在當今世界經濟快速發展的條件下，企業在面對多變的競爭環境時，需要及時調整、更新企業能力，以維持企業成長。本文在總結前人的研究結果之上，以中國大連萬達集團的成長路徑為例，對企業動態能力的發展及公司成長的角度進行分析。深入探討大連萬達集團的四次轉型歷程，並選取兩個轉型歷程中經典的購併案例深入分析，分別為美國AMC院線和美國世界鐵人公司。透過轉型路徑的分析加上購併為集團帶來的成果研究，得出萬達集團在變化的競爭環境中不斷把握時機，轉變集團定位，並以購併的方式獲得新的集團競爭力，使集團不斷成長。 / Companies need to renew their competencies in order to achieve sustained growth in the changing business environment. In this thesis, I draw on prior studies on firm growth and examine the growth of the Dalian Wanda Group, a large diversified business group in China. I focus on the Wanda Group's four-transformation process, and in particular on its two recent acquisitions, AMC cinema and IronMan Company. The findings suggest that the Wanda Group has been able to develop and acquire new competencies in response to a changing competitive environment, and has been able to achieve growth through domestic diversification and internationalization.

紡織業是我國製造業中不可或缺的角色，悠久的歷史伴著台灣經濟的成長，而隨著台幣升值、產業外移等環境變遷造成紡織業的衰退，許多體質不良的生產廠商也從此沉沒在一片競爭激烈的紅海中。 我國的紡織業多半是代工製造，面對來自全球的低價競爭，欲殺出重圍，或是僅求生存，即為一難題。但是老牌的忠興織造做到了，而且越做越好，甚至進入精品產業供應鏈，現已為全球最大織帶代工廠。 為了一探究竟，本論文利用鄭榮郎（2001）提出台灣傳統產業之各層次的轉型策略構面，以及採用綜合各家學說的關係管理構面─資源投入強度、公開溝通、功能性連結以及合作傾向，為本論文的研究構面，運用個案的轉型案例，來推論出傳統紡織代工業如何轉型以提高企業價值，甚至利用特有的關係管理創造出全球最大織帶代工廠的榮耀。 本研究獲得以下主要結論： 1. 企業轉型時，即使選擇專注在代工的本業上，也會大幅提高「代工品牌」的附加價值。 2. 企業積極的社會性連結，是我國傳統代工產業成功轉型之關係管理中很重要的部分。 3. 企業徹底了解自身的成長脈絡與競爭優勢，才能發展出合適的轉型策略。 4. 企業成功轉型中，在接單層次的提升上，會先著眼於較穩定發展、風險較低的市場。 5. 企業成功轉型中，藉由網絡中地位的提升，能夠增加議價力，並改變供應鏈的溝通模式。 / Textile industry is definitely one important role of Taiwan’s manufacturing. It accompanies the growth of Taiwan’s economic. However, during the period of NTD appreciation, many textile firms moved their factories to China to respond the lower and lower profit challenge from global competition. But most of them failed and disappeared. “How to survive?” It is the big problem then. Nevertheless, Universal Webbing Company did it. Now Universal Webbing Company is the biggest webbing-OEM -company of the world. To figure out the reasons of Universal Webbing’s success, this thesis use the two aspects to investigate the company. One is “The transformation strategy of traditional industries to value up” by Dr. Jung-Lang Cheng. Another aspect is the sum up of Relationship Management from various scholars. The conclusions in this paper are below, 1. Companies can value up even still choose the OEM for their transformation way. 2. Active and unique Social Bonding between companies (which is one part of Relationship Management) can be very helpful for well-transformations of Taiwan OEM/ODMs. 3. The company should consider both its own histories and advantages before choosing what kind of transformation for its good fit. 4. To start a profitable transformation, the first step should be to search and define the relatively stable market/customers’ industry to lower the failure risk. 5. During the advantageous transformation, companies can improve the bargain power by raising their status in the network. Moreover, it is able to create the new communication mode in the industrial chain.

本研究以國內系統領導廠商轉型為主要研究議題。使用個案研究法，探討其跨入智慧型手機產業之可行性。藉由文獻探討及產業領域知識（domain knowledge）等資訊來源，降低人為主觀偏見，選擇客觀的研究變項定義，發展研究架構，並進行個案公司訪談，彙整分析轉型策略及成功關鍵因素，期為企業進行轉型之參考依據。由研究結果顯示，影響台灣電腦系統廠轉型的關鍵因素，綜述如下：（一）企業轉型之購併策略，若忽略組織文化磨合期，反增加學習成本；（二）企業轉型之品牌策略鴻溝，其解決之道在於「創新」與「品質」；（三）企業轉型之採購策略制定，應配合企業整體目標，並視為企業競爭力之發展重點；（四）企業轉型之目標設定，為跨足新領域時，不能冀望過去成功模式可全然複製於新產業價值鏈，否則將影響決策擬定及業務執行之方向；（五）企業轉型之資源配置，應審思運用於企業核心能力之培育，並配合政府產業政策，以取得更多輔助資源，降低企業資源投入成本及創造利潤之壓力。 關鍵字：智慧型手機、企業轉型、產業價值鏈、資源基礎理論 / In this study, we apply the method of “case study” for the transformation of computer companies into smart phone industry in Taiwan. Using literature review and domain knowledge to reduce the individual bias, the study variables are defined, and the research framework is also proposed. Through interviewing with those companies, the strategy of transformation and critical success factor are analyzed in order to provide the references of business transformation in the future. As the result of study, the critical success factors are concluded as following：(1) It will increase the cost of learning curve if to ignore the integration between organizations during the transformation and merger. (2) “Innovation” and “quality” are the critical strength to fix chasm for brand strategy in the turnaround. (3) To formulate the strategy of procurement, it should be tied in corporation goal and regard it as the core competence. (4) A corporation abandons itself to former successful model during transformation into new industry, which will affect the frame of strategic direction and its business execution. (5) For the placement of organizational resource for turnaround, corporation should deeply consider for the cultivation of core competence in corporation. Besides, to obtain more assistant resource inputs from government to reduce the organizational pressure of return of investment. Keywords： Smartphone, Corporation Transformation, Turnaround and resource-based Theory.

2008年全球金融海嘯之後，製造業隨著產品的生產變成大批量定制方式，產品的利潤空間越來越受到擠壓，而服務價值所佔的比重需求越來越大，因此服務的增值變成傳統製造業所追求的重點，而逐漸形成製造與服務相融合的新產業形態－服務型製造。服務型製造商向客戶提供的不僅僅是產品，還包括產品的服務，或整體解決方案，也包括圍繞產品生產的各類服務。 透過本研究所設計中國大陸製造業服務化問卷調查，收集到 205 家企業總經理或總經理指定的發言人的意見。以產業組織理論中著名的「結構－行為－績效模型（Structure－Conduct－Performance Paradigm, SCP）」理論，做為製造業服務化的模型，並以結構方程模型(SEM)作為實證工具，檢驗五個假說： H1：製造業環境因素影響製造業服務化需求程度 H2：市場結構集中度愈大，製造業服務化需求程度愈小 H3：企業愈重視製造業服務化，其品牌形象則愈高 H4：製造業服務化程度愈高，則銷售業績會提高 H5：企業品牌形象愈高，則銷售業績會提高 實證結果顯示H1及H4不成立，而H2、H3及H5成立。由假說二成立顯示市場結構和製造業服務化之間存在負向關係，意即市場集中度愈小的廠商愈有傾向採行製造業服務化，而影響是否採行製造業服務化的因素。假說三及假說五的成立說明製造業服務化對銷售業績並未有直接關連，而是透過影響品牌形象後而增加銷售業績，因此存在著間接關係。 而造成製造業服務化與經營績效的因果關係之關鍵因素，本研究實證指出產品複雜度為市場結構構面中影響最大的因素；製造業服務化構面則以品牌行銷影響力最大，至於品牌形象構面因素中以公司形象最具影響力；而業績銷售構面則以營業淨利及營業額成長同樣重要。

面對全球化浪潮，各個產業供應鏈不斷被迫縮短，規模小的製造商、品牌商遭遇併購，貿易商在這樣的過程中，遭遇去中間化，而企業的轉型迫在眉睫。本研究旨在探討在「去中間化」危機中，企業轉型是否成為貿易商能在這波浪潮生存並且創造企業新高峰的重要因素，而貿易商如何透過內部的組織結構調整，建立新的內、外部溝通方式，以專案管理的形式與客戶維繫關係並發揮內部員工的最大效益，來完成企業轉型，再透過提供整個產業鏈其他製造商及品牌商在營運上的解決方案形式，提升企業自身價值。研究主要透過深度訪談已經營台灣自行車零組件及成車廠為業務的貿易商L公司，了解其在近四十年來，如何從貿易商的全盛時期，隨著大環境改變而轉向衰退，二代企業家決心進行企業轉型，從貿易商轉型為企業解決方案提供商，成為製造商與品牌商之間重要的價值提供者，贏得雙方的信任，奠定自身在產業鏈中的地位。研究結果指出貿易商在進行企業轉型時，透過內部的組織架構調整，從功能式組織架構調整為專案式組織架構，最後以矩陣式組織架構作為組織運作最有效率的形式。進而調整組織溝通，內部的垂直溝通轉變為水平溝通，而外部的正式溝通也增加了非正式溝通，提升效率達成客戶的需求，獲得新的市場機會。後續建議台灣貿易商在進行企業轉型時，可以透過成立子公司來將業務進行區隔，並將轉型後的企業解決方案擴展至各個產業，讓企業在更妥善的轉型規劃下，能更永續並且長期的經營。

在九零年代由於韓默大力提倡流程再造以及資訊科技的突飛猛進，加上市場逐漸全球化的帶動下，國內外許多知名企業也因應這樣的風潮不斷推動企業變革與組織再造，希望透過變革的過程使企業本身脫胎換骨，但是後來發現大部分的企業改造成功的案例並不多見，尤其許多知名大型企業希望導入ERP系統來推動企業再造，同樣成功的案例也不多見，而失敗的案例卻屢見不鮮。 我發現在實務界也鮮少有一個較全面性的觀點、分析架構與模型來解釋變革前後的相關關係。是什麼樣的原因阻礙企業再造? 而什麼樣的變革過程可以產生如此大的績效改善? 我們應該用什麼樣的觀點來看企業改造這些相關的議題? 因此基本上，本論文就是希望透過以企業改造最適搭配架構為主體的角度，來看價值創造、組織轉型、企業再生工程、並利用組織轉型架構模式為基礎，來解析四個台灣本土型的企業改造，希望提供一個可供思考的理論模型，可以更清楚、更容易了解企業改造當中相關因素的關係與關連性。 本論文的目的就是從價值創造與組織轉型的觀點來探究企業改造的轉型內涵、轉型過程以及形成原因。企業以價值創造、組織理論、企業轉型、企業再生工程、最適搭配架構等理論或架構模型，來釐清這些複雜的現象，希望更能了解價值創造與組織轉型的相關的變化與影響，並透過組織轉型架構模型的分析與解釋，可以提供理論研究或是實務應用上思維的參考。 / The concept of business process reengineering, advocated by Michael Hammer in the 1990s, coupled with the innovation of information technology and the globalization, many of the well-known enterprises started to leverage organizational transformation to improve their performance. However, there have not been many successful examples but a lot of failure. I also found that there hasn’t been much analytical framework or model to explain the differences and the interrelations before and after the transformation. What are some of the major obstacles that keep businesses from engaging in the transformation? What kind of changing processes can result in such dramatic performance improvement? What perspective should we adopt to examine the issues related to business transformation? This thesis aims to examine value creation, organizational transformation, business process reengineering through the role of strategic fit. It also intends to adopt the organizational change framework as a basis to analyze four companies in Taiwan that have gone through such business transformation. I wish to build a clearer and understandable relation and connectivity among relevant factors for business transformation through this thesis. The purpose of this thesis is to explore why, what, and how business transformation occurs from the viewpoint of value creation and organizational change. I use value creation, organization theory, business transformation, business process reengineering, and strategic fit to elucidate the theory and framework, hoping to clarify relevant changes and impacts. Through the analysis and clarification, I further aim to be able to provide guiding principles on organizational transformation framework both in theory and in practice.

在環境變遷劇烈的時代，改善流程、發展新商品、研發新技術已經無法讓企業在穩操勝算。近年來，企業開始關注商業模式之價值。但是，過往的商業模式創新多為組合式，但是對於複合商業模式卻所知有限。本論文分析出版業商業模式的複合創新過程，了解傳統產業如何藉由商業模式而轉型。本文以全球最大的出版公司培生為研究對象，分析培生是如何策劃其複合商業模式，於2000年到2013年間啟動四種商業模式之創新。本文發現，商業模式必須透過資源不斷的流動，引導其實驗性交換方能產生複合的效應。觀念上，本論文提出如何以資源流的方式來分析商業模式的複合效應。實務上，本研究指出複合商業模式的形成原來不是以混合或組合不同的商業模式進行；而是必須創造資源的綜效，才能有效的讓新與舊的商業模式產生「複合」的效果，提供創新的解決方案，完成企業轉型的任務。 / In this rapid changing environment, improving work processes, developing new products, innovate new technologies may not secure firms’ success. In recent years, firms begin to pay attention to the value of business model. However, our understanding of business model innovation is limited to the combinational form and the hybrid form of business model is less known. This thesis examines the innovation process of hybrid business model within publishing industry, and understands how a traditional industry could undertake transformation via business model renewal. This study examines Pearson Publishing, which is the world’s largest publisher at the time, and analyzes how Pearson strategized its hybrid business model while launching four types of business model innovation during 2000-2013. The findings indicate that business model must initiate constant flow of resources, guiding its experimental exchange so as to create hybrid effects. Conceptually, this thesis suggests how to examine business models’ hybrid effects through patterns of resource flow. Practically, this research warns that the shaping of hybrid business model may not simply blend or combine two different business models. It requires us to create some sort of synergy among resources so as to generate some kind of ‘hybrid’ effect between the old business model and the new business model, resulting in innovative solutions and achieving the mission of corporate transformation.

本研究旨在透過探索式的討論，輔以對個案A公司在市場導向經營策略變革之分析，探討當前我國電子產業經營之現況與發展前景。本文研究目的主要有三：（一）從台灣電子產業發展現況的回顧中，歸納出國內外市場環境之機會與挑戰；（二）彙整企業轉型關鍵因素之理論及其實際操作方式；（三）利用個案研究探討企業轉型在市場導向經營活動之實際應用與啟示。研究發現，企業面臨經營上之盲點而欲尋求突破時，無論是策略規劃之重新定位、分析企業內外在市場環境變化等資訊，進而重新評估經營策略與方向等，均有賴經營者果決而明智之策略選擇。因此，「經營者的策略敏銳及其參與程度」為企業轉型成功的關鍵因素，而轉型策略選擇之好壞，更將明顯提升或傷害企業的產業競爭力。不過，要建立起有利於永續競爭優位之市場導向經營策略，仍需企業在管理、組織以及產品等企業內外要素的配合才能順利完成。 / This research aims to analyze the business strategy for PC industries by exploring discuss and A corporation’s market-driven business activities. This research includes following three purposes: First of all, to sum up domestic and international chances and challenges by reviewing development of PC industries in Taiwan; secondly, to clarify theories and practices of key factors of business transformation; thirdly, to explore application and implication of business transformation in case study of market-driven business activities. Research result shows that, when a corporation faces difficulties wanted to overcome, it does need business manager to make a definite and wise decision to reset plan, analyze market information, and re-evaluate business strategy. In other words, “degree of strategic sensitivity and participation for a manager” undoubtedly is the key factor of business transformation affecting its capability of competition. Anyway, this goal of making sustainable predominance strategy couldn’t be made unless combining with domestic and outside factors of management, organization, and production.

近年國內電子代工廠正紛紛面臨轉型的需求，企業成長策略中所探討的多角化策略一直是企業所使用策略管理方法，決策者如何選擇最適當的多角化策略帶領企業成長逐漸成為現今企業轉型過程中熱門的議題之一。 本研究有別於傳統多角化策略中以產品和市場為主要架構為分析，而是結合眾多鑽研多角化策略的學者所慢慢雛型而成的三維度─以資源共通性、價值活動相似性、市場共通性三構面所形成的三維度多角化策略為基礎架構。此架構首先藉由企業本身的資源與能力基礎為分析基礎，找出關鍵成功因素，並訂定出企業的活動價值鏈，以及對於市場的定義。藉由個案研究的探討，首先讓企業區分自身的能力與資源的優勢，並利用此三維度架構下，分析個案公司所發展之多角化策略事業，其創新表現、市場表現及財務表現的效益為何？分析其原因以及預期的發展狀況，希望能提供決策者在執行多角化策略時所訂定之成長目標，以及可能面臨到的成果為參考。

近年來平台商業模式席捲全球，Google、Amazon、Facebook、Airbnb、Line等平台領導者們，改變了人與人之間的互動、翻轉現代的生活，並從平台中取得價值、獲得優勢，進行一場以生態系為主的競爭遊戲。此股炫風吹向經濟體中的不同環節，讓企業與企業、產業與產業之間的互動關係發生變化，同時造成許多無法因應平台經營模式與競爭策略的企業快速衰退。因此，在此股潮流之中，舊有企業如何成功轉向平台經營為本研究之重點。 有別於分析成立之際即以平台模式為主的個案公司，本研究結合了價值鏈經營模式、以及平台經營模式的觀點與相關學術理論，採用縱斷面研究方法探討典範企業—台積電30年來經營模式的轉變歷程，分析其如何一步步重塑半導體產業結構、佈局平台策略並成功轉型，成為半導體產業的巨頭之一，並形成台積大同盟的生態系與兩大IDM對手展開全面競爭。 透過本研究之分析與歸納，發現「價值鏈」與「平台」兩者的商業模式要素內涵與經營思維迥異，前者專注本業、著重內部優化，以低成本或差異化為主要的競爭策略；後者則強調擴張營運範圍、槓桿外部資源，共同創造更多價值獲得雙贏局面。而價值鏈模式之企業可從建立內部平台開始、轉變到供應鏈平台，接著發展至雙邊平台的演化方式進行轉型，但不是所有企業都具備成為雙邊平台領導者的潛力，必須確認自身提供的價值是否為整個技術系統所需、以及能否同時為產業中許多企業解決商業問題。當企業成功轉為雙邊平台之際，即可專注於提高平台的網路效應與轉換成本等策略行動上，追求大者恆大及生態系競爭之目的。 / In recent years, the platform business model sweeps the world. Google, Amazon, Facebook, Airbnb, Line and other platform leaders not only changed the way people lived but also obtained values from the platform’s network. These values are key competitive advantages for platform leaders to win the game of business. However, the new type of business model is threatening pipeline business, and some pipelines even rapidly declined after attacking by platforms. Therefore, how pipelines can survive and turn successfully to platform-based business is the main discussion in this research. This study combined the academic theories of two business model: value chain and platform to explore the transformation of business and strategy of TSMC, which is one of the leading semiconductor companies in the world, in the past 30 years. The case study followed by analyzing how TSMC reshaped the semiconductor’s value chain and then adopt the platform strategy for enterprise transformation. Now, TSMC has its own ecosystem that can beat with other two giant IDM competitors. With the in-depth case study of the changing in TSMC’s business model, we had three conclusions. Firstly, we find out that the business model of “value chain” and “platform” has the different connotation and strategic thinking. The former enterprises focus on its own business, pay attention to internal optimization, and take advantage of differentiation or low cost for competition. However, the later ones emphasize the expansion of operating scope, leverage external resources, and co-create with partners for more values to pursuit the win-win situation. Secondly, enterprises with the value chain business model can develop the platform business model by establishing the internal platform at the initial and then expand to supply chain platform and two-sided market platform. But it's worth noting that not all enterprises have the potential to become a platform leader. It must satisfy two prerequisite conditions: (1) the own value is essential within an industry, and (2) can solve the business problems of different companies at the same time. Thirdly, when enterprises successfully become the platform-based business, enlarging network effect and switching cost are two primary actions to pursue and keep platform leading strategy.