Tuna longline fishery produces the highest output among Taiwanese far sea fisheries. In 2007, it created NT$31.7 billion of sales, 1/3 of Taiwanese fisheries. In 2005, ICCAT identified Taiwanese tuna longliners because of their excessive catches and laundering activities in bigeye tuna. The identification by ICCAT initiated dramatic change of Taiwanese tuna longline fishery. This study described the characters of Taiwanese tuna longline fishery, compared catches of 4 major tuna longline countries: Taiwan, Japan, South Korea and China in 2004. The result showed that Taiwanese tuna longliners got the highest catches. In addition, Taiwanese boat owners owned and operated longliners in other flags. The huge fishing capacity which owned by Taiwanese boat owners became a threat to tuna resources. This study first analyzed the attributes of diamond of national advantage that help Taiwanese tuna longline fishery prospect in Cianjhen Fishing Port, Kaohsiung City, and how it enjoyed the benefit of industry cluster. This part depicted success of the past. Facing the global over capacity of fishing vessels and shrinkage of tuna resources, Taiwanese tuna fishery can not indulge in glory of past. Instead, disadvantage of competition condition highlighted importance of end-game strategy which help boat owners make their decision of continuation or divestment of their business. The decline of an industry derives from the weakness of itself. This study emphasizes organization change and innovation, which must be rooted from respect to the precious tuna resources, then apply fishery science to improve fishing efficiency and proper use of manpower from different nations.

本研究旨在藉由Brandenburge & Nalebuff (1995)的『價值網絡』(Value Net)模型來探討企業之新創事業如何在所屬的『價值網絡』中，依其策略性定位採取與同一網絡中的其他價值競逐者或合作或競爭的合縱連橫，以遂行其為事業創造顧客價值之目的。 企業在其所屬事業的『價值網絡』中，或藉由靈活地調整自身策略定位，或藉由提昇自己的附加價值、壓抑對手的附加價值，或藉由改變競爭規則、競爭範疇等，以形塑其事業的競爭優勢。 研究發現，新創事業即使在『價值網絡』中具有相對於其它競爭者更不對稱的優勢，若無法為事業創造高於所投入成本的價值，並將所獲得的價值價格化，則所具備的是不具價值的優勢。亦即，新創事業若無獲利能力，則再好的事業構想、再好的商業模式，也無助於新創事業的超越失敗。 企業對於已難以超越失敗的新創事業之進退所採取的策略選擇，固然會受到客觀的退出障礙及理性的策略性考量影響；但，企業對於所屬事業前景的主觀看法及經營者的心理素質更會左右對事業殘局的評估及其因應策略的選擇。 經營具充滿不確定性風險的新創事業並非參加一場僅是一次行動的比賽。因此，企業除了要熟稔其事業在『價值網絡』的定位、靈活運用各項要素以遂行其創造顧客價值的優勢外；對於不如預期之新創事業，更應理性地面對事實及客觀地評估與選擇或進或退之策略，避免因無謂的資源消耗而陷入僵局；也避色因陷入僵局而使得企業失却其它再興的新局！