近30年來資訊科技及網路通信技術經歷了幾次變革，每一次的改變也都源於需求及新技術的產生。從零件製造廠商、整機製造廠商、到通路銷售廠商都面臨此產業快速的變動，若企業無法在技術持續創新、流程持續改善、或產品線完整而保持領先的話，是無法讓公司持續經營的。 　　本研究係以資訊硬體產品代理配銷商(Distributor)為個案研究，探討組織能耐的形成與累積。並藉由資訊硬體代理業的實例公司探討，從對照公司及個案公司的經營過程，來探討建構組織能耐三構面的內容--(1)營運範疇，(2)核心資源，(3)關係網路，以及三者互動的相關問題，使實務與理論做比對印證，並提出建議方案。 　　本研究對於資訊硬體產品代理配銷商(Distributor)組織能耐的累積與形成，希望能提供以下三點有意義的參考： 　　一、從營運策略三構面分析具策略價值的核心資源 　　二、競爭策略分析 　　三、組織能耐的培養 　　資訊技術服務(IT Services )的產業對於企業客戶應用電腦化的層次，可分成很多的領域類別，只要專注在某依類別經營，則該資訊技術服務的公司(IT Vendor)就可能在市場生存。 　　期望藉由研究結果，對於處於類似競爭模式的企業能有意義性的分析啟發，不僅進行內部組織能耐的培養，並在外部找到可以主動出擊的位置與時機，為企業獲得更多生存獲利的機會。 / During the past 30 years, the information, networks and communication technology have been through many revolutions and improvements. Increasing demand and new technologies drove every change. No matter the component vendors, whole set assemblers or channel reseller who they all face the rapid changes in this industry. If IT companies cannot keep innovating in technology, improving in process, or completing in products line of selling, the companies won't be survived in continuous. 　　This research is focused on computer hardware distributors for a real case study, and explores the forming and accumulating of organization competence. Furthermore, the research takes two examples of computer distributors for comparing their business process, and explains the three dimension of business strategy for constructing organization competence. 　　Which are: (1) Business scope, (2) Core resources, (3) relationship network and associated issues. Refer to these related questions stretched by their interactions; I hope to bring up some suggestions for improvements. 　　The purpose of this research is to address three significant results for the organization competence forming and accumulating of computer distributors: 　　1. To analyze the core resources of strategy value based on three dimensions of business strategy. 　　2. To analyze the competitive strategies 　　3. To cultivate the organization competence. 　　There are many types and categories of IT services in computerize applications of enterprise customers. If IT vendors only focus on specified categories of applications, then they would be profitable in the market. 　　I expect by the result of research, which might have significant edification for those who are under such competitive pattern. They are not only to proceed with the improvements of internal organization competence, but also lie in an active attack position and timing for the outside to get more profitable chance.

2001年9月4日HP（惠普電腦）的執行長Carly Fiorina宣佈將以250億美元價格收購Compaq（康柏電腦），這樁購併案不但金額上是電腦業過去最大的一筆交易的兩倍，而且也是惠普公司六十三年歷史中最重要的一樁買賣。HP和Compaq合併後，將成為全世界第二大及名符其實的「日不落」電腦公司。合併後，這兩家公司過去四季以來的營收總合為874億美元，僅次於IBM。 本研究係以惠普台灣分公司ESG（企業系統事業群）中，其中一項產品「工業標準伺服器」事業部為個案的研究。探討惠普及康柏兩家公司合併前後，此產品事業部的公司組織及營運策略。藉由探討策略的三構面：(1)營運範疇(2)核心資源(3)關係網路，以及運用策略九說中「四競技場」的分析架構：(1)價值與效率的競技場(2)結構與能耐的競技場(3)體系與實力的競技場(4)同形與異質的競技場。了解合併前後三家公司在經營此事業的不同處，並對關連性問題提出建議。 期望本研究三點主要研究目的，對於同質性企業合併時，可以提供有意義參考的價值： 一．從策略三構面：(1)營運範疇(2)核心資源(3)關係網路，剖析合併前 後三個案公司。 二．從四個競技場：(1)價值與效率的競技場(2)結構與能耐的競技場(3)體系與實力的競技場(4)同形與異質的競技場的分析，了解合併前後三個案公司的競爭優勢。 三．惠普台灣分公司在工業標準伺服器事業，合併後的營運績效是否達到合併綜效的目標。 藉由本研究的結論，對於想進行同質性企業購併的企業經營者，可以找到更有意義的啟發。乃至於利用更短的學習曲線，創造合併後的獲利契機。 / The Graduate Institute of Business Administration National ChengChi University The Study of organization and business strategies of Industry Standard Server in Hewlett Packard Taiwan before and after the merger of Hewlett Packard and Compaq Computer On September 4th, 2001, Carly Fiorina, CEO of Hewlett Packard announced the merger of Hewlett Packard and Compaq Computer at USD25 billion dollars. This amount was in fact twice as much as the biggest merger that had ever happened in IT industry, and moreover, it is the most important decision that has been made in HP’s 63-year history. After the merger, Hewlett Packard has become the worldwide number two computer company, an empire where the sun never sets. The annual revenue of new Hewlett Packard totals 87.4 billion dollars, only second to IBM. This research is to pick the product “Industry Standard Server” that belongs to the business unit of Enterprise Solution Group in Hewlett Packard Taiwan to do the case study. The theories I will be using are: 1) the three dimensions of business strategy: a) business scope; b) core resources; and c) relationship network and 2) the four competitive strategies: a) value and effectiveness; b) position and strength; c) group and core competence; d) industry and differentiation Through the change of the organization and its business strategy before and after the merger, I will come up how the three companies – Hewlett Packard, Compaq and the New Hewlett Packard have their own business strategies and will also provide suggestions to related questions. By the end of this research, I hope some points can be made and provided to companies that are planning to have their horizontal integration. I will do so by observing and analyzing from the following three aspects: 1) To analyze the three companies by the three dimensions of business strategy 2) To analyze competition advantages of the three companies, before and after the merger. 3) To analyze how Industry Standard Server Business Unit in Hewlett Packard Taiwan achieves Synergy through the merger of the two companies Finally, the intention of this research is to help and to provide advise to those companies that are planning to have their horizontal integration, and hopefully through this research, a shorten learning curve will benefit them and through such integration, synergy will be seen.