全球化的趨勢造成產業快速變化與重整，全球買家直接接觸產地，全球供應商直接進入市場，買賣之間的距離越來越近，越來越直接，讓一直以來在買賣間扮演中間橋樑促成交易的貿易商感受到強大壓力，買家和供應商不再依賴貿易商溝通，尤其面對全球景氣的衰退，因為降低成本的考量，有越來越多的買賣雙方打算跳過貿易商直接交易。貿易商必須改變，思考轉型的必要性，以及如何創造價值，使自己不被淘汰。 本論文以貿易商為主體，研究貿易商如何創造價值並維持價值，研究內容是以台灣某中小汽車零組件貿易商為個案，採用訪談的方式，研究其從事貿易業十三年來之貿易實務經驗，以提供未來貿易業者之參考。並藉由本次個案因應環境變遷採取的執行方案的分析過程中，讓我們更加了解貿易商的現況及未來發展趨勢，還有如何面對貿易商可能被買賣雙方淘汰的困境。 訪談的對象包含經營高層和中階主管，以及相關供應商，除了訪談外，並蒐集其他相關文獻和資料，來進行探討，並將所獲得之內容進行分析。 研究之架構則分為三部份，有環境變遷、面臨的問題、貿易商價值創造與維持。環境變遷著重在三個面向：顧客面、供應面與競爭面；面臨的問題則著重在營運問題；價值創造與維持的部分則著重在因應方案和核心能力上。透過上述三個部分的研究，也會探討因應後產生的績效。 而透過本個案研究之結果，提供下列數點建議，以供台灣中小貿易商未來發展之參考： 1.面對全球化的趨勢，傳統貿易商單純居間買賣協調的作法必須改變。 2.新型態的貿易商不僅是中間商，同時也必須能夠發揮服務綜效，全面服務供 需雙方。 3.貿易商也可以發展品牌，以避免買賣雙方直接交易。 4.產品的專業能力絕對必要。 5.創造獨特的自我價值成為貿易商當前最重要的課題。 關鍵字：去中間化，全球化，創造價值。 / The trend of globalization caused by rapid industrial change and restructuring, global buyers directly contact the origin, the global provider of direct market access trading between getting closer, more direct, so that has been to play an intermediary bridge between the buying and selling traders feel strong pressure to facilitate transactions, buyers and suppliers is no longer rely on traders to communicate, especially to the face of global economic recession as a reduction in the cost considerations, a growing number of buyers and sellers intend to skip the traders directly transactions. The traders must be changed, the necessity of thinking in transition, and how to create value, so do not be eliminated. This thesis is based on the traders, research traders how to create and maintain value, research is the components of a Taiwan small car traders as the case, use of interviews, the researchers engaged in the trade for 13 years, to provide other trade reference. And by this case due to environmental changes has taken to implement the program during the analysis, let us get a better understanding that the current status and future development trends of traders, as well as how to deal with the difficulties traders may be eliminated by the buyers and sellers. To interview with senior and middle level managers of business, and related suppliers, in addition to interviews and gather other relevant documents and information to explore, and the contents analyzed. The structure of the study is divided into three parts, environmental changes, the problems faced by traders, value creation and maintenance. Environmental changes focus on three dimensions: customer, supply-side and competition surface; the problem focuses on operational issues; the value creation and maintenance will focus in response to the program and core competencies. Through the three-part study will explore the performance of coping. The results of this case study, to provide the following recommendations for the future development of Taiwan's small and medium-sized traders refer to: 1. Faced with the trend of globalization, traditional traders simply an intermediary trading coordinated approach must be changed. 2. New types of traders not only brokers, but also must be able to play the service synergy, full-service for supply and demand sides. 3. Traders can develop the brand in order to avoid the direct trading of buyers and sellers. 4. The professional competence of the products is absolutely necessary. 5. To create a unique self-worth that is the most important topics for traders. Keywords: Non-broke, globalization, to create value.

2015年臺灣超過1,300萬人次出國，並由3,000多家旅行社服務，臺灣旅遊業競爭相當激烈。資訊科技與網際網路興起，促使電子商務模式日臻成熟，線上旅遊產品通路（OTA）也順勢發展。並且，全球廉價航空公司興起，航空公司因競爭激烈，利潤降低而欲向下游整合，自行創立旅行社直接服務消費者，都使得傳統旅行社面臨被去中間化的威脅。 因此，本論文透過SCP模型分析臺灣傳統旅行社的發展階段和政策的影響，以及市場結構、企業行為與市場績效，用以解釋目前旅遊產業的環境及所面臨的困境。接續針對專家學者、消費者及通路商進行專家問卷訪談，得到團體旅遊創新商業模式，用以檢視個案旅行社積極引進資訊科技改善作業效率，結合資訊科技與旅遊產業經營知識的整合運用，串接整個旅行產業內外部的價值鏈，達到旅客需求傳遞一致及服務不中斷，讓自身得以產生中間價值，是否符合團體旅遊產業鏈再中間化之成效。最後針對個案公司給予相關建議。 / In 2015, over 13 million people in Taiwan traveled abroad and they were serviced by more than 3,000 travel agencies, showing how fierce competition is in the travel industry. At the same time, the rise of both the information technology and the Internet has led to the maturation of the E-Commerce model, followed by the development of online travel agencies. Moreover, the rise of low-cost airlines has prompted traditional airlines to start their own travel agencies and directly serve their customers, in order to compensate for the loss in profits due to increased competition. All factors mentioned above indicate the threats faced by traditional travel agencies nowadays. Therefore, this dissertation is aimed at understanding the current travel industry in Taiwan as well as challenges it faces by using the SCP model to analyze the following: phases involved in the development of traditional travel agencies, influence of governmental policies on the travel industry, market structure, corporate behavior and market performance. Furthermore, this dissertation will introduce an innovative business model for group traveling, obtained after interviewing experts, scholars, business customers and distributors. The model is then used to check whether effective reintermediation of the group traveling industry will occur by reviewing a specific case company, which has actively introduced IT to improve its operating efficiency, combined it with knowledge in management of the traveling field, and connected the value chain within and without the whole travel industry,. These actions have contributed to consistent transmission of travelers’ needs and uninterrupted service, which then increased the value of the case company itself as a middle man. Finally, this dissertation proposes several recommendations for the case company.

企業如何於競爭劇烈且快速變動之產業環境下，發展出相對應之策略及差異化活動，是建構長期穩定獲利模式之關鍵；而動態能力(dynamic capability)的觀點便是強調企業為了獲取持續性的競爭優勢，必須不斷地偵察產業環境的變化，調整組織內外部的資源結構，藉以因應環境的各種異動。為深入了解動態能力的演化過程，本研究即以成功跨足貿易以及零售產業的特力集團為個案公司，探討在變化萬千的產業環境下，其如何於不同成長階段中轉變其策略定位，輔以動態能力的演化，以及在上述變化下，組織結構運作的調整過程，最後終於成為引領產業的全方位服務提供者。 / The key for a business enterprise to establish a steady long term profit model is the ability to develop responsive strategies and diversity activities in this highly competitive and fast moving industrial environment. According to the theory of dynamic capability, in order for an enterprise to have a continual competitive advantage it should both constantly observe changes in the industrial environment and adjust the structure of the internal and external resources accordingly. This will then allow an enterprise to better respond to these changes. In order to comprehensively understand the development of the theory of dynamic capability, this study will analyze the Test Rite Group as the main subject of the case due to their success in the trade and retail industries. As part of the analysis, the study investigates how the Test Rite Group manages to adapt their strategies and structure of their organization in an ever changing industrial environment which ultimately resulted in leading the industry as an omni-directional service provider.

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。

摘要 組織乃社會網絡的一員，其必須正視後現代主義者對當今後現代社會的觀察，以及必須面臨的嚴苛挑戰! 本論文旨在探討後現代主義思潮對當代組織的影響與啟示為何?部分當代管理情境(或稱後現代情境)， 例如，追求一切可能性、對簡單之渴望、感性的思維、 不確定性、 快速變遷、不連續性、模糊、 無界限、解構、 去中間化、 片斷化、 以族群取代社會階級、 多元化、尊重差異、超現實、以及反宰制性規則等等，對當代組織(或稱後現代組織)現在或未來在策略擬定時的影響與啟示為何? 面對後現代情境及其挑戰 ， 後現代組織現在或未來對策略之再思考為何? 後現代組織未來可能適用之新的組織模式為何? 以及後現代組織對策略之再思考的實務作為為何? 本研究主要以文獻探討與次級資料檢索之檔案研究法為主，資料檢索的對象(含個案資料之來源)是以探討較高層次的概念性策略新思維為主。至於屬於研究輔助性質之個案部分，則以屬於營利性質之全球知名多國籍企業、由製造導向轉型為服務導向者、或者可印證本研究所探討之策略新思維者為主。 經由本探索研究後發現，面對後現代主義思維的衝擊，以及後現代管理情境的挑戰，組織應該重新檢視其前提假設、回歸策略本質、勾勒遠大的構想、開創新的價值曲線以避開面對面競爭、重新尋找組織在數位世界的價值定位與經營模式、專注核心、建立社群、培養廣義「顧客」----利害關係人之新的忠誠度、善用所有利害關係人的關係與優勢、 注重組織內外部的整合以及策略要素之間的整合與一致性、擺脫語言牢籠(規則)的束縛而賦予員工彈性、持續尋找任何強調彈性結構、網絡關係、溝通效率、以及民主化機制的組織模式或概念。 最後，對於全球的多國籍企業，本研究建議其必須在全球的產業分工體系之下，勾勒遠大的構想、開創新的價值曲線、發展世界級的核心能力、建立或主導某些內外部社群或電子企業社群、採行time pacing策略以穩健成長、強化跨產業或跨國之組織與策略整合的作為、時時檢視與修改任何宰制性的政策或規則、以及繼續尋找與試行任何可能且可行的組織模式或概念。 / Abstract Organizations that are parts of social network must take into account those issues discovered and criticized by Postmodernist and those severe challenges facing organizations. This dissertation tries to explore those impact and implications aroused by postmodernist for contemporary organizations, those contemporary scenario (postmodern scenario) facing organizations, such as in search of possibilities, in need of simplicity, sensuous thinking, indeterminacy, a rapidly changing environment, discontinuity, ambiguity, boundarylessness, borderless, deconstruction, disintermediation, fragmentation, social class replaced by tribes, diversity, apprizing difference or otherness, hyperreality, and against governing rules, that will affect the strategic planning of organizations at present or in the coming future. In addition, this dissertation also tries to explore that currently or in the coming future how organizations rethink their strategies while facing postmodern scenario and its rigorous challenges, what forms, models or concepts of organization design that organizations can apply, and those managerial practices that organizations have ever executed. The research methodology adopted by this dissertation is primarily literature review and secondary data exploration. The target data including cases are focused on those conceptual strategic thinking. Those cases that are mainly complement to this dissertation are those distinguished multinational corporations (MNC) that have ever been transformed from manufacturing-oriented to service-oriented, or are able to prove partial strategic thinking reviewed in the dissertation. In the face of those thinking impact stirred by postmodernist and challenges resulted from postmodern managerial scenario, this dissertation concludes that organizations should review and rethink their assumption for the world, revisit the essence of strategy, picture and propose the big ideas, create or explore new value curves to avoid cruel face-to-face competition, explore new value positions and business models in the digital world, focus and develop core businesses and competence, build and manage communities, cultivate new types of royalty for those stakeholders partnering with organizations, utilize the relationships with and advantages from stakeholders, emphasize and advocate internal and external organizational integration and consistence and alignment for strategies, free from the cage of language and empower employees, keep exploring those organizational models or concepts that advocate or propose flexibility, networks of people, efficiency of communication, and spirit of democracy. In conclusion, this dissertation suggests that under global industrial value chains, multinational corporations should picture and propose the big ideas, create and explore new value curves, develop best-in-world core competence, form or dominate some internal or external communities or e-business communities, adopt strategy of time pacing for sound and moderate growth, reinforce cross-industry or cross-nation integration for organizations and strategies, keep reviewing and modifying any governing policy or rules, and keep searching and experimenting any latest possible and feasible models or concepts of organization.