Although the government has actively advocating the concept of the ocean-state country promoting sustainable development of fishery resource, there still remains a lack of adequate fishery policy and human resource training program in coherence with the fishery industry. Taiwan¡¦s far sea fishery industry is the earliest pioneer expanding business scope globally. As a result, it shall have the keenest tendency toward digitization. On the contrary, no total-solution for digitization has been ever offered to the fishery industry. This is due to that MIS experts have no knowledge about fishery while fishery experts have no knowledge about Management Information System (MIS). This gap eventually leads to the failure in technology adaptation of fishery industry. This research is based on a strategic analysis study aiming at competitiveness of far sea fishery after digitalization. Six organization competencies are designed and constructed as the framework of the research, relevant information system are later incorporated into the strategic structure. In this industrial scale and case research, six organization competencies, which are competencies in strategy, information, logistic, quality control, and global logistic. It is hoped that the utilization of information system on fishing vessel can help improve the corporate competitiveness by grasping the market changes in time, enhancing corporate effectiveness, and maintaining stable productivity. Furthermore, four recommendations are generated for Company F¡¦s digitalization strategy: 1. Gradually adopt the e-information system according to the corporate digitalization plan to minimize the operation cost. 2. Using the employee needs within the company as the guideline, develop rapid response system and integrate the operation system in order to improve its competitiveness. 3. Fully utilize the science and technology to offset problems caused by lack of manpower. 4. A CEO¡¦s commitment, high-level executives¡¦ insistence, and general employees¡¦ common views are all definitely needed and shared in order to implementing the digitalization strategy. Last, this research proposed the concept of e-fisherman whose intangible assets are to apply the technology when fishing instead of fishing without technological support. An e-revolution definitely needs to be carried out in order to sustain the business and keep competitiveness.

創業初期所面對的主要問題就是資源不足的問題，要如何獲取生存與發展所需要的資源是企業的重要課題。首先，企業必須分析內部環境，找出核心資源，並將之發揮在目標事業上，為企業奠定基礎。再者，企業必須分析外部環境，透過各種組織鏈結策略，重新調整與供應商、顧客、甚至是競爭者之間的關係成為策略夥伴關係，選擇並集中核心競爭強項，形成資源互補，提供給客戶一個全面解決方案(Total solution)的服務，以滿足甚至超過顧客預期的需求，使得顧客願意持續購買，企業藉此從環境中獲取關鍵資源並得以持續發展。 本研究透過個案分析發現，組織在成為「全面解決方案提供者(TSP)」的角色過程中，因為市場力量及組織力量的融合過程的不同，我們分析出其發展軌跡可以歸類成為五大類，即「水平整合型的TSP」、「垂直整合型的TSP」、「先水平後垂直整合型的TSP」、「先垂直後水平整合型的TSP」以及「垂直及水平整合並進型的TSP」。這五大類型的發展軌跡基本上描述了組織發展的過程，讓我們更清楚的知道組織成長過程中因為環境因素以及組織因素所造就成的組織面貌。 「TSP成長曲線 (TSP Growth Curve)」的形成過程，是在個案成長過程分析及探討後發現，組織要追求持續成長，單靠本身的資源是受限的，組織必須去整合內外部的資源，包括重新建構核心資源、組織並管理外部資源網絡，透過各樣的鏈結策略使得組織獲取成長所需要的關鍵資源，透過策略再思考重新組織企業架構，建構一個學習性組織平台，鼓勵在這個平台上的每一個人去創新思考，讓組織成員得以在非傳統性架構下去思考，在非秩序中去創新，讓大家願意去共創組織的價值。 研究發現，組織獲取資源並成為TSP的四個步驟為：1.建構組織核心資源與能力2.從環境中獲取關鍵資源3.價值創新成為TSP角色使顧客滿足4.降低對環境依賴，繼續提升高一層次的成長循環。這樣良性的循環讓組織累積更多資源而逐漸壯大，擺脫了創業初期資源不足的困境，組織在壯大的同時因為建立了更多的資源而逐漸降低對於原有環境中的資源依賴，並與環境中資源提供者的關係從依賴變成互賴，此時組織已經提昇到了另一層次的成長循環。這樣的成長循環使得組織得以在不同的環境中獲取不同的資源繼續成長，讓企業一直維持企業生命週期中的成長階段，因而可能避免或延遲了衰退階段的發生。 本研究的特色是從資源依賴的角度出發，探討組織如何透過從環境中獲取成長所需的關鍵資源，並探討組織藉由成為全面解決方案提供者的角色來獲取顧客價值創新，此時組織價值亦跟隨提升。 大部分的企業皆無法規避「出生、成長、成熟、飽和、衰退」的命運，就如同生命會歷經「出生、幼年、青年、壯年、老年」的歷程一般，或許企業無法避免衰退或消失的命運，但是找出「延年益壽」方法來維持壯年期是一個可行的策略。「TSP成長曲線圖」以「TSP成長循環圖」即可以說明企業從「創業成功」到「維持成長」的策略歷程，可以作為企業經營發展的參考。 / The major problem in the early stage of entrepreneurship is the shortage of resources, so it is industries’ crucial mission to acquire the resources to sustain and develop its growth. First, industries must analyze its internal environment to identify the core sources and apply them into the target business, to lay the foundation for companies. Second, industries must conduct external analysis with organizations linkage mechanism to re-address the connection among suppliers, customers and even competitors, so that they can become the strategic partners, formulate complimentary resources, concentrate on their own core advantages in the competition. In this way, they can offer customers the service of Total Solution, to meet, even exceed customers’ expectation. Hence, this could sustain customers’ continuous purchase, and industries can keep developing its business by grabbing the crucial resources in the environment. This research discovered that, due to the different merging processes between market powers and organizations power, there are five categorized patterns when organizations become Total Solution Provides (TSP): horizontal integration TSP, vertical integration TSP, horizontal-to-vertical integration TSP, vertical-to-horizontal integration TSP and simultaneously vertical and horizontal integration TSP. These five patterns basically outline the process of organization development and bring us more diverse pictures caused by different environmental and organizational causes. After studying cases and formulating of the TSP Growth Curve, this research found out that it is limited to for organizations to pursue the growth by its own resources. Industries must integrate internal and external resources, re-construct the core resources, manage the external resource network, acquire all the necessary resources for further growth through linkage mechanism, rethink the structure of the business, establish the learning platform to encourage its member to jointly create the value for the organizations, contemplate beyond the boundary of tradition and innovate without order. There are four steps for the organizations to acquire resources and formulate the TSP Growth Curve: 1. Constructing the core resources and capability of the organizations; 2.Acquireing the core resources from the environment; 3.Becoming TSP with value innovation and satisfy the customers; 4.Lowering the dependence on the environment and upgrading the Growth circle. Organizations can grow stronger, accumulate more resources with this benign circle and leave the dilemma of insufficient resources. In this way, organizations can receive more resources than ever; it can also turn the relationship between organizations and supplier from unilateral dependence to mutual dependence and TSP Growth circle will also be upgraded while they are growing bigger. This growth circle can continuously sustain its development by collecting different resources in different environments. Hence, the stage of growth will be prolonged, and the stage of recession will be avoided of delayed. Based on the Resources dependence theory, this research has discussed how organizations obtain the crucial resources from the environment to generate growth, and also analyzed that when organizations obtain customers’ value innovation by playing TSP, organizations’ value will also raise consecutively. Most industries can not avoid the linear destiny of establishment, growth, maturity, saturation and recession as well as human’s life stage of birth, child, youth, adult and aging. Industries may not genuinely ward off the consequence of decline or disappearance, but it’s still workable to figure out a strategy to prolong the period of maturity. TSP Growth Curve and TSP Growth Circle can well explain the industries’ process from the stage of “entrepreneurship” to “the maintenance of growth”, and also offer the positive example for business operation.

Volvo Construction Equipment is considering applying modular design to their organisation in order to constrain the growing intangible information and parts assortment within the company, and as well to enable a rearrangement of production, sales and logistics in the near future of organisational growth and industrial footprint. Hence the purpose of this thesis is to investigate the opportunities and threats of implementing modular design to Volvo Construction Equipment. The analysis is scoped on the generic aspects of modularity and the organisational weaknesses within Volvo CE towards implementing a new organisational structure, product design and production with modular design. Modularity enables the company to move towards decupling the constraints of tangible sales and provides an opportunity to offer Product Service Systems as a Total Solution for each individual customer. By implementing the authors common knowledge and education within engineering revolving tangible and intangible products and services alongside with innovation, together with informal interviews of stakeholders, the results of the thesis was reached. The analysis of the results was reached by implementing Design Research Methodology to the structure of the thesis, research method and interviews made. There is a distinct opportunity for Volvo CE to implement modular design since the informational flows, innovation, research and development is enhanced by a correct modular design. Although there is a distinct risk in changing a well-established product design, development process and organisational structure, the opportunities to create a product service system strategy and to re harvest and recycle value within the company with modularity outweigh the risk. Incomprehension of how to optimize a modular design may amplify the reasons why Volvo CE is considering revising their products and organisation with modularity, thus the authors recommend implementing a generic and specific education in modularity within Volvo CE to ensure a shared language of modularity and enhance traceability of the development within the company. In order to enhance the organisational velocity around development, the authors also recommend a new computer environment which enables the different disciplines of engineering and marketing to modularise the product, services and processes while keeping the comprehension of the subject close to hand. This enables the organisational structure to change and improve towards modular deployment and to further accelerate Volvo CE’s growth, market share and revenue. / Volvo Construction Equipment överväger att tillämpa en modulär design till sin organisation i syfte att begränsa den växande immateriella information och det växande sortiment av delar inom företaget som finns idag. Volvo ser även till möjligheterna med modulär design för att möjliggöra en omflyttning av produktion, försäljning och logistik inom den närmaste framtiden för organisatorisk tillväxt och för att minska det industriella fotavtrycket. Därav syftet med denna uppsats; att undersöka möjligheter och hot för att genomföra modulär design i Volvo Construction Equipment. Analysen är fokuserad på generiska aspekter på modularitet och organisatoriska svagheter inom Volvo CE mot att genomföra en ny organisationsstruktur, produktdesign och produktion med modulär design. Modularitet möjliggör för företaget att gå mot att minska begränsningen av materiell försäljning och ger en möjlighet att erbjuda system med Product och Service lösningar som en helhetslösning för varje enskild kund. Genom att implementera författarnas gemensamma kunskap och utbildning inom teknik roterande kring materiella och immateriella produkter samt tjänster tillsammans med innovation, och med informella intervjuer av intressenter, har resultaten i denna avhandling uppnåtts. Analysen av resultaten uppnåddes genom att implementera metodiken Design Research Methodology till strukturen, forskningsmetod och gjorda intervjuer i avhandlingen. Det finns en tydlig möjlighet för Volvo CE att genomföra modulär design eftersom de informativa flöden, innovation, forskning och utveckling förstärks av en korrekt modulär design. Även om det finns en klar risk i att ändra en väletablerad produkts design, utveckling process och organisations struktur, är möjligheterna i att skapa en produkt strategi med servicesystem och att återvinna återvinna värde i företaget med modularitet väl värt risken. Oförståelse för hur man optimerar en modulär design kan innebära ytterligare risker och förklarar varför Volvo CE överväger revidera sina produkter och organisation med en ny design, och då kanske en modulär struktur. Detta har lett till att författarna rekommenderar att genomföra en allmän och specifik utbildning i modularitet inom Volvo CE för att säkerställa ett gemensamt språk för modularitet och öka spårbarheten av utvecklingen inom företaget. För att öka den organisatoriska hastigheten kring utveckling, rekommenderar författarna också en ny datormiljö som gör att de olika disciplinerna i teknik och marknadsföring ligger närmre till hands för att modularisera produkter, tjänster och processer samtidigt som förståelsen av ämnet blir enklare att uppnå. Detta maximerar effektiviteten i den organisatoriska strukturen för att förändra och förbättra mot en modulär utbyggnad och att ytterligare påskynda Volvo CE : s tillväxt , marknadsandelar och intäkter