電子業在近20年來在台灣蓬勃發展，不論是上游的晶圓廠，IC設計，中游的半導體製造業，乃至於下游的電子產品製造業，在全球市場裡皆佔有一席之地。在整個產業鏈之中，半導體製造業在2008年的銷售額達到255 Billions,其中半導體通路商就佔全部銷售額的30%以上，半導體通路商在產業鏈中的地位是相當的重要。 半導體零組件通路商在整個產業鏈扮演著何種角色呢？半導體零組件通路商必然能對上游供應商與下游的電子製造業提供價值，並且具有其競爭優勢，以存活在這競爭的產業，因此本研究採用個案分析方式針對亞洲最大的半導體通路商與日系半導體通路商進行研究探討，主要的研究發現有： 1. 以實際量化的方式半導體電子零件通路商對供應商與客戶的價值。 2. 從半導體產品價值鏈依不同類型供應商/通路商/客戶歸納通路商的策略類型為規模經濟型、技術本位型以及特殊關係型。 3. 規模經濟型、技術本位型以及特殊關係型三種不同類型的通路商所具備的競爭優勢。 4. 在動態的環境下，不同類型的代理商如何跨足其他類型的通路商，並且從成功案例之中了解其策略為何。 / In the past 20 years, Electronics industry flourishing in Taiwan, from the upstream wafer manufactory, IC design, to the middle reaches of the semiconductor manufacturing, as well as in the downstream electronic products manufacturing, both in the global market place. In the whole semiconductor supply/demand chain, the semiconductor manufacturing industry in 2008 achieved sales of 255 Billions, in which the semiconductor distributors accounted for more than 30% of total sales. This shows the important of semiconductor distributors in the semiconductor industry. What is role of distributors in the industry? Distributors must be able to provide value to upstream suppliers and downstream customer – the electronic manufacturing industry, and has its competitive edge to survive in this competitive industry. So this study used case study approach targeting the largest semiconductor distributors in Asia and the Japanese semiconductor distributor to conduct research into, the main findings are: 1. Practical way to quantify the value of semiconductor distributor to the supplier and customer. 2. Base on different types of suppliers / distributors / customers to induction distributors strategy type of the semiconductor value chain. As “Economies of scale”, “Technology-based model”, and “Special relationship”. 3. The competitive advantage of “Economies of scale”, “Technology-based model”, and “Special relationship”. 4. In a dynamic environment, how the different types of agents to branched out into other types of distributors? And identify the strategy from the success stories.

Dans une économie de la connaissance mondialisée, les organisations sont invitées à ne plus se reposer essentiellement sur leurs connaissances internes pour innover, mais à en puiser en externe. Le projet collaboratif labellisé par un pôle de compétitivité est un levier permettant une innovation ouverte sur lequel les acteurs doivent être en mesure de capitaliser. De nombreux modèles mettent en évidence les manières de procéder pour capitaliser sur les connaissances dans des dynamiques intra-organisationnelles. Toutefois, à l’échelle inter-organisationnelle, les méthodes de capitalisation au sein des projets collaboratifs ou des clusters restent inexplorées. Les enjeux de réutilisation des connaissances créées dans un projet collaboratif sont pourtant clés afin d’assurer une continuité dans le développement des activités des entreprises et leurs innovations, et pour créer une valeur partagée entre les partenaires. Il s’agit ainsi de se questionner sur l’opérationnalisation de la capitalisation des connaissances inter-organisationnelle au sein des clusters. Pour analyser ce phénomène, une investigation empirique de nature qualitative, sur le modèle d’une étude de cas multi-sites, a été menée sur 4 pôles de compétitivité. À l’issue de 67 entretiens semi-directifs avec des acteurs directement impliqués dans le processus de capitalisation, et l’observation de 5 évènements-clés de la vie des pôles de compétitivité, deux capacités dynamiques inter-organisationnelles complémentaires sont identifiées. La première relève des cellules d’animation des pôles de compétitivité qui, à travers leur rôle de boundary-spanner, accompagnent les projets collaboratifs jusqu’à leur valorisation. La seconde se réfère à la capacité des membres d’un projet collaboratif à s’appuyer collectivement sur les résultats d’un partenariat pour développer un nouveau projet. / In a globalized knowledge economy, in order to innovate, organizations are invited to no longer rely mainly on their internal knowledge, but also to draw on new knowledge from external sources. Collaborative projects, labeled by French Competitiveness Clusters, can act as a lever for open innovation on which actors must be able to capitalize. Many models identify how to capitalize on knowledge in intra-organizational dynamics. However, at the inter-organizational level, such knowledge capitalization methods within collaborative projects or clusters have yet to be explored. Nevertheless, the knowledge reuse issues created within collaborative projects are key to ensure a form of continuity in the development of business activities and innovations, and to create a shared value between partners. It is therefore essential to question how inter-organizational knowledge capitalization can be operationalized within clusters. To analyze this phenome-non, a qualitative empirical investigation, on the basis of a multi-case study, was conducted over 4 French clusters. The results stem from 67 semi-structured interviews among different actors directly involved in the capitalization process, and by observing 5 key events in the life of clusters. Two complementary dynamic capabilities are identified. The first is the responsibility of the cluster coordination unit that acts as a boundary-spanner by accompanying collaborative projects from their initiation until their valorization. The second refers to the ability of collaborative project members to collectively build a new project based on the results of their partnership.

Abstract The purpose of this study is to explore the role of dynamic capability in business model change in Internet-based business start-ups and Internet-based business enterprises. This study reviews the literature on business models, business model change, and dynamic capability, and defines business model change as a dynamic capability that is expected to lead to increased speed of business change and competitive advantages over the long term. This empirical study of business model change is accomplished by the case study method. The study is based on field data of four case companies regarding entrepreneurs’, business developers’, and business leaders’ behavior and actions while they are utilizing the business model concept for the purpose of business change. This study approaches business model change as a dynamic capability from three dynamic capability cluster perspectives. It explores how businesses can use the concept of business model for business decisions as well as how they can use the concept of business model to improve the speed of business change after new business opportunities or threats are found. The analysis identifies the process of business model change and factors that affect business model change, and the outcomes are results from three dynamic capability clusters that Internet-based companies are able to follow in a fast-changing business environment. This study develops a posteriori model proposing that a dynamically capable business model change consists of sensing, seizing, and transforming activities to obtain successful business and competitive advantages over the long term. A posteriori model of business model change as a dynamic capability creates a framework to support a quick business model change, especially in a fast-changing business environment. This study adds a dynamic capability viewpoint to the business model literature pertaining to business modeling and business model change. Regarding the managerial implications, this study shows how entrepreneurs and business owners can utilize the concept of business model in order to support a quick business change and possibly gain a competitive advantage in the long term. The study results indicate that internal and external factors for business model change are company-specific and those vary between the start-up and enterprise. And thus, a successful business model change can be achieved through analyzing and further developing these company-specific factors. These factors can be seen as a micro foundation of dynamic capability, and development of these factors can improve competitive advantage. / Tiivistelmä Tässä tutkimuksessa tarkastellaan nuoreen Internet liiketoimintaan pohjautuvaan kasvuyritykseen ja kypsiin Internet liiketoimintaan pohjautuviin yrityksiin tehtyjä liiketoimintamallimuutoksia dynaamisten kyvykkyyksien näkökulmasta. Tutkimuksen aihetta lähestytään nuoren kasvuyrityksen sekä kypsien yritysten kannalta ja työn teoreettinen viitekehys rakennetaan liiketoimintamallin, liiketoimintamallimuutoksen sekä dynaamisen kyvykkyyden tutkimusjulkaisujen kautta. Työssä liiketoimintamallimuutos määritellään dynaamiseksi kyvykkyydeksi joka kehittyy eri toimintojen avulla. Tämä dynaaminen kyvykkyys voi mahdollistaa nopeamman liiketoimintamuutoksen ja pitkällä aikavälillä se voi vaikuttaa myös kilpailuedun saavuttamiseen. Työn empiirisessä osassa liiketoimintamallimuutosta tutkitaan tapaustutkimusmenetelmällä neljässä yrityksessä. Yrittäjien, liiketoimintakehittäjien, sekä johtajien käyttäytymistä ja toimenpiteitä tutkitaan liiketoimintamallikonseptin kautta muutostilanteessa. Yrittäjien, liiketoimintakehittäjien, sekä johtajien käyttäytymistä ja toimenpiteitä tutkitaan liiketoimintamallikonseptin kautta muutostilanteessa. Työssä dynaamista liiketoimintamallimuutosta lähestytään kolmen dynaamiselle kyvykkyydelle määritellyn klusterin kautta (havaitseminen, tarttuminen, sekä uhkien hallinta ja muuntautuminen). Nämä klusterit toimivat erityisesti silloin kun yritysten tulee tehdä nopeita liiketoimintapäätöksiä ja liiketoimintamuutoksia. Analyysissa tunnistetaan liiketoimintamallin muutosprosessi, sekä sisäiset ja ulkoiset tekijät joilla on vaikutusta liiketoimintamallimuutokseen. Lopputulokset ovat seuraus kolmesta dynaamisen ominaisuuden klusterista joita organisaatioiden tulisi huomioida nopeasti muuttuvassa ympäristössä. Tutkimuksessa kehitetään jälkikäteismalli jossa liiketoimintamallimuutos dynaamisena kyvykkyytenä synnytetään dynaamisen kyvykkyyden klustereissa esiintyvien toimenpiteiden kautta. Näiden toimenpiteiden avulla on mahdollista saavuttaa pitkällä aikavälillä menestystä ja mahdollisesti myös kilpailuetua. Jälkikäteismalli tukee dynaamista liiketoimintamallimuutosta nopeasti muuttuvassa liiketoimintaympäristössä. Työn teoreettinen kontribuutio on erityisesti dynaamisen kyvykkyyden näkökulma liiketoimintamallintamiseen ja liiketoimintamallimuutokseen. Työssä osoitetaan myös kuinka yrittäjät ja liiketoimintaomistajat voivat käytännössä hyödyntää liiketoimintamallikonseptia nopeasti tehtävään liiketoimintamuutokseen. Tutkimustulokset osoittavat, että sisäisillä ja ulkoisilla tekijöillä on vaikutusta liiketoimintamallimuutokseen. Nämä tekijät ovat yrityskohtaisia, ja nuoren kasvuyrityksen ja kypsien yritysten väliltä löytyy eroja. Sen vuoksi onnistunut liiketoimintamallimuutos voidaan tehdä näitä tekijöitä analysoimalla ja kehittämällä.

Dans cette thèse nous avons tenté d’expliquer la performance des entreprises en se basant sur l’approche basée sur les ressources (RBV) et l’approche basée sur les capacités dynamiques (DCV),deux approches relevant de la théorie des ressources qui gagneraient à être intégrées. Pour aborder la problématique, nous avons développé deux axes de recherche : « La détention des ressources/capacités et la Performance » et « La gestion des ressources/capacités et la Performance ». Le premier modèle conceptuel a présenté les relations liant les différentes capacités opérationnelles à la performance. Le modèle conceptuel global a traité de la relation « Capacités opérationnelles – Environnement -Stratégie de diversification - Capacités dynamiques- Performance ». Notre posture épistémologique dans cette recherche se voulait positiviste. Au niveau des choix méthodologiques nous avons opté pour une démarche hypothético-déductive avec une approche quantitative basée sur des données secondaires collectées de la base de données française DIANE et des statistiques de l’INSEE, et pour évaluer les capacités nous avons eu recours à la méthode DEA. La première étude empirique a testé la relation capacités opérationnelles-performance sur quatre échantillons mono-sectoriels représentatifs de l’industrie manufacturière française : le secteur pharmaceutique, le secteur automobile, le secteur de la chimie et le secteur de l’habillement. La seconde étude empirique a testé le modèle mettant en relation les capacités opérationnelles, les capacités dynamiques, l’environnement et la diversification,sur la base d’un échantillon plurisectoriel regroupant les quatre secteurs. Les résultats ont permis de découvrir en premier lieu, l’importance de la capacité financière pour tous les secteurs, en deuxième lieu, le rôle modérateur de l’environnement et de la diversification et en troisième lieu l‘importance des capacités dynamiques d’apprentissage (d’absorption) et adaptative dans l’explication de la performance. Ces résultats peuvent servir les décisions managériales et l'action publique. / In this thesis we have tried to explain business performance based on the resource-based View (RBV) and the Dynamic capabilities View (DCV), two approaches within the resource-based theory (RBT)that benefits from being integrated. To address the problem, we have developed two main stream of research: "The detention of resources / capabilities and performance" and "The management of resources / capabilities and performance." The first conceptual model presented the relations linking the various operational capabilities to performance. The global conceptual model has focused the relation “Ordinary capabilities – Environment – Diversification strategy- Dynamic capabilities –Performance”. Our epistemological position in this research wished to be positivist. At the methodological level we opted for a hypothetical-deductive approach with a quantitative approach based on secondary data collected from the French database DIANE and INSEE statistics, and to evaluate capabilities we used the DEA method. The first empirical study that aims on “ordinary capabilities – performance” link, is based on four industries samples representing the French manufacturing industry: the pharmaceutical industry, the automotive industry, the chemical industry and the clothing industry. The second study tested the empirical model linking ordinary capabilities,dynamic capabilities, environment and diversification, based on a multisectorial sample comprising the four sectors. The results revealed first the importance of financial capability for all sectors, second the moderating role of the environment and the diversification and thirdly the magnitudes of dynamic learning (absorption) and adaptive capabilities in explaining performance. These results could serve managerial decisions and public policy.

Bakgrund: Marknadens ökade dynamik resulterar i att allt fler företag genomgår digitala transformationer för att kunna utnyttja de teknologiska möjligheter som uppstår. Samtidigt resulterar en digital transformation i att företaget möts av förändrade kompetenskrav där digitala kompetenser blir allt viktigare för företags långsiktiga överlevnad. Denna dynamiska marknad har visat sig speciellt tydligt hos detaljhandelsbranschen och behoven av digitala kompetenser har ökat kraftigt. Men hur utvecklar ett detaljhandelsföretag dessa digitala kompetenser? Syfte: Syftet med studien är att bidra med en ökad förståelse för hur ett detaljhandelsföretag arbetar med digital kompetensutveckling hos sina medarbetare. Genomförande: Denna studie har sin vetenskapliga utgångspunk i det hermeneutiska perspektivet med en kvalitativ forskningsmetod. Empiriinsamlingen har genomförts genom semistrukturerade intervjuer med sex respondenter från ett fallföretag. Respondenterna har både varit från chef- och medarbetarnivå. Slutsats: Trots utmaningar i att identifiera vad för digitala kompetenser som saknades utifrån ett subjektivt synsätt så var det förmågan att ha ett flexibelt och utvecklande förhållningssätt och digital kunskap som bristen på digital kompetens bestod av. Dessa utvecklades genom tre tillvägagångssätt. Cheferna anställde dels nya medarbetare som skulle hjälpa de gamla att utvecklas. De anställda som fick vara kvar i företaget utbildades, både formellt och informellt varav den informella utbildningen var mest effektiv och använd. Cheferna tog även in konsulter och partners för att sprida vidare den digitala kunskapen till medarbetarna. Utöver detta visar sig företagskulturen och medarbetarnas inställning till förändrings viktig för hur effektiv den digitala kompetensutvecklingen blev. / Background: Dynamic markets result in more and more companies having to digital transform their business in able to use the technological benefits that occur. At the same time a digital transformation will result in demand for new competencies where digital competencies is the most important for the companies long term survival. This rapidly changing market has been particular present in the retail industry and the demand for new digital competencies has been growing. But how does a retail company develop these digital competencies? Purpose: The purpose of this study is to create an understanding of how a retail company work with the development of digital competence with their employees. Completion: This study has a qualitative methodology with a hermeneutic perspective and an interative approach. The empirical material has been collected through semi-structured interviews with six respondents from one retail company. The respondents have been both from the management level and the employee level. Conclusion: Despite challenges in identifying what digital competence were lacking from a subjective point of view, it was the ability to have a flexible and evolving approach and digital knowledge that the lack of digital competence consisted of. These were developed through three approaches. The managers hired new employees to help the existing ones develop. The employees who were allowed to remain in the company were trained, both formally and informally, of which the informal training was most effective and most used. The managers also brought in consultants and partners to pass on the digital knowledge to the employees. In addition, the corporate culture and employees' attitude to change proved to be important for how effective the digital competence development became.

[pt] Esta tese propõe um modelo teórico que integra e associa as perspectivas transformacional, transacional (BASS, 1985), instrumental (ANTONAKIS e HOUSE, 2014) e empoderadora (PEARCE e SIMS, 2002) da liderança com a geração de capacidades dinâmicas e obtenção de vantagem competitiva em equipes de projeto. Com base em teorias de motivação e sua articulação teórica com as perspectivas de liderança, foi proposto um modelo hierárquico onde comportamentos de liderança ressaltados nas perspectivas estudadas são propostos como ações complementares associadas mecanismos de motivação intrínsecos e extrínsecos para formar competências globais de liderança, e por via dessas competências influenciarem o desempenho de equipes. O estudo também propõe uma associação entre as competências de liderança do gerente de projeto e as capacidades dinâmicas da equipe, assim como das capacidades com o desempenho das equipes. O modelo conceitual foi testado estatisticamente em 50 equipes de consultoria que atuam em projetos da empresa Elogroup, e avaliado através da modelagem estrutural baseada em mínimos quadrados parciais (PLS) e de técnicas de bootstrapping para calcular a significância dos efeitos estimados. Verificou-se os efeitos positivos das competências de liderança abordadas por este estudo no desempenho de equipes de consultoria, avaliado em termos da satisfação de clientes e da capacidade das equipes de criarem novos projetos junto a um mesmo cliente, mas não no lucro bruto obtido nos projetos. Os resultados da análise não mostraram qualquer efeito estatisticamente significante dos comportamentos de liderança transformacional, transacional, instrumental e empoderadora nas capacidades dinâmicas das equipes. / [en] This thesis proposes a theoretical model that articulates the conceptual connections between the transformational, transactional (BASS, 1985), instrumental (ANTONAKIS and HOUSE, 2014) and empowering (PEARCE and SIMS, 2002) perspectives of leadership in generating dynamic capacities and obtaining competitive advantage in project teams. Based on theories of motivation and its theoretical articulation with the perspectives of leadership, a hierarchical model was proposed where leadership behaviors highlighted in the studied perspectives are presented as complementary actions associated to intrinsic and extrinsic motivation mechanisms to form global leadership competencies, and via these competencies influence the performance of project teams. The study also proposes an association between the leadership competencies of the project manager and the team dynamic capabilities, as well as these capabilities with the performance of the teams. The conceptual model was statistically tested in 50 project teams from Elogroup consulting company, evaluated using structural modelling based on partial least squares (PLS) and bootstrapping techniques to calculate the significance of the estimated effects. The positive effects of the leadership skills addressed by this study were verified on the performance of consulting teams, evaluated in terms of client satisfaction and the team s ability to create new projects with the same client, but not on the gross profit of the projects. The results of the analysis did not show any statistically significant effect of transformational, transactional, instrumental and empowering leadership behaviors on the dynamic capabilities of the teams.

現今，許多公司與他們的供應商夥伴建立跨組織資訊系統交換資訊、給予對方更快速的回應，以在快速變遷的環境之下維持競爭力。此篇研究進行文獻探討之後，分別從流程觀點還有動態能力觀點這兩個研究理論的基礎之下建立了研究架構，來衡量跨組織資訊系統的績效。我們的研究架構提出，一間公司有兩個重要的動態能力，分別是供應鏈的整合能力還有協調能力，在資訊科技的投資上還有公司績效之間扮演相當重要的角色。 / 我們在台灣的PC產業中發行問卷來衡量此研究架構，利用線性回歸來驗證假設。實驗結果支持了論文中的兩個假設：(1)跨組織資訊系統正向影響動態能力，(2)供應鏈的整合能力在跨組織資訊系統投資還有公司績效中間扮演重要的中介角色。 / Nowadays, firms usually develop inter-organizational systems (IOS) with their suppliers to exchange information and give each other faster responses to sustain their competency under a fast-changing environment. This study reviewed past literature and developed a research framework to evaluate IOS performance based upon two theoretical perspectives: process view and dynamic capabilities. This framework proposed that firms’ dynamic capabilities-- supply chain integration capability and supply chain coordination capability might be an important mediator between IOS investment and firm performance. / A general survey is conducted in Taiwan PC industry to validate the research model. A linear regression is used to testify the hypotheses. The results support our two hypotheses: (1) IOS investment is positively related to the dynamic capabilities, which also have obvious impact on firm performance; (2) supply chain integration is an important mediator between IOS investments and firm performance, and on the other hand, firm performance is partially mediated by supply chain coordination.

企業當如何跨越市場進入門檻以追求未被開發市場，並滿足未被創造或未被滿足的需求？本論文透過理論探討與個案分析，研究企業跨市場領域開發所需的關鍵因素與成功做法，以提昇企業之競爭優勢。 個案研究以儀器界先驅的惠普/安捷倫科技為對象，研究該公司在知識創造、動態能力與顧客關係三大構面對進入電信監控管理系統市場績效的影響，以及彼此之間的相互影響。顧客關係研究變數採顧客信任與忠誠度；知識創造研究變數採認識論與本體論知識螺旋；而動態能力研究變數則採企業之流程、位置與路徑。 研究發現顧客關係、知識創造與動態能力三項關鍵因素，對個案公司進行跨市場領域開發績效有直接影響，彼此之間亦呈相互影響之關係。個案公司的成功做法為，以顧客優先的顧客管理流程，配合前線員工與顧客良好的互動關係，發展互信關係。鼓勵員工坦誠溝通、提供自主且相互尊重的工作環境，以利組織知識創造。管理階層重視各級員工的訓練與培育，使內隱知識得以順利累積與轉換。因應市場需求變化，企業對流程與策略性資源之調整能力與速度，影響其競爭能耐的蓄積。 與顧客建立高度互動的組織交流機制，透過專案執行互動過程，產生知識轉換創造新知。知識轉換程度越深，雙方互信與互賴程度越高，對忠誠度越有幫助。此作法可以提昇顧客關係與知識創造的貢獻。企業與顧客培養共同成長路徑，有助雙方未來策略位置發展的互賴關係，信任與忠誠度就越高。此作法可提昇顧客關係與加強動態能力的關係。企業專注於本業，培養專業團隊長期精耕市場、透過購併補強實力、隨時保持知識創造的最佳環境與流程，以培養未來策略性資源。此作法對組織知識創造與動態能力之提昇，均有助益。 研究結論顯示，企業利用高度互動的組織交流機制，透過前線員工與顧客創造知識轉換，建立共同成長路徑，培養策略性資源開發的互信互賴關係，提昇顧客忠誠度，以跨越進入新市場領域的門檻。企業最前線組織是知識創造的關鍵單位，其管理階層扮演知識創造及動態能力更新之重要角色，透過由中而下而上的管理過程，培養企業最佳的競爭優勢。 本研究提出三點管理實務建議：企業當隨時調整內部流程以配合顧客之個別流程，從雙方高度互動中創造共鳴性知識，達到雙贏局面；企業應當加強市場需求辨識敏銳度，提昇組織更新內外部能力的效率，創造嶄新優勢；深化企業文化與價值於員工心中，建立樂於分享之工作環境與氛圍，深紮成長根基。 / How enterprise crosses the knowledge gap to get into undeveloped marketplaces or satisfy unmet customer needs? This research adopts the “Case Study” research method to study the success factors and best practices from selected enterprise who has been successfully crossed the knowledge gap and won the installed-base from new marketplaces. This research selects HP/Agilent Technologies as the target company, who is the market leader among the test and instrument industry. This research framework is consists of knowledge creation, dynamic capability and customer relationship dimensions. Purpose to validate each research dimension is able to contribute the performance of getting into new marketplace or not, and also validate the interrelationship across these three dimensions. The variables used for customer relationship dimension include customer trust and loyalty, for knowledge creation dimension include knowledge spirals of epistemological and ontological domains, for dynamic capability dimension include key process, position and path of enterprise. Findings of this research: (1) these three research dimensions have been validated all are able to contribute to the performance of new entrance, and every dimension also interrelates to others. (2) Best practices from the case-study company include front-end employees follow the “Customer First” culture to develop the best customer relationships and gain mutual trust from owned customers. Trust and respect people, and encourage open communications both contribute to knowledge creation. Management team not only supports the employee development, but also delivers the training programs by themselves, which accelerates the knowledge conversion and accumulation. Proactively change on process and resource allocation to echo to the environmental change. (3) Interactive with customer proactively, create new knowledge through project execution. More knowledge conversion, more trust. More trust, then higher customer loyalty. (4) Develop learning path together with customer, which creates the interdependence relationships with customer when moves to next strategic position. (5) Be focused and rely on dedicated team to invest on market development, support with valuable solution offering, and manage the most updated knowledge creation processes to develop long-term strategic resources. Conclusions of this research, (1) enterprise adopts proactive account management approach to interact with customers. The front-end employee creates knowledge conversion and learning path with customer for next strategic resource development. (2) The field middle-level manager plays critical role on knowledge creation and dynamic capability update. Recommendations on managerial practice include (1) enterprise should adopt internal change proactively to match with individual account process, which promotes the best interactions with customers. (2) Enterprise should be more sensitive to distinguish the external change, and improve organizational capabilities to maintain his competitive advantage. (3) Cultivate corporate culture and values into people mindset. Encourage employee shares success with others.

企業的核心競爭優勢是一個建立在企業的核心資源基礎上，包括技術、管理、文化、專利、產業累積知識等，一個整體綜合的優勢，最後反應該企業在市場上經營的結果。企業要先確認自己相對於市場的競爭優勢是什麼，因為長久不斷累積耕耘該領域，企業會比競爭者或新進者擁有更多的學習經驗，擁有更多專業知識，時間一久企業就會把競爭者甩在後頭，獨家擁有最佳的該領域競爭優勢，更讓企業在經營過程會形成不容易被競爭者與新進者模仿、並帶來超額利潤的獨特能力。本研究是藉由理論架構工具來盤點個案公司的競爭優勢構面，為其盤點哪些是有價值性資源、獨特於競爭對手的能力、能力組合成能耐與擁有動態思維行動去適應環境的能力等，為個案公司整理出企業之所以能夠持續保有競爭優勢構面組成。再審視個案公司新製程產品事業策略利用到既有核心競爭優勢的程度高低與個案公司經營績效的關係，提出討論與建議。 / The enterprise’s core Competitive Advantage (CA as the short form shown below) is based on the core resources of an enterprise, these resources are turned to be as the technologies, management, culture, patents, market’s cumulated knowledges and etc., it’s a kind of comprehensive advantages to be reflected on the enterprise’s excellence performance in the market. However, it’s to be to make sure before heading to the market for what the advantages the enterprise will bring to the market and to take a persistent, consecutive and a long-term engagement in the market, it may acquire a lot more of experiences and advanced technologies than the competitors or new comers who may fall much behind, and it becomes the sole leader in the market as it’s surely that the enterprise has core CAs with distinctive and in-imitated phenomenon and bring descent high revenue and profit in the long run after that. This paper is to take a constructive theoretical tool to check the composition of CAs inside the case company to distinguish from what are the value resources, distinctive capabilities, collective core competences and dynamic capability to adapt the environmental change to explain how the case company keep its sustainably CAs in the market. Furthermore, how the existed CAs were used and involved in the new product during the development and what’s the performance comparison according to CAs’ involvement.

Made available in DSpace on 2016-03-15T19:26:09Z (GMT). No. of bitstreams: 1 Tania Regina Gofredo.pdf: 853318 bytes, checksum: 3d3cb0c94536788bbac7e31bbf3fe3d8 (MD5) Previous issue date: 2014-02-19 / With this work, we sought to deepen the relation between synchronization mechanisms and the interdependence of contractual strategic alliances of the Brazilian pharmaceutical sector. The analyzed companies are reputable manufacturers of medicines for human health, which represent 25% of total sales in the Brazilian market. We sought to create yet no definite propositions, based on the constructs of interdependence and synchronization mechanisms, together with information drawn from empirical research. The interest in focusing on the pharmaceutical industry has to understand that this is a sector characterized by complexity and dynamism in its competitive environment and therefore have incentives to seek knowledge beyond their organizational boundaries, becoming an industry highly susceptible to the establishment contractual strategic alliances for a number of organizational activities, such as research and development, manufacturing, marketing, distribution and supply. For this study, qualitative research was conducted exploratory, given that the most important for the realization of the study unit is working with people and all the worries involved. Primary data through systematic interviews with managers responsible for alliances sector companies, listed in the Electronic Bulário ANVISA were collected. Data were analyzed using thematic content analysis, with categories defined a priori, and crossing cases. The research work has responded to the problem posed by the analysis of several propositions. It was concluded that, from the identification of interdependence created between partners in a strategic alliance contract, there is indeed the search for mechanisms of synchronization of activities that best fit this alliance, and that alternate according to the degree of interdependence is characterized by the type of alliance between the partners. / Com este trabalho, buscou-se aprofundar qual a relação entre mecanismos de sincronização e a interdependência em alianças estratégicas contratuais do setor farmacêutico brasileiro. As empresas analisadas são conceituadas fabricantes de medicamentos para a saúde humana, que correspondem a 25% do faturamento total do mercado brasileiro. Buscou-se ainda criar proposições não definitivas, baseadas nos constructos de interdependência e mecanismos de sincronização, conjuntamente às informações extraídas da pesquisa empírica. O interesse em focar na indústria farmacêutica se deu por entender que se trata de um setor caracterizado pela complexidade e dinamismo em seu ambiente de competição e, portanto, tem incentivos para buscar conhecimento além das suas fronteiras organizacionais. Desse modo, constitui-se em um setor altamente suscetível ao estabelecimento de alianças estratégicas contratuais para uma série de atividades organizacionais, como pesquisa e desenvolvimento, manufatura, comercialização, distribuição e fornecimento. Para este estudo, foi realizada pesquisa qualitativa com caráter exploratório, tendo em vista que a fonte mais importante para a concretização do estudo é o trabalho com as pessoas e todas as preocupações envolvidas. Foram coletados dados primários via entrevistas sistemáticas, com gestores responsáveis por alianças em empresas do setor, listadas no Bulário Eletrônico da ANVISA. Os dados foram analisados por meio de análise de conteúdo temática categorial, com categorias definidas a priori, e cruzamento dos casos. O problema de pesquisa proposto foi respondido por meio da análise de várias proposições. Concluiu-se que, a partir da identificação da relação de interdependência criada entre os parceiros envolvidos em uma aliança estratégica contratual, há de fato a busca pelos mecanismos de sincronização das atividades que mais se ajustem a essa aliança, e que se alternam conforme o grau de interdependência caracterizado pelo tipo de aliança estabelecida entre os parceiros.