Abstract In the few years, because of so many incentives, such as low-paid but high-quality workers and the huge demands of the people, the Mainland China attracts a lot of international corporations to invest. Of course, the minor enterprises of Taiwan, the center people of Taiwan and the pioneers to be internationalized, won¡¦t be absent in this tide of investing. However, in the past reports those used the minor enterprises of Taiwan as the projects, they did more researches about the internationalization procession, or just made some discussions from the view of the internet about the extent of their internationalization or the performance of their operation; but less about the elements and the strategies of their operation in the strange places. Besides, it¡¦s still hard to have the whole understandings, if we only discussed the international investing of the minor enterprises of Taiwan just from the view of the internet. The reason is that the minor enterprises faced some problems of themselves internally, such as small organization and the lack of resources; so it¡¦s hard to talk about competing with someone in some place externally. Therefore, I combined the Network Relation with the Resource-base View, and refer to the Diamond Model, to discuss the internal and the external elements and the strategies in the procession of the growth and the operation of the minor enterprises of Taiwan. I hope those elements and the strategies can be the references for the following minor enterprises of Taiwan when they decide to invest in the Mainland Chain. Because the territory of the Mainland Chain is so huge that the main areas in this research will focus on the Taiwan enterprises those weren¡¦t mentioned too much in the past reports and are presently growing vigorously in the Zhejiang Province. Besides, the elements and the strategies found from the Taiwan enterprises in Zhejiang will be more valuable, because these enterprises faced more fierce competition caused the local private enterprises of Zhejiang also growing very vigorously. After deeply discussing with four enterprises, it came to the conclusion as follows: Because the minor enterprises have some disadvantages congenitally, when they are going to do the international investment, they should pay more attention to the invisible resources; especially the construction of the Core competence. In other words, they should gather the limited resourced in the niche and professional market to make their construction sound and sane step by step. Moreover, it¡¦s really necessary to establish the thick and fast network relationship rapidly in the procession of the accumulation. In addition, the business ambition of the leader is the key point for the continuous growth of the minor enterprises of Taiwan.

Abstract Taiwan Tobacco and Wine Board Logistics Division¡¦s response strategies to Taiwan¡¦s entry into the World Trade Organization -from an integrated view of resource-base, resource-dependence, and network theories. The three theories including resource-base, resource-dependence, and network stress how companies obtain competitive advantage from inside to outside of the company. The synergy coming from integrating all three theories should further strengthen a corporation¡¦s competitiveness. After Taiwan¡¦s entry into the World Trade Organization, the tobacco and wine industry in Taiwan have faced fierce competition from new competitors. This poses both as a threat and as an opportunity for Taiwan Tobacco and Wine Board¡¦s Logistics Division. Through the analysis of the aforementioned three theories, this paper hopes to gain insight into how much competitive edge the Board has in terms of its advantages and disadvantages, its interdependence and relationship within the tobacco and wine industry as well as with other industries. Thus this paper hopes to combine and integrate the Division¡¦s external and internal resources and then make response strategies and policy suggestions accordingly. The results of this research include: 1. Products, price, distribution and sales channels, assets, and the competence of Taiwan Tobacco and Wine Board Logistics Division were all greatly affected by Taiwan¡¦s entry into the WTO. 2. Both assets and competences are considered as the company¡¦s internal resources. Advantages should be further made use of where disadvantages should be taken care of. 3. The Board¡¦s Logistics Division is currently most closely related to the tobacco and brewage factories under the same company. However, this relationship will be looser in the future due to the competition and the struggle to survive both entities face. On the other hand, the Logistics Division¡¦s relationship with transport companies, retailers, hypermarkets, convenience stores will be closer through investment, franchise, or partnerships. Its relationship with private sector manufacturers, domestic and oversea agents, cross-industry suppliers, distributors will also become much closer. 4. The Board¡¦s dependence on factories under the same company will decrease from highly dependent to a much lower degree ; its dependence on private sector manufacturers and domestic and oversea agents (who imports products from overseas after entry into the WTO) will grow from nil to highly dependent (dependence on importers already importing products before entry into WTO will decrease from an already meager degree to much less); dependence on cross-industry suppliers and distributors will become higher from a previously low degree; dependence on transport companies, retailers, hypermarkets and convenience stores will also become much higher from an already close relationship. 5. The Logistics Division should, after Taiwan¡¦s entry into the WTO, start from developing its internal advantages and disadvantages and search for ways to establish external links, as well as reducing its dependence on external sources. The three essential elements including resource-base, resource-dependence, and networks should be integrated through complement of resources, natural production, and increased interdependence. This and together with other strategies including diversification, strategic alliances, cooperating within the industry and across industries both domestically and internationally, should all be taken into account in the drawing up of response strategies in order to create competitive advantage for the Division. In view of these findings, this paper proceeds to make the following recommendations: 1. Increase retailer margins and encourage a more diversified range of promotional tactics. 2. Develop high-value products and improve package design. 3. Leverage existing advantages in distribution and sales channels and engage in the agency, distribution, and diversification into non-tobacco and nonalcoholic products. 4. Cut down distribution and sales channels and strengthen direct sales channels. 5. Intensify logistics and distributional functions. 6. Strengthen employees¡¦ professional knowledge and competence and improve information systems. 7. Accelerate the expansion of overseas markets, especially mainland China. 8. Speed up the company¡¦s privatization process. Based on an integrated view of resource-base, resource-dependence, and network theories, this paper presents a brief overview of how Taiwan Tobacco and Wine Board¡¦s Logistics Division¡¦s relationships with other companies in the same industry as well as cross-industry alliances had been affected post Taiwan¡¦s WTO entry. In view of these changes that have taken place, this paper also proceeds to make a few suggestions with regard to how the Logistics Division could respond to the challenges it now faces. Key Words¡G WTO¡AResource-base¡AResource-dependence¡ANetwork Theory¡AIntegrate

Thanks to the booming of China and eastern Europe demanding, the world steel annual production soaring from 0.75 billion tons in 1990 to 1.239 billion tons in 2006, the percentage of top 10 steel company is 28.43% of the world production and it is a history record. It looks like raw material industrial like steel makers are shinning. Nevertheless, due to merge of the steel industry and final product customer of local market were shifting to the China market, threaten are increasing. Therefore, to find out how China Steel gains more competition through her resource integration becomes main reason of this research. In Blast Furnace steel making, the co-relationship between upstream and downstream is highly cohesive, China Steel has started to set up her Process computer system since 1979. The main function of the Process computer is to receive production order from ERP system and download the receipt to the low level controller through its built in model; During production, the Process computer also track the material from semi-product to the final product, A Quality evaluation system in every Process computer system also helping the production supervisor to make sure the quality of the outlet. To leverage the thirty years Process computer know-how becomes main search of this essay. Through survey of Dragon steel¡BChung-Hung Info Steel and Inform-Champ corporation to study their current status of the system¡Borganization and requirement, list all the demanding and possible solution as an information base, then use RBV to analysis these demanding. This research will based on the process computer know-how center of the CSC Process control computer shop to establish a new process to contribute the following ¡§Rent¡¨ in CSC group: (1). To readjust the data flow of CSC Process control computer shop based on the competition acknowledge survey of all the team members in this shop. (2) To support Chung-Hung Steel for his revamping and new process control computer system. (3) To support Dragon steel to establish his own maintenance system and to handle the new project of the Dragon Steel to minimize the project organization manpower. (4) To establish a common platform of spare parts and an integrated purchasing system to minimize the stock of spare parts and to meet the economic scale on purchasing. (5) To establish a model research center in China steel as a CSC Group model ware. (6) To assist ICSC to set-up his total solution capability of process computer technology

Since 1980s, Mainland China had attracted enormous investment from the worldwide. Through three decades developments, the economy of China has dramatic change. However, under the strong attempt of government interference, the conditions of the business environment are worsen and unfavorable for certain industries. The resource based theory view argues that the firm with core resource and competence can have substantial competitive ability and enduring advantages to succeed in the market. From this perspective, we would like to know how the case company is accumulating and cultivating the core resource and competence for it to succeed in the market. Based on our finding of the core resource, this research uses the five force framework for industrial analysis and attempt to have suggestions for future development. This research conducted a case analysis of a Taiwanese SME in Lead-acid battery industry with interviewing with the president and managers of the company. The finding show that the SME has built up the core competence with its competitive strategy management. However, in coping with changing environment and business conditions, this research has suggested the SME Company need to upgrade its product level and customer types. It also suggests building up alliance within the same and different industries in order to form its core competence for the future.

The business network that is linked to flexibility, aggressiveness and strategy has become increasingly important in recent years. Several studies suggest that such networks potentially have a profound impact on firm performance, including Small and Medium-sized Enterprises (SMEs). The role of SMEs in enhancing global and local economic growth is undeniable, particularly in the context of developing countries such as Malaysia. Although numerous researches have been conducted in this field, the majority of them limit their focus to the relationship between firm capabilities (i.e. innovation and dynamic capabilities) and firm performance in specific industries. Research on the synergy impact of business networks, innovation and dynamic capabilities on SME performance remains scarce. This has become a significant gap, which this research seeks to address. This research investigates the roles of dynamic capabilities and innovation capabilities as a moderator and mediator in the relationship between business networks and firm performance, based on the model developed from the concepts of the Resource Base View (RBV) and Dynamic Capability (DC) theories. The model was justified through the Structural Equation Modelling (SEM) technique using AMOS version 23. Taking Malaysia as a research context, the model was tested against a total of 463 SMEs across different industries and categories (i.e. micro, small, and medium SMEs) through face-to-face surveys with 130 owners, 41 CEOs, 79 managers and 213 executives. This study presents five important findings: (1) there exists no direct relationship between business network and firm performance; (2) there exists a direct relationship between innovation, dynamic capabilities and firm performance; (3) the existence of the relationship between business network and firm performance is conditioned by innovation capabilities; (4) dynamic capabilities do not moderate the relationship between business network and firm performance; however (5) dynamic capabilities moderate the relationship between business networks and innovation capabilities. To conclude, the synergy of business networks, innovation capabilities and dynamic capabilities will significantly affect SME performance. This implies that SME performance will not be affected by the business network, as a single variable. The research offers three key contributions. Firstly, it enhances our understanding of the important synergies between business networks, innovation capabilities and dynamic capabilities in elevating SME firm performance. Second, the findings provide a new perspective on how the application of RBV and DC theories can be used as a conceptual lens to analyse the factors affecting SME performance. Lastly, the result signposts practical approaches for SME decision-makers by providing assistance to boost firm performance.

As Taiwan government has been actively expanding the liberalization of trade tariffs (as recently the ECFA or FTA), the SMEs ( Small and Medium Enterprises ) in Taiwan are facing pressure from global competitions , and the financial turmoil in recent years that caused the economic depression had deepen the difficulty of new small business operation , so the government has to actively help these micro-enterprises to transform to survive . Also the researcher of this paper had a Cafeteria running experience, but while management was poor, then he decided to close his business, and in order to understand the business management knowhow for improvement, then this case will be treated as not only his own research themes, but also the industry success and failure stories to comparison, hoping to find in the food service industry key success factors. In the research process, this thesis project adopted practical case study to deploy the whole structure, and the research used qualitative and quantitative methods in study. At the same time it introduced document analysis, interviews and questionnaires in data collection to the design process and analysis. In which not only the study of Leidecker & Bruno (1984) and other scholars was embedded , but also the resource base view and the concept of knowledge management had been applied as critical success factors of the main dimensions, and still the methods by scholars Hofer and Schendel (1985) of identifying the critical success factors forming an expert questionnaire survey to determine the strength of the critical success factors in the industry, By removing some factors which experts partially disagree, then we developed a depth interview questionnaire from which we obtained conclusions by comparative study of two operating businesses. That is how we can find the critical success factors in the industry that an entrepreneur must pay attention to. By the results of the study, we found the importance of these key factors developed from the five main dimensions are quite the same . Somehow observing from the weight dimension, we found that personality is that most experts believe the key to food and beverage service success factors, however, the nature of industry and the organizations type also play an important role. While for the object of study, the owners of the two venture firms selling coffee and gelato have similar personality traits, and enough innovation power, but the considerable difference was in expertise and professional technical team, and operating standards and the allocation of resources, ability to control the operation .By the way the operation mode and the store location or if products meet local demands are also the reasons why the two restaurants can keep running and sustained profitability or not.

This research is about how ERP system affects the strategy of a company. The paper use strategy matrix as a measurement tool for the changes of strategy changes. We use resource-base view as the base of theory. In this case study, we can learn how small and medium enterprises use information technology for better preference. The implementation of ERP system will changes the allocation of resources and ability of the company. In this process, it will also changes strategy of the company. The implementation also affects value chain for the company; the company, which instills such a system, must evaluate those changes before the implementation. With the data collected from the case, we have some findings about the relation between the implementation of ERP system and strategy of a company. First, ERP system can provide the company an intergraded platform for all it¡¦s business. Second, the implementation of ERP system will help company relocate it¡¦s activities. Third, ERP system will also changes the relations between companies. At least, ERP system will help company accumulate different resources and develop new ability for new strategy. We suggest company which want to instill such system must well planning their relation between other companies and effects of organization changes.

International emerging markets, being a matter of interest for Multinational Corporations (MNCs), is regularly researched by scholars for better future understanding. In this regard Resource Base View (RBV) and Resource Management theories are regularly matched and further developed. However, this research paper takes the boundaries from emerging markets to consolidating yet dynamic high-tech markets where research efforts could not be traced to adequate level. This paper has taken theories of RBV, RBV on International Business(IB) and Resource Management. It compared its validation with empirical evidences derived from case study of two mobile telecom MNCs cases which started operating in Pakistan when industry was emerging but soon entered in consolidation stage as high-tech industries are dynamic in nature. An extended evaluation was made by analyzing impact of environmental dynamic factors on these specific MNCs in light of 'Resource Management Process & Distinctions' which lead us to the following findings: Possessing good resource base is essential for MNCs during international ventures but the resource as core capabilities may not develop into competitive advantage if these resources are not structured, bundled and leveraged adequately as per industry dynamism, especially when industry is moving into consolidation phase. It is also learnt that MNCs may advantage from its head quarter's past set of experience. Yet at the same time subsidiary's locally controlled customization also benefits over all resource management process. Empirical findings of these cases gives us a good reason to consider 'shareholder's long-term vision/intensions' as well, being an important element in sustenance or success of such high tech MNCs. The research work opens further arenas for future studies such as comparison of conclusion and their generalization with other industries in same country or same industry in other countries with similar environmental dynamics.

從理論而言，本論文企圖從生態演化的觀點，針對組織與組織間，或事業體與事業體間，觀察組織是否具有同生物物種間共同演化的現象，並從組織知識與學習的觀點，探討組織與組織間知識共同演化的行為機制與其對創新績效的關係。過去的文獻中，針對組織或事業體間之策略與績效間的關係，多數均從多角化的觀點出發，探討組織、市場或產品間的相關度，來預測績效的成果，但從資源基礎的角度觀察實務的現象，組織間的資源基礎，並非均可在組織間自由的流動或轉移，組織亦非只單純依賴於相關度高的其他事業組織才足以創造績效。因此，組織如何與其他的事業體組織進行資源的移轉以創造策略績效，特別是對於創新績效相關的知識資源，在現今的理論及文獻中，並沒有特別的加以探討。本研究針對此一研究的缺口，乃試圖利用生態學說之共同演化的觀點，奠基於Eisenhardt and Galunic(2000)之共同演化策略的文獻作出發點，來探討組織與組織間知識共同演化的行為機制，以及其對組織創新績效的影響。 經由文獻的探討與先導個案的觀察，本研究提出了主要的研究架構，在資源基礎構面上，本研究觀察了自我組織與其他對偶組織間三種資源：實體設備資源、技術知識資源、網絡關係資源；而在知識屬性構面上，本研究提出了領域相似性及功能互補性二個子構面，而在應變數創新績效上，本研究則觀察組織的創新件數、創新件數變動率及創新產業競爭力；創新績效類別上則觀察組織四種創新類型：產品創新、製程創新、技術創新以及市場創新等四個組織績效。而針對調節變數上，本研究則著由文獻歸納及個案觀察發展出組織間知識共同演化的四個行為構面：交互學習吸收、自我學習強化、相關變異適應與共有例規保留。藉由此四個構面所發展出的行為子構面題項問卷，本研究可以觀察組織與組織間知識共同演化行為的強度，以作為影響組織間資源基礎與組織創新績效關係的調節變數。 本研究藉由質性之個案研究法之先導個案─長興化工的觀察，發展出量化之問卷調查法之研究問卷，並針對潤泰企業集團之營建事業體與紡織事業體共十四個事業組織，二十八位受訪者進行實證研究，調查此十四個事業組織間所構成之364個對偶關係之組織關係，一一進行問卷調查及記錄。並依據此十四個事業組織受訪者問卷，進行數值分析及多變量分析工作。本研究係採用SPSS統計分析工具。 經由問卷統計分析的結果，本研究得到研究成果及結論如下： 1. 從資源基礎論的觀點，對於組織的創新績效，除自我組織的實體設備、技術知識及網絡關係資源有正向助益效果外，組織的資源亦可跨越組織疆界的概念，延伸至組織生態系統中其他對偶組織之資源基礎的層次。 2. 組織與其生態系統中其他對偶組織間的知識共同演化行為活動愈強，對偶組織之實體設備資源、技術知識資源及網絡關係資源，愈有助於組織之創新績效表現 2-1.自我組織與其他對偶組織間的交互學習吸收行為愈強，對偶組織之資源基礎愈有助於組織創新績效表現。 2-2.自我組織與其他對偶組織間的自我學習強化行為愈強，對偶組織之資源基礎愈有助於組織創新績效表現。 2-3.自我組織與其他對偶組織間的相關變異適應行為愈強，對偶組織之資源基礎愈有助於組織創新績效表現。 3. 組織與對偶組織間之知識屬性不同，其彼此間之知識共同演化行為的強度亦有所不同。知識領域相似性愈高，功能互補性愈高的組織，其知識共同演化的四個構面(交互學習吸收、自我學習強化、相關變異適應及共有例規保留)行為強度均較強。 4. 具有深度知識共同演化行為的事業部組織，其在創新的件數及創新的產業競爭力上，表現均會較其他中度知識共同演化或低度知識共同演化的事業部組織來得佳，且在新產品創新、新製程創新及新技術創新等方向上，與其他事業部具有深度知識共同演化的事業部組織，其創新績效較佳。 / The research, based on the evolutionary theory, tries to find is there any kind of the co-evolution relationship between organizations or business-units. Starting from the organization knowledge management and organizational learning, the research studies the co-evolution behavior mechanism between dyad organizations and also studies the impact of the knowledge co-evolution behavior on innovation performance. Reviewing the research which study the strategy and performance mechanism between organizations or business units, lot of them use the diversification point of view to propose the market relatedness or the product relatedness are important on estimating the performance of organization, especially the new market that organization will enter. The researcher finds there is a theatrical gap between the resource transferability of dyad organizations and innovation performance creating. However, based on the research of Eisenhardt and Galunic (2000), the research will use the evolutionary theory to study how organization adopting the knowledge resource from another organization to create organization innovation performance. The research concept structure proposed by the research will have four constructs. The first one, in resource based construct, this research propose three kinds of resource in self-organization and dyad organization: (1) tangible resource and asset in practice facility; (2) intangible resource and asset in technical knowledge; (3) network resource and asset between organizations. The second construct is the knowledge attribute. This research proposes two kind of attribute between organizations, (1)similarity of field knowledge and (2) complementarity of functional knowledge. In the dependent construct, the research proposes innovation performance in innovation success cases, innovation growth and competence of product innovation, technical innovation, process innovation and market innovation. In the final construct of moderator variable, the research propose four dimensions of the knowledge co-evolutionary mechanism: (1) knowledge learning and absorbing; (2) knowledge combining and creating; (3) knowledge adapting on relative variance; (4) practicing on mutual organization routine. The methodologies of the research are case study and questionnaire interview and analyze. We review 14 organizations of textile division and civil engineering divisions of Ruentex Group. After analyzing the questionnaire of 28 interviewers, the research generates four conclusions as below: (1) From the resource-based view, not only the resource of self-organization could have positive benefit on the performance of organization innovation, but also the resource from dyad organization could contribute on innovation performance. The concept of organization resource could break through the organization boundary and extend to the dyad organization in the same organizational environment. (2) The more knowledge co-evolutionary behavior, the more benefit of inter-organizational resource will have on innovation performance. A. The more knowledge learning and absorbing on co-evolutionary behavior, the more benefit of inter-organizational resource will have on innovation performance. B. The more knowledge combining and creating on co-evolutionary behavior, the more benefit of inter-organizational resource will have on innovation performance. C. The more knowledge adapting on relative variance on co-evolutionary behavior, the more benefit of inter-organizational resource will have on innovation performance. (3) The knowledge attribute of the two dyad organizations will effect on the degree of the knowledge co-evolutionary behavior. The higher the similarity of field knowledge and complementarity of functional knowledge, the heavier the inter-organizational knowledge co-evolutionary behavior. (4) The innovation performance of the organization which have heavier knowledge co-evolutionary behavior will better then the ones have medium or lighter knowledge co-evolutionary behavior, especially on the product innovation, process innovation and technical innovation performance.

企業的成長與規模擴大，能賦予企業許多優勢與利益，故一直是企業經營者關注的重點，也是策略與組織領域的學者所關注的議題。自從Penrose（1959）的企業內生成長理論提出多餘資源（尤其是管理資源）為企業成長的機制之後，後續的策略學者大多延續這樣的觀點，假設有多餘資源之後，才能進一步追求成長，並深入探討多餘資源的特性、成長策略的特性與成長率之間的關係。 然而，實務上卻發現擁有多餘資源未必能成長，而有些成功的企業反而是在資源不足之下而成長。Hamel and Prahalad（1993）即挑戰多餘資源的成長觀點，認為企業成長的動力其實是來自於經理人拉撐（stretch）其雄心與渴望水準，願意去追求既有資源與能力所無法達到的策略目標，透過善用資源而能在資源不足的情境下實踐成長，但其並未清楚說明拉撐的內涵與促進成長的機制。 本研究以Hamel and Prahalad（1993）所提出的拉撐概念為基礎，探討中小企業在資源有限、甚至不足的情境之下，如何透過拉撐其既有資源基礎，而能達成企業規模的成長。由於相關文獻不足，本研究採用Eisenhardt（1989）的探索性個案研究方法，以單一事業中小企業的規模成長現象為研究情境，總共研究了七個個案，發現了規模有所成長的中小企業所採行的拉撐式策略邏輯及形成拉撐情境的因素，從實務中歸納出五大類型拉撐資源的行動內涵，並發現了拉撐資源的行動為何能形成中小企業長期之下規模的成長。因此，本研究證實了拉撐的成長機制確實存在，Hamel and Prahalad（1993）所主張的拉撐邏輯，確實能夠促進中小企業的成長，有其獨特的成長邏輯。 中小企業為何經常處於拉撐的情境，主要因為資源不足、成長所造成的現象與長期採行拉撐式策略邏輯所致。而拉撐式策略邏輯為：追求較高的經營目標，因而使資源略顯不足，並在資源尚未完全到位時即著手進行，故必須透過拉撐、擠壓既有的資源基礎以彌補資源的缺口，克服困難而能掌握成長的機會，此外，為了避免風險，資源的投資採行精簡、小額與逐步的擴充，解決資源瓶頸而能使整體資源發揮更大的效用，並能穩健地擴充與成長。 本研究歸納出五大類型的拉撐資源行動，包括資源突破、資源重組、資源調度、資源提取與資源精簡，皆能擠壓既有的資源基礎而達到原先難以達成的目標，能增進生產績效並提昇企業的競爭力。資源突破與資源重組即為創業者的創新活動，前者針對資源本身進行創新突破；改善或增加系統中的關鍵因子，使整個系統的功能有所突破。資源重組即是將相同的人力與實體資源重新配置，改善流程或資源使用的方法，達到創新的效果並提昇生產的績效。資源調度是刻意發展資源的多功能性與通用性，能夠彈性地調度不同資源互相支援，以因應急需或降低產能的閒置。資源提取則是延長資源的使用時間，或使既有的人力資源願意與能夠提供更多、更好的服務。最後，資源精簡意指資源的投資盡量不足額，甚至延遲投資，以降低風險，並因而設法增加資源的使用效率。 為何拉撐資源的行動能使中小企業整體資源基礎得以擴充與成長？本研究發現主要是透過拉撐資源的短期與中長期效果綜合而達成。拉撐資源的短期效果為提昇既有資源的績效而能彌補資源的缺口，掌握成長的機會，因而帶來資金的挹注而能累積資本。拉撐資源的中長期效果即是短期效果的累積，包括不斷地掌握機會而持續創造出後續成長的踏腳石（亦即突破經營局面而帶來新的成長機會）；經常拉撐資源形成了獨特的、公司專屬的資源基礎與組織能力，能有效提昇公司的競爭力而增加經營的績效，進一步帶來資金的挹注；透過累積資本之後再謹慎地、精簡地擴充資源，增強資源基礎的內涵，企業內部的資源基礎因此逐步地擴充與成長。 / The growth and scale expansion of firms results in a lot of advantages and benefits for firms, therefore, it has been the focus of managerial attention and an important topic for scholars in fields of strategic management and organization theory. Most scholars follow Penrose (1959)’s internal growth theory of the firm to assume slack resources as the prerequisite of firm growth, and investigate the relationships among attributes of resources, growth strategies, and growth rates. In practice, however, firms with slack resources do not necessarily grow. Oppositely, there’re successful firms growing under resource shortage. Hamel and Prahalad (1993) had challenged the perspective of growing by slack resources and proposed that the real driver of firm growth comes from the stretching of managerial ambition and aspirations to pursue strategic goals beyond the firm’s existing resources and capabilities. Nonetheless, the authors didn’t explain clearly the contents and growth mechanisms of stretch. This study takes the view of stretch to investigate how small-and-medium-sized firms （thereafter SMEs） can achieve scale growth by stretching their limited or even infertile resource base. Due to the lack of related literature, this study adopts Eisenhardt (1989)’s explorative case study method, and choose the phenomenon of scale growth of the single-business SMEs as the research context. After investigating seven cases, this study finds the strategic discipline of stretch of SMEs, factors that result in condition of stretch, five categories of actions of resource stretching, and the relationship between resource stretching and long-term scale growth of SMEs. Hence, this study verifies that the concept of stretch proposed by Hamel and Prahalad (1993) do facilitate the scale growth of SMEs with its unique logic of growth. This study finds that SMEs are often in condition of stretch due to their insufficiencies of resources, the outcome of continued growth, and the results of running business by strategic discipline of stretch. The strategic discipline of stretch includes pursuing higher business goals by making existing resources slightly insufficient; proceeding without all resources needed so that SMEs have to stretch and squeeze the existing resource base to fill the resource gap and overcome difficulties so as to seize the opportunities for growth; and investing resources by small amount in a parsimonious way to solve the resource bottleneck so as to improve the effectiveness of the whole resource base and to make SMEs soundly expand and grow. Furthermore, this study concludes inductively with five categories of actions of resource stretching, including resource breakthrough, resource reconfiguration, resource mobilization, resource extraction, and resource parsimony, all of which can squeeze the existing resource base to achieve the unattainable goals and can improve productive performance and competitiveness of the SMEs. Resource breakthrough and resource reconfiguration are entrepreneurial activities of the entrepreneurs. The former is making innovative breakthrough to firm resources, and improving or adding critical elements in a system to make the function of the whole system upgraded. Resource reconfiguration is reconfiguring the same human and physical resources by improving the processes or methods of resource use so as to innovate and to improve productive performance. Resource mobilization is to develop the versatility and interchangeable use of resources deliberately so that all resources can be mobilized flexibly to support one another in order to response to emergent demands or to reduce the idle hours of all the resources. Resource extraction is to make longer use of resources, or to make employees willing and able to offer more and better services. Lastly, resource parsimony refers to make resource investments less than needed or even delayed, and by doing so, SMEs can reduce investment risks and are forced to raise the efficiency of their resource use. Why does resource stretching facilitate the expansion and growth of SMEs’ resource base (i.e. scale growth)? This study finds it is by the short-term and medium- and long-term effects of resource stretching. The former refers to the immediate outcomes of resource stretching, which fill the resource gap to help seize the opportunity of growth so as to obtain cash inflows for capital accumulation. The accumulation of short-term effects results in medium- and long-term effects of resource stretching, including continuously creating stepping stones for later growth by seizing opportunities; developing and accumulating distinctive and firm-specific resource base and organizational capabilities by constantly stretching resources so that SMEs improve their competitiveness and gain cash inflows; and prudently and parsimoniously expanding and enhancing resource base so that SMEs gradually expand and grow.