<p>This research links the relationship among entrepreneurial traits, business strategies and the success of the firm. Such relationship presents that the person who stands behind the success of SME is entrepreneur. Entrepreneur plays an important role in SME as a key player to control the direction of the SME. Also, the business strategies used by the entrepreneur can build competitive advantage for the firm. This research focuses on network and innovation strategies as the main strategies and presents the entrepreneurial characters that are important for utilizing these two strategies effectively. Network strategy will be efficiently used by the person who possesses the extraversion trait with social and team characters while innovation strategy will be efficiently used by the person who possesses the openness to experience trait with creativity and advantage characters.</p>

This research links the relationship among entrepreneurial traits, business strategies and the success of the firm. Such relationship presents that the person who stands behind the success of SME is entrepreneur. Entrepreneur plays an important role in SME as a key player to control the direction of the SME. Also, the business strategies used by the entrepreneur can build competitive advantage for the firm. This research focuses on network and innovation strategies as the main strategies and presents the entrepreneurial characters that are important for utilizing these two strategies effectively. Network strategy will be efficiently used by the person who possesses the extraversion trait with social and team characters while innovation strategy will be efficiently used by the person who possesses the openness to experience trait with creativity and advantage characters.

本文係從企業組織個體之層次著眼，探討相對權力不同之企業，在不同的網路組織之中，如何運用網路策略創造或強化相對優勢。「組織網路特性」、「網路形態」、「組織權力」與「網路策略」為本篇論文之研究變項。其中，關於組織網路特性則係從「投入資源特性」與「網路利益特性」兩項構面切入；研究者以個案研究法為基礎，藉由歸納整理相關理論文獻之探討，發展出一觀念性架構，而後對台灣地區旅行業進行觀察，從而修正原架構、並推導出一系列之命題。綜合而言，本篇論文之主要研究發現有四三：（一）「網路成員的特定化程度」及「網路內部的正式化程度」是區別「網路形態」的基礎。（二）「網路利益模糊性」與網路成員之「投入資源特性」影響組織對於「網路形態」的選擇。（三）在廠商擁有不同「組織權力」的情況之下，廠商所身處的「網路形態」將影響其對於「網路策略」的選取。因此，研究者提出三大建議供企業界參考，首先企業應先明辨其生存所需資源之特性，以適當的方式的取得，避免受制於網路形態的結構性限制，扼殺企業之策略運用、與生存發展空間。因為企業所身處之網路形態，對於企業而言，是一項結構性的限制條件，該項結構限制對於後續網路策略的選擇與運用、甚或組織權力的強弱都有影響。其次，組織權力較大的企業應以強搶豪奪的方式將模糊之網路利益歸為己有，同時阻礙網路中其他企業之成長、並增強自身的實力；而權力較小的組織則應以密而不宣的方式，靜靜的發掘並攫取模糊的網路利益，避免過份招搖而為其他企業所打擊，徒然喪失快速超越成長的契機。第三，，網路策略、網路形態、與組織網路特性三者之間應有高度的連結性與一致性。尤其當企業將策略思考層面擴及所有互動企業所組成的網路時，非經濟性的考量、甚或政治性考量在經營策略中所佔的比重必會快速竄升，然而未必所有的企業皆有能力承受或運用零合性行為，研究者並非企圖陳述政治性或非經濟性考量不應化約於企業策略之中，而是企業不可因為政治性或非經濟性考量必要性之浮現，而反將經濟性動機或目的遺漏。因此企業所需關心者，應是在特定時點中，經濟性或非經濟性動機對於企業於網路中相對優勢之影響，在考量企業自身現有能力與權力的限制條件之下，致力於使網路策略配合網路形態，以創造或強化企業之相對優勢。

<p>The 1990s were one of the most profitable periods for European airline companies, mainly because of development of world economy and increasing globalisation trends. However, towards the end of the decade, a global economic downturn, high oil prices and new forms of competition turned the industry towards troubled times. The European air-travel industry had to face and accept the new airline business concept, called low-cost or no-frill airlines. In these conditions, traditional airlines had to rethink their strategies and question the old business model. As a response to the competition, European traditional full-service airlines formed alliances or networks to expand the route network and to increase efficiency. Although joint actions of airlines within alliances started to grow, full-service airlines continued to report losses in the weak business environment, in which the low-cost airlines were growing. This thesis aims at identifying the strategic decisions the European traditional airlines have made during the recent downturn in the industry and how the case companies perceive customer value in the alliance they are members of. In order to conduct this study, the authors have chosen two airline companies from two large European alliances. Interviews have been used as a main information source. Interviews were conducted with managers of companies, which at the same time were representatives of companies in the respective alliances. The secondary material such as previous interviews, annual reports of companies, recent studies in thefield, were used as complementary data. Findings and analysis at the end are introduced in response to general market situation, and as a company - alliance information.</p>

The 1990s were one of the most profitable periods for European airline companies, mainly because of development of world economy and increasing globalisation trends. However, towards the end of the decade, a global economic downturn, high oil prices and new forms of competition turned the industry towards troubled times. The European air-travel industry had to face and accept the new airline business concept, called low-cost or no-frill airlines. In these conditions, traditional airlines had to rethink their strategies and question the old business model. As a response to the competition, European traditional full-service airlines formed alliances or networks to expand the route network and to increase efficiency. Although joint actions of airlines within alliances started to grow, full-service airlines continued to report losses in the weak business environment, in which the low-cost airlines were growing. This thesis aims at identifying the strategic decisions the European traditional airlines have made during the recent downturn in the industry and how the case companies perceive customer value in the alliance they are members of. In order to conduct this study, the authors have chosen two airline companies from two large European alliances. Interviews have been used as a main information source. Interviews were conducted with managers of companies, which at the same time were representatives of companies in the respective alliances. The secondary material such as previous interviews, annual reports of companies, recent studies in thefield, were used as complementary data. Findings and analysis at the end are introduced in response to general market situation, and as a company - alliance information.

組織認同衝突嚴重影響著組織的生存。可惜的是，過去研究多著重於探討組織認同衝突所帶來的影響與嚴重性，但卻較少提及衝突雙方該如何解決此問題。在本論文中，我觀察一個被購併進集團的公司，如何運用網絡策略去培養更多與集團內其他成員相容的價值，同時保存與發展了獨特的價值，進而幫助個案公司跳脫認同衝突的困境並成功整合進集團。為了呼應個案研究之發現，我以一個集團企業做為研究情境，搜集資料並進行實證研究，我發現當一家公司同時具備高整合與高差異化的組織認同時，可得到較多與集團內其他成員合作的機會。此外，在集團網絡中佔據邊陲掮客網絡位置的成員，較有可能培養出高整合與高差異化之組織認同，進而得到較多的合作。本論文亦於結尾提供研究意涵與未來研究方向。 / Identity conflicts can seriously endanger an organization’s survival. Extant studies emphasize the consequences of identity conflicts but not how conflicting parties extricate themselves from this trap. I investigate how an acquired firm uses network strategies to develop more integrating values and distinctive values, resolve identity conflicts, and successfully integrate into the group. To echo these qualitative findings, in my empirical study in the setting of a business group, I found that firms with high identity integration and high identity differentiation have more chances to cooperate with other group members. In addition, peripheral brokers are more likely to achieve high identity integration and high identity differentiation, and further have more cooperation. Implications and future research directions are also provided.