面對日趨活躍的跨領域互動潮流與日益縮短的產品生命週期及市場反應時間等三項因素，全球產業普遍面臨越來越嚴峻的競爭環境，企業因應變化和不確定性的挑戰越來越大。在這種情況下，企業為了能夠持續存活及維繫本身的競生優勢，他們必須要用一種更為敏捷的方式來回應環境中的變化和不確定性。敏捷策略代表的就是一種將「從市場上取得的訊息回饋並融入到公司的價值鏈內」的策略，它的目的是讓企業能夠更迅速調整自身的資源來回應市場的狀況。儘管目前對敏捷策略有許多不同的看法，但實際上「敏捷」所代表的意義仍然找不到一個如同「精實生產」一樣具體而明確的說法。本研究建立於個案研究的基礎之上，來找出企業在面對不同的競爭條件以及產業條件之下所會採用的敏捷策略的模式及作法。
研究發現，即便是被認為敏捷範例的企業，它們仍然不一定全方位的採行敏捷策略。公司根據企業在管理上的複雜度，選擇專注於商業環境中的特定面向來導入敏捷作為。本研究發現，所有個案公司在四個敏捷面向中至少採行其中兩個面向。首先，內部組織和文化面向皆調整為允許並提升靈活性和適應性。接著，公司透過調整經營和生產面向來相增加企業的靈活性和適應性。除了調整內部的運作之外，這些公司會依據公司的核心優勢或是在其他面向管理的複雜度來決定應該處理哪一個外部運作面向。本研究發現當企業面臨複雜的供應網絡時，他們會嘗試將資源分配來跟合作夥伴建立敏捷關係;另外，只有企業只有在必須直接及快速面對並回應快速變化的客戶或市場的需求時，他們才會將資源分配以便能夠敏捷地將客戶的聲音和市場的訊息融入產品或服務。 / As global business environment is experiencing much fiercer competitions from the increased interactions across country and industry boundaries, shorter product life cycle, shorter respond time, more variation and uncertainties are becoming major challenges to corporations nowadays. The increased competition forces companies to react to changes and uncertainties in an agile way, in terms of connecting resources internally and externally, in order to survive and to sustain their competitive advantages. Agility represents a strategy for companies to integrate information on the market into their value chain, making it easier and faster for the companies to leverage their resources and capabilities to respond to market situations in a quick manner. Despite the evolvement of different agility viewpoints, the concept of agility has yet to be solidly defines as it has been done on such concepts as lean manufacturing. On the basis of a multiple case study, this paper aims to identify the ways companies could adapt the agility strategy under different competitive circumstances based on the companies’ and their corresponding industries’ situation.
The study finds that even companies recognized as agile examples are not performing all-around comprehensive across all aspects of agility. Companies choose to concentrate on specific agility dimensions based on the companies’ actual complications managing the business environment. However, commonalities exist when all case companies are found to perform practice agilely in two of the four dimensions. The internal organization and culture dimension is adjusted to allow flexibility and adaptability. Furthermore, the companies increase the companies’ versatility and adjustability by adjusting the operations and manufacturing dimension. On top of the adjusted internal operation, the companies should then decide to focus on the external environment that is complicated to manage or is fatally related to the companies’ core competencies. It is found only companies with complicated supply network would attempt to allocate resources into establishing agile relationship with their partners; and only companies with direct pressure to react to fast changing customer or market demand would allocate resources into agilely adapting customers’ voices and/or market information into their products or services.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0101355008 |
| Creators | 謝旻諺, Shay, Jason S. |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 英文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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