本研究主要探討汽車零組件廠商之國際化發展歷程、國際化進入模式選擇以及廠商核心資源能力對其國際化策略之影響。首先藉由文獻探討瞭解企業國際化、核心能力、成長策略及策略九說等相關議題，接著透過實地訪談及次級資料蒐集對研究個案的國際化發展歷程作一回顧，最後分別由國際化理論、資源基礎說及策略九說的觀點對個案的國際化發展歷程及經營策略作歸納整理與分析，並提出本研究之結論。 台灣產業發展以製造業為主體，特別是資通訊產品、機械、自行車等產業在世界上均取得良好的成績。然而面對新興發展國家的急起直追，台灣製造業如何繼續維持本身的競爭優勢，從過去強調製造技術的專精，力求跨入設計、行銷等領域，走向微笑曲線的兩端，成為未來台灣廠商的新挑戰。以資訊產業為例，台灣廠商多專精於通用規格產品製造，藉由大量生產降低成本，常採取的成長策略為極力擴張產能，設法切入產業全球供應鏈成為其中一環。然而相對於資通訊、自行車產品，AM汽車零組件講究少量多樣，在產品生產與企業經營上亦有一定的困難度，台灣廠商如何能在AM車體碰撞零組件市場居世界領導地位，其經營歷程與成長策略究竟為何？立足於現今的基礎上，台灣汽車零組件產業下一階段的成長又應往那個方向進行？這是本研究想探討的議題。 目前台灣約供應全球85％-90％之汽車AM碰撞零組件，本研究選擇台灣AM碰撞件業者中規模最大，亦是全球領導廠商之東陽集團為研究個案，該公司在天下雜誌2007年國內製造業行業別（汽車及其零件）排名中名列第6，營收規模領先帝寶、堤維西等同業，年營收淨額新台幣165.8億元。研究結論簡述如下： 一、強大的模具開發能力、完善的集貨網路、少量多樣彈性生產的管理能力，是台灣AM碰撞件廠商國際化發展成功的重要因素。 二、AM汽車碰撞件廠商國際化發展過程中，應視本身資源能力及國際市場條件，彈性選擇最適的國際化發展模式。 三、AM碰撞件廠商可透過整併競爭對手、增加顧客價值、累積資源能力等方式提昇產業競爭地位，逐步取得市場主導權。 四、AM碰撞件業者可透過降低內部生產成本與外部資源取得成本，提高經營效率，增強市場競爭力。 五、台灣AM碰撞件廠商未來發展應掌握發展潛力雄厚的新興市場，並積極切入國際大車廠OEM零件供應鏈。 / Taiwanese companies produce 85%-90% of the After Market (AM) auto crash parts in the world. While most other countries’ auto parts export is substantially composed of OEM parts, Taiwan is one of the few countries which mainly exports AM auto parts in the world. With the limited market size in Taiwan, Taiwanese auto parts industry has to seek out the global market for potential markets. As a result, more than 80% of Taiwan-produced auto parts are exported each year, of which more than 80% are for AM use. The purpose of this research is to understand the internationalization of AM auto parts industry in Taiwan. The research consists of four aspects: (I) the characters of auto parts industry; (II) the internationalization of business; (III) the core competency of business; (IV) the business growth strategy. The research chose the leading AM auto parts manufacturer in Taiwan, the Tong Yang Group (TYG) as the study case. Through primary data collection such as in-depth interview and secondary data collection from other researches and publications, the research concludes as followed: 1.Mold development ability, broad sourcing network, and flexible production management are the key success factors of the internationalization of Taiwanese AM auto crash parts manufacturer. 2.During the process of internationalization, the most suitable entry model should be chosen based on the AM auto parts manufacturer’s own resources, capabilities and the market conditions. 3.AM crash parts manufacturer can raise their competitive advantage and gain market dominance by: Merger & Acquisition (M&A), increasing customer perceived value, and accumulating resources and capabilities. 4.AM crash parts manufacturer can strengthen competitiveness and increase efficiency by reduce both internal production costs and external sourcing costs. 5.Taiwanese AM auto parts manufacturers should grasp the emerging markets with great potential, and manage to penetrate the OEM parts supply chain of leading global auto manufacturers.

本研究引用吳思華教授提出的三個策略構面，作為研究分析之基礎，試圖分析個案公司的現況及金融海嘯侵襲下的策略因應。此策略三構面分別是營運範疇、核心資源與事業網路，亦即包括「營運範疇的界定與調整」、「核心資源的創造與累積」、「事業網路的建構與強化」三項主要工作。 2008年金融海嘯重創整個世界經濟，經營環境未曾如此險峻，因此如何掌握策略因應，讓企業渡過難關，變得非常重要，透過此項研究了解半導體產業結構及企業在面對金融海嘯危機等風險時，可利用策略三構面來探討策略因應，也可作為其他產業界参考。 本研究籍由分析個案半導體公司在金融海嘯危機時期，面對激烈的競爭環境，要如何建立其競爭優勢，以及如何調整經營策略，安然渡過危機。 本研究的目的在探討下述問題： 一、金融海嘯重創全球經濟及重創各產業，企業如何採取必要措施，安然渡過危機？ 二、金融海嘯危機下，企業如何制定經營策略及營運模式因應？ 三、金融海嘯浪潮下如何執行組織重整，建立核心資源，才適合時代潮流？ 本研究的結論如下。 一、企業透過購併同業及異業，以迅速增加運營範疇，擴大產品線廣度，拓展產品市場，分散風險，企業以選擇風險最低的作法渡過危機，並創造最佳的績效。 二、金融海嘯重創各產業，人才是企業的最基本的資產，金融海危機下，企業反而利用不景氣的時候逆勢培養人才、加强研發新產品、保住主要客戶、重建與供應商的關係、強化行銷網路，也就是擴展營運範疇、鞏固核心資源、强化事業網路來渡過危機。 三、金融海嘯侵襲下，企業會選擇風險最低的作法渡過危機，並創造最佳的績效，以下是營運模式因應。 (一) 保持健全的財務基本面 (二) 保護公司的現有業務　 (三) 適度在媒體曝光，建立企業聲譽 (四) 降低原料及供應鏈成本 (五) 維持企業的股價 四、金融海嘯浪潮下，組織變革或組織瘦身，雖然是一個理想的方式，但尚有一些創新的方法，可以在企業裡面做長期發展策略，反而利用這個機會，做平常沒有機會去做的事，也就是利用策略三構面，調整營運範疇、創造與累積核心資源以及建構與強化事業網路也可以安然渡過風暴。 / The gist of this study focuses on analyzing the current business strategic of corporation during financial crisis by which combined Dr. S.H. Wu’s “Three aspects of Strategy". There are defination and adjustmentof operation domains, the creation and accumulation of core competence, and the construct and strengthen business network. It is very important that how to manage the strategy to face the serious business environment during 2008 financial crisis. By the understanding of semiconductor industry through the study of structure and corporate financial crisis in the face of risk, the strategy can be used to explore the three dimensions of the strategy employed, but also for other industry references. The Study is analysis of the semiconductor corporation, how to build their competitive advantage, and how to adjust business strategy, to ride out the financial crisis during facing fierce competition. The target of this study is to investigate the following questions: First, how to take the necessary measures to ride out the crisis during the financial crisis hit the global economy and various industries? Second, how corporations develop business strategies and operating models in response during the financial crisis? Third, how to implement organizational restructure and establish core competence to meet the current situation during the challenge of financial crisis. The conclusions of this study are as below. First, by mergers and acquisitions and cross-industry, increase the operational areas promptly, expand the product lines markets, diversify risk, select the lowest risk business practices to ride out the crisis, and create the best performance. Second, the financial crisis hit the all industries, human power is the most basic assets of corporation during the financial crisis. The corporation used the downturn enterprises contrarian personnel training, enhance the development of new products, to keep key customers, rebuilding relationships with suppliers, strengthen the marketing network, that is, expansion of the operational areas, strengthening the core resources, and business networks to survive during crisis. Third, the corporation will choose the lowest risk to ride out and create the best performance during the financial crisis. The following is the mode of operation in response. (A) maintain the financial fundamentals (B) to protect the company's existing business (C) Show up in the media to establish the corporate reputation (D) reduce the cost of raw materials and supply chain (E) to maintain the share price Fourth, although the organizational change to reduce the pressure is the ideal for corporation, but there are some innovative actions to do long term development strategies. To process which do not have the opportunity to do the usual things, it means using “Three Aspects of Strategy” to adjust the operating domains, to create and accumulate the core competence, and build and strengthen the business network to ride out the financial crisis.

國內大多數之公司皆為中小企業，其相較於大公司資源有限，並無一套有系統的策略形成與管理工具。此工具一直是管理階層重視之議題，然而從過去之文獻發現，策略形成的方法紛呈，最為著名的是Porter(1980)競爭策略，但此類文獻大部分皆為國外學者所著，因而本研究針對國內吳思華(2000)的策略九說，以個案實作之方式，闡明其亦能有效協助公司形成策略。 依據過往文獻發現，策略形成工具協助公司形成策略後，往往就不了了之，並無明確說明如何執行已形成之策略。本研究依據Kaplan and Norton(1992)提出之平衡計分卡概念，以吳安妮(2002)(2003)提出策略執行系統4.7.4為架構與策略診斷性系統分析，協助公司執行已形成之策略及分析公司有無水平或垂直缺口，以免導致公司擁有策略後，卻因執行的後繼無力，而無法展現成效。 最後，以免公司內部單位各自為政，造成資源浪費，因而依據Niven(2002)與吳安妮(2002)提供之觀念，使總公司、SBU與SSU三者之策略能有效連結，形成綜效。 關鍵字：中小企業、策略九說、策略形成與執行系統、策略診斷性分析、綜效。 / Most domestic companies are all small and medium enterprises. The limitations in resources for small and medium enterprises are much greater, causing them to not have a systematic strategy formation and management tools. These management tools have been important management issues, however, the literature only found ways to form strategies, the most famous being the Porter (1980) competitive strategy, but most of these documents were all written by foreign scholars. One famous document written by domestic scholars by Wu Se-hwa (2000) strategy nine, wrote a case by case implementation of management tools can also effectively help companies clarify their strategy. Based on previous literature found about the formation of strategic tools to assist companies to form policy, there is often no clear description of how the strategy has been formed. The study, based on Kaplan and Norton (1992) proposed the concept of the Balanced Scorecard, to Miss Anne (2002) (2003) proposed strategies for the implementation of the system 4.7.4 system architecture and analysis of diagnostic strategies to help companies execute strategy and has formed the analysis of the company to see whether they have horizontal or vertical gaps, so as not to cause the company to have a strategy, with the inability to perform follow-ups, and can not show results. Finally, in order to avoid fragmented units within the company, resulting in waste of resources, which according to Niven (2002) and Anne Wu (2002) provided, thus allowing the head office, SBU and SSU's strategy to effectively link the three to form a synergy. Keywords: SMEs, strategy nine, strategic formulation and implementation, analysis of diagnostic strategies, synergy.