摘要
(英)
This study attempts to establish the applicability of the Miles & Snow’s
typology of strategic orientation to notebook industry in Taiwan. Some theorists
assert that business R&D depends on the successful strategic fit between the
internal resources and the external environmental. Yet, it remains unresolved
whether this theory of strategic fit holds true for notebook industry in Taiwan.
This study extends the previous literature by using the R&D strategic fit related to
the resource-base view and uncertain environment factors, as well as resourcerelated theory to illuminate the technological capabilities of generation R&D. The
emergence of qualitative research methods in notebook company of Taiwan may
prove plenty of useful literatures. Trends toward next generation R&D in the
individualized company and fine-grained analyses of notebook industry in Taiwan
make this study especially amenable to the single-case experimental design which
is deep-rooted in the positivist, scientific paradigm of the social sciences research
involving both quantitative and qualitative approaches, when only small numbers
of participants are available for a relatively long period of time. The single-case
design consists of a group of experimental techniques, and emphasizes reliable
observations of behavior, repeated measurements of outcome, and the
individualized objectives for each subject, while an experimental analysis within a
system is flexibly allowed to conduct research in applied settings. This study
involves the method on a notebook company basis within Compal Company in
Taiwan through continuous assessment of outcome data including the interview,
literature, internal document and industry review which construct a model of
accountability and collaborative working. The case company, Compal, has
competed aggressively with other companies in notebook industry over 20 years
in economical mass production, R&D intensity, the design of products, and
operations profit. Particularly, R&D capability is the key factor of Compal’s
advantages. Therefore, the company links its business strategy to develop R&D
and to shift its paradigm toward next generation R&D as the strategic fit, while
facing complex inter-relationships of environment uncertainty characteristics:
customer uncertainty, competitive uncertainty, supply uncertainty and technology
uncertainty, and acquiring technological capabilities on the resource-base view
with three dimensions: investment capabilities, production capabilities and linkage
capabilities. The result has significant implications. There are four success factors
that R&D strategy and business strategy linkage closely: R&D, finance,
manufacturing, marketing intelligence. If a company changes its strategic type
over time, as Compal has seemed to do, it can be possible to track the changes
occurring over the same period with its R&D strategy and management profile.
The approach of this study would enable the identification of links between these
two groups of variables and rich information for managers which would provide
key insights on benchmarking.
論文
目次
List of Content Chapter 1 Introduction 1 1.1 Background 1 1.2 Research
Motivation 3 1.3 Research Purpose 6 1.4 Structure of the Study 8 Chapter 2
Literature Review 9 2.1 R&D Strategy 9 2.1.1 Fit - Between business and R&D
strategies 12 2.1.2 Strategic fit 12 2.2 Resource-Based View 16 2.2.1
Technological capabilities 17 2.3 Environmental Uncertainty 21 Chapter 3
Methodology 23 3.1 Case Study 24 3.1.1 Triangulated research strategy 25 3.1.2
Case design 25 3.1.3 Case validity 26 3.1.4 Data source 27 3.1.5 Data collection
29 3.1.6 Analyze case 30 3.1.7 Methodology selection strategies 31 3.2 Research
Design 35 3.2.1 Domain 35 3.2.2 Case selection 35 3.2.3 Research protocol 42
3.2.4 Observe and collect data 43 3.3 Concepts of This Study 48 3.4 The
Definitions of Variable 50 3.4.1 Environmental uncertainty 50 3.4.2
Technological capabilities 57 3.4.2.1 Investment capabilities 57 3.4.2.2 Production
capabilities 58 3.4.2.3 Linkage capabilities 59 3.4.3 R&D strategy 60 3.4.3.1
Prospector 61 3.4.3.2 Analyzer 63 3.4.3.3 Defender 63 3.4.3.4 Reactor 64 Chapter
4 Case Study 65 4.1 Develop History of Notebook Industry in Taiwan 67 4.1.1
PC/ Workstation era 67 4.1.2 Network era 69 4.1.3 Internet era 69 4.1.4 Motion
network service and consumption IA era 70 4.2 R&D in the 1980s - From monitor
to laptop 72 4.3 R&D in the 1990s - Technological upgrading 74 4.4 R&D in the
2000s - Challenge and Response 79 4.5 Compal R&D’s generation of
management 83 Chapter 5 Case Analysis 85 5.1 Time Frame of Scenario Analysis
85 5.1.1 The OEM strategy from 1980 Mid-1989s 85 5.1.2 The first-generation
R&D in 1990s – 1999s 86 5.1.2.1 Environmental uncertainty 86 5.1.2.2
Technological capabilities 91 5.1.2.3 R&D strategy 93 5.1.3 The secondgeneration R&D in 2000s - present 95 5.1.3.1 Environmental uncertainty 95
5.1.3.2 Technological capabilities 97 5.1.3.3 R&D strategy 100 5.1.4 Two
scenarios for generation R&D of Compal 101 5.2 R&D Relationships of
Evolution 106 5.2.1 Environmental uncertainty and strategies of R&D 106 5.2.2
Technological capabilities and strategies of R&D 108 5.2.2.1 A Resource-Based
(TCs) R&D strategy Model 112 5.2.2.2 Strategy focus on future returns from
R&D investment 114 5.2.3 R&D strategy is business strategy 115 5.2.3.1 R&D
intensity interaction business development strategy 116 5.2.3.2 Competitiveness
of supply chains by R&D strategy 117 5.2.4 The generation of changing R&D
119 Chapter 6 Conclusion 123 6.1 The Generation R&D 123 6.2 The R&D
Strategy and Business Strategy Linkage Closely 125 6.3 Implications 130 6.4
Future Research 133 6.5 Research limited 135 References 137 List of Table Table
2-1-1 Miles and Snow’s strategy typology 11 Table 3-2-1 R&D intensity of the
notebook companies in Taiwan 37 Table 3-2-2 milestone of Compal 40 Table 3-23 research protocol 42 Table 3-2-4 data collection activities 47 Table 5-1-1
generation R&D of Compal 104 Table 6-1-1 evolution of R&D in Compal 124
List of Figure Figure 3-1-1 research process 34 Figure 3-3-1 conceptual
framework of research 49 Figure 4-3-1 product development cycle for notebook
76 Figure 4-5-1 risk reduction over a technology life cycle 83 Figure 5-2-1 R&D
investment rate of Compal 117 Figure 5-2-2 R&D over technology life cycle 121
Figure 5-2-3 generation R&D in notebook industry of Taiwan 122 Figure 6-2-1
model development of generation R&D 127 Figure 6-4-1 the conceptual
framework of fitness among environmental uncertainty, technological capabilities
and R&D strategy 134
參考
文獻
References 1. Abell, D. F. (1980). Defining the business: The starting point of
strategic planning. NJ: Prentice-Hall. 2. Barney, J. B. (1991). Firm resources and
sustained competitive advantage. Journal of Management, 17(1), 99-120. 3.
Bourgeois, L. J. (1980). Strategy and environment: A conceptual integration.
Academy of Management Review, 5, 25-39. 4. Buchko, A. A. (1994).
Conceptualization and measurement of environmental uncertainty: An assessment
of the Miles and Snow perceived environmental uncertainty Scale. Academy of
Management Journal, 37(2), 410-425. 5. Burns, T., & Stalker, G. M. (1961). The
management of innovation. London: Tavistock. 6. Chen, I. J., Clinton, R. J., &
Chung, C. H. (1992). The marketing manufacturing interface and manufacturing
flexibility. OMEGA, 20(4), 431-443. 7. Chorn, N. H. (1991). The alignment
theory: Creating strategic fit. Management Decision, 29(1), 20-24. 8. Chrisman, J.
J., Hofer, C. W., & Boulton, W. R. (1988). Toward a system for classifying
business strategies. Academy of Management Review, 13(3), 413-428. 9. Clark,
T., Varadarajan, P. R., & Pride, W. M. (1994). Environmental management: The
construct and research propositions. Journal of Business Research, 29, 23-38. 10.
Cohen, W., & Levinthal, D. (1990). Absorptive capacity: A new perspective on
learning and innovation. Administrative Science Quarterly, 35, 128-152. 11.
Connant, J. (1986). An empirical investigation of the relationship between
strategic orientation and organization and marketing variables. Unpublished
doctoral dissertation, Department of Marketing, Arizona State University. 12.
Covin, J. G., & Slevin, D. P. (1989). Strategic management of small firms in
Hostile and Benign environments. Strategic Management Journal, 10(1), 75-87.
13. Dahlman, C., Ross-Larson, B., & Westphal, L. E. (1987). Managing
technological development: Lessons from newly industrializing countries. World
Development, 15(6), 759-75. 14. Danziger, J. (1985). Social science and the social
impacts of computer technology. Social Science Quarterly, 66(1), 3-21. 15. Davig,
W. (1986). Business strategies in smaller manufacturing firms. Journal of Small
Business Management, 24(1), 38-46. 16. Dean, J. W., & Snell, S. A. (1996). The
strategic use of integrated manufacturing: An empirical examination. Strategic
Management Journal, 17, 459-480. 17. Denzin, N. K. (1978). The research act: A
theoretical introduction to sociological methods. NY: McGraw-Hill. 18. Desarbo,
W. S., Benedetto, C. A. D., Song, M., & Sinha, I. (2005). Revisiting the Miles and
Snow strategic framework: Uncovering interrelationships between strategic types,
capabilities, environmental uncertainty, and firm performance. Strategic
Management Journal, 26, 47-74. 19. Dierickx, I., & Cool, K. (1989). Asset stock
accumulation and sustainability of competitive advantage. Management Science,
35(12), 1504-1511. 20. Dixon, J. R. (1992). Measuring manufacturing flexibility:
An empirical investigation. European Journal of Operations Research, 60, 131143. 21. Doty, D. H., Glick, W. H., & Huber, G. P. (1993). Fit, equifinality, and
organizational effectiveness: A test of two configurationally theories. Academy of
Management Journal, 36(6), 1196-1250. 22. Downey, H., & Slocum, J. (1975).
Uncertainty: Measures, research, and sources of variation. Academy of
Management Journal, 8, 562-578. 23. Duncan, R. B. (1972). Characteristics of
organizational environments and perceived environmental uncertainty.
Administrative Science Quarterly, 17, 313-327. 24. Eisenhardt, K. M. (1989).
Building theories from case study research. Academy of Management Review, 14
(4), 532-550. 25. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities:
What are they? Strategic Management Journal, 21(10-11), 1105-1121. 26. Enos,
J., & Park, W. H. (1988). The adoption and diffusion of imported technology: The
case of Korea. London: Croom Helm. 27. Ernst, D., Ganiatsos, T., & Mytelka, L.
(1998). Technological capabilities and export performance: Lessons from East
Asia. Cambridge University Press, Cambridge. 28. Farhoomand, A. F., Lovelock,
P., & Ng, P. (2002), Dell: Selling directly, globally. Harvard Business School
Press, Cambridge. 29. Feagin, J., Orum, A., & Sjoberg, G. (Eds.). (1991). A case
for case study. University of North Carolina Press, Chapel Hill. 30. Frei, F. X.,
Edmondson, A. C., & Hajim, C. (2003). Dell computer: Field services for
corporate clients. Harvard Business School Press, Cambridge. 31. Friedman, T. L.
(2006). The world is flat. NY: Farrar, Straus and Giroux. 32. Galbraith, J. R., &
Kazanjian, R. K. (1986). Strategy, implementation: Structure, systems and
processes. St. Paul: West. 33. Gallivan, M. J. (1997). Value in triangulation: A
comparison of two approaches for combining qualitative and quantitative
methods. London: Chapman and Hall. 34. Geertz, C. (1973). The interpretation of
cultures. NY: Basic Books. 35. Gerwin, D. (1993). Manufacturing flexibility: A
strategic perspective. Management Science, 39(4), 395-410. 36. Giddens, A.
(1984). In Yin, R. (1993). Applications of case study research. CA: Sage
Publishing. 37. Glaser, B. G., & Strauss, A. L. (1967). The discovery of grounded
theory. Chicago: Aldine. 38. Glesne, C., & Peshkin, A. (1992). Becoming
qualitative researchers. NY: Longman. 39. Gupta, Y. P., & Goyal, S. (1989).
Flexibility of manufacturing systems: Concepts and measurement. European
Journal of Operations Research, 43, 119-135. 40. Habib, M. M., & Victor, B.
(1991). Strategy, structure, and performance of U.S. manufacturing and service
MNCs: A comparative analysis. Strategic Management Journal, 12, 589-606. 41.
Hambrick, D. C. (1983). Some tests of the effectiveness and functional attributes
of Miles and Snow’s strategic types. Academy of Management Journal, 26(1),
5-26. 42. Hamel, J., Dufour, S., & Fortin, D. (1993). Case Study Methods. CA:
Sage Publications. 43. Hitt, M. A., Ireland, R. D., & Palia, K. A. (1982). Industrial
firms’ grand strategy and functional importance: Moderating effects of
technology and uncertainty. Academy of Management Journal, 25(2), 265-298.
44. Ho, C. J., & Ireland, T. C. (1998). Correlating MRP system nervousness with
forecast errors. International Journal of Production Research, 36, 2285-99. 45.
Hofer, C. W., & Schendel, D. (1978). Strategy formulation: Analytical concepts.
MN: West Publishing Co. 46. Hrebiniak, L. G., & Snow, C. C. (1980). Research
notes: Industry differences in environmental uncertainty and organizational
characteristics related to uncertainty. Academy of Management Journal, 23(4),
750-759. 47. Huber, G. P., & Daft, R. L. (1987). The information environments of
organizations. In F. Jablin, L. Putnam, K. Roberts, & L. Poters (eds.), Handbook
of organization communication. CA: Sage. 48. Janesick, V. J. (2000). The
choreography of qualitative research design: Minuets, improvisations, and
crystallization. In Denzin N. K. & Lincoln Y. S. (Eds.), Handbook of Qualitative
Research (2nd ed.), 379-400. CA: Sage. 49. Katz, E., & Kahn, R. L. (1978). The
social psychology of organizations (2nd ed.). NY: John Wiley and Sons. 50. Katz,
J. (1894). Domestic technological innovation and dynamic comparative
advantage: Further reflections on a comparative case study program. Journal of
Development Economics, 16(1), 13-38. 51. Katz, J. (1987). Technology
generation in Latin American manufacturing industry. London: Macmillan. 52.
Keats, B., & Hitt, M. (1988). A causal model of linkages among environmental
dimensions, macro organizational characteristics, and performance. Academy of
Management Journal, 31, 570-598. 53. Kekre, S., & Srinivasan, K. S. (1990).
Broader product line: A necessity to achieve success? Management Science,
36(10), 1216-1231. 54. Kerin, R. A., Aaradarajan, R. P., & Peterson, R. A.
(1992). First-mover advantage: A synthesis, conceptual framework, and research
propositions. Journal of Marketing, 56, 33-52. 55. Kidder, T. (1981). The soul of a
new machine. Boston: Little, Brown. 56. Kishimoto, C. (2003). Upgrading in the
Taiwanese computer cluster: Transformation of its production and knowledge
systems. IDS Working Paper No. 186, Brighton: Institute of Development Studies.
57. Kotha, S., & Orne, D. (1989). Generic manufacturing strategies: A conceptual
synthesis. Strategic Management Journal, 10, 211-231. 58. Krajewski, L. J., &
Ritzman, L. P. (2001). Operations management: strategy and analysis (6th ed.).
NJ: Prentice Hall. 59. Kratochwill, T. R. (1978). Single subject research. NY:
Academic Press. 60. Lacity, M., & Hirschheim, R. (1993). Information systems
outsourcing: myths, metaphors, and realities. UK: Wiley. 61. Lacity, M., &
Janson, M. (1994). Understanding qualitative data: A framework of test analysis
methods. Journal of Management Information Systems, 11(2), 137-155. 62. Lall,
S. (1987). Learning to industrialize: The acquisition of technological capability by
India. London: Macmillan. 63. Lall, S. (1990). Building industrial competitiveness
in developing countries. Paris: OECD Development Centre. 64. Lall, S. (1992).
Technological capabilities and industrialization. World Development, 20(2), 165186. 65. Lall, S. (2001). Competitiveness, technology and skills. UK: Edward
Elgar. 66. Lashinsky, A. (2004). Where Dell is going next. Fortune, 150(8), 115120. 67. Lawrence, P. R., & Lorsch, J. W. (1967). Organization and environment:
Managing differentiation and integration. Boston: Harvard University. 68. Levy,
S. (1988). Information technologies in universities: An institutional case study.
Unpublished doctoral dissertation, Northern Arizona University, Flagstaff. 69.
Lewis, M. W. (1998), Iterative triangulation: A theory development process using
existing case studies. Journal of Operations Management, 16, 455-69. 70.
Lieberman, M. B., & Montgomery, D. B. (1988). First mover advantage. Strategic
Management Journal, 9, 41-58. 71. Mansfield, R. (2002). Strategy, concept of In:
Warner, M. (ed.). International encyclopedia of business and management (2nd
ed.). London: Tomason Learning. 72. Mascarenhas, B., Baveja, A., & Jamil, M.
(1998). Dynamics of core competencies in leading multinational companies.
California Management Review, 40(4), 117-132. 73. Miles, M. B., & Huberman,
A. M. (1994). Qualitative data analysis-an expanded sourcebook. CA: SAGE. 74.
Miles, R. E., & Cameron, K. S. (1982). Coffin nails and corporate strategies. NJ:
Prentice-Hall. 75. Miles, R. E., & Snow, C. C. (1978). Organizational strategy,
structure, and process. NY: McGraw-Hill. 76. Miller, D., & Friesen, P. (1983).
Strategy-making and environment: The third link. Strategic Management Journal,
4(3), 221-235. 77. Miller, D., & Friesen, P. (1984). A longitudinal study of the
corporate life cycle. Management Science, 30, 1161-1183. 78. Miller, D., &
Shamsie, J. (1999). Strategic responses to three kinds of uncertainty: Product line
simplicity at the Hollywood film studios. Journal of Management, 25(1), 97-116.
79. Milliken, F. J. (1987). Three types of perceived uncertainty about the
environment: State, effect and response uncertainty. Academy of Management
Review, 12(1), 133-143. 80. Mintzber, H. (1978). Patterns in strategy formation.
Management Science, 24(9), 934-948. 81. Mintzber, H. (1983). Structure in fives.
NJ: Prentice Hall. 82. Naman, J. L., & Slevin, D. P. (1993). Entrepreneurship and
the concept of fit: A model and empirical tests. Strategic Management Journal,
14(2), 137-153. 83. Pagell, M., & Krause, D. R. (1999). A multiple-method study
of environmental uncertainty and manufacturing flexibility. Journal of Operations
Management, 17, 307-325. 84. Pettigrew, A. M. (1990). Longitudinal field
research on change: Theory and practice. Organization Science, 1(3), 267-271. 85.
Pietrobelli, C. (1998a). A firm-level approach to comparative advantage: The case
of selected exporters of manufactures. Industry, competitiveness and technological
capabilities in Chile. (148-185). London: Macmillan. 86. Pietrobelli, C. (1998b).
National technological capabilities and manufactured export performance: A
comparative approach. Industry, competitiveness and technological capabilities in
Chile. (82-119). London: Macmillan. 87. Porter, M. (1980). Competitive strategy.
NY: Free Press. 88. Porter, M. (1985). Competitive advantage. NY: Free Press.
89. Prahalad, C. K., & Hamel, G. (1990). The core competence of corporation.
Harvard Business Review, 68(3), 79-91. 90. Roussel, P. A., Saad, K. N., &
Erickson, T. J. (1991). Third generation R&D: Managing the link to corporate
strategy. Harvard Business School Press, Boston Massachusetts. 91. Saad, S. M.,
& Gindy, N. N. (1998). Handling internal and external disturbances in responsive
manufacturing environments. Production Planning and Control, 9, 760-70. 92.
Saccomano, A. (1999). Dell computer builds service. Traffic World, July 26, 2627. 93. Sethi, A. K., & Sethi, S. P. (1990). Flexibility in manufacturing: A survey.
International Journal of Flexible Manufacturing Systems, 2(4), 289-328. 94.
Smith, G. K., Guthrie, J. P., & Chen, M. J. (1986). Miles and Snow’s typology
of strategy, organizational size and organizational performance. Proceedings of
the 50th academy of management meeting, Chicago, Illinois, 45-49. 95. Smith, G.
K., Guthrie, J. P., & Chen, M. J. (1989). Strategy, size and performance.
Organization Studies, 10, 63-81. 96. Stake, R. (1995). The art of case research.
CA: Sage Publications. 97. Stimpert, J. L., & Duhaime, I. M. (1997). Seeing the
big picture: The influence of industry, diversification, and business strategy on
performance. Academy of Management Journal, 3(40), 560-587. 98. Sutcliffe, K.
M., & Zaheer, A. (1998). Uncertainty in the transaction environment: An
empirical test. Strategic Management Journal, 19(1), 1-23. 99. Sutton, R., &
Callahan, A. (1987). The stigma of bankruptcy: Spoiled organizational image and
its management. Academy of Management Review, 405-436. 100. Swamidass, P.
M., & Newell, W. T. (1987). Manufacturing strategy, environmental uncertainty
and performance: A path analytic model. Management Science, 33(4), 509-524.
101. Tan, J. (1996). Regulatory environment and strategic orientation in a
transitional economy: A study of Chinese private enterprise. Entrepreneurship
Theory and Practice, 21(1), 31-46. 102. Tassey, G. (1997). The economics of
R&D policy. CT: Quorum Books. 103. Teece, D. J., Pisano, G., & Shuen, A.
(1997). Dynamic capabilities and strategic management. Strategic management
journal, 18(7), 509-533. 104. Teitel, S. (1984). Technology creation in semiindustrial economies. Journal of Development Economics, 16(1), 39-61. 105.
Thomson, J. D. (1967). Organizations in action. NY: McGraw-Hill. 106. Trauth,
E. M. (2001). Qualitative research in IS: Issues and trends. London: Idea Group
Publishing. 107. Trochim, W. (1989). Outcome pattern matching and program
theory. Evaluation and Program Planning, 12(4), 355. 108. Tushman, M. L., &
Nadler, D. A. (1978). Information processing as an integrating concept in
organizational design. Academy of Management Journal, 3, 613-624. 109.
Venkatraman, N. (1986). An exploratory test of Miles and Snow’s theory of
strategic adaptation. Paper presented at the 46th Academy of Management
Meeting, Chicago, Illinois. 110. Venkatraman, N. (1989). The concept of fit in
strategy research: Toward verbal statistical correspondence. Academy of
Management Review. 14(3), 423-444. 111. Venkatraman, N., & Camillus, J. C.
(1984). Exploring the concept of “fit” in strategic management. Academy of
Management Review, 9(3), 513-525. 112. Venkatraman, N., & Prescott, J. (1990).
Environment-strategy coalignment: An empirical examination of its performance
implications. Strategic Management Journal, 11(1), 1-23. 113. Walker, O. C.,
Boyd, H. W., Mullins, J., & Larreche, J. C. (2003). Marketing strategy: A
decision-focused approach (4th ed.). NY: McGraw-Hill. 114. Walsham, G.
(1995). Interpretive case studies in IS research: Nature and method. European
Journal of Information Systems, 4(74), 74-81. 115. Ward, P. T., Duray, R., Leong,
K. G., & Sum, C. C. (1995). Business environment, operations strategy, and
performance: An empirical study of Singapore manufacturing. Journal of
Operations Management, 13, 99-115. 116. Wernerfelt, B. (1984). A resourcebased view of the firm. Strategic Management Journal, 5, 171-180. 117.
Wernerfelt, B. (1994). The resource-based view of the firm - Ten years after.
Strategic Management Journal, 16, 171-174. 118. Wernerfelt, B., & Karnai, A.
(1987). Competitive strategy under uncertainty. Strategic Management Journal, 8,
187-194. 119. Wheelwright, S. C., & Kim, B. C. (1992). Revolutionizing product
development: Quantum leaps in speed, efficiency, and quality. NY: Free Press.
120. Williamson, O. E. (1975). Markets and hierarchies: Analysis and antitrust
implications. NY: The Free Press. 121. Yin, R. (1984). Case study research:
Design and methods (1st ed.). CA: Sage Publishing. 122. Yin, R. (1989). Inter
organizational partnerships in local job creation and job training efforts.
Washington, DC: COSMOS Corp. 123. Yin, R. (1993). Applications of case study
research. CA: Sage Publishing. 124. Yin, R. (1994). Case study research: Design
and methods (2nd ed.). CA: Sage Publishing. 125. Yin, R. (2003). Case study
research: Design and methods (3rd ed.). CA: Sage Publishing. 126. Zahra, S. A.,
& Pearce, J. A. (1990). Research evidence on the Miles-Snow typology. Journal
of Management, 16(4), 751-768. 127. Zigurs, I., & Buckland, B. K. (1998). A
theory of task/technology fit and group support systems effectiveness. MIS
Quarterly, 22(3), 313-334. 128. Zuboff, S. (1988). In the age of the smart
machine. NY: Basic Books.
論文
頁數
附註
全文
點閱
次數
資料
建置
時間
轉檔
日期
全文
檔存
取記
錄
153
異動
M admin Y2008.M7.D3 23:18 61.59.161.35
記錄