Exploring Sustainable Competitive Advantage Strategy Based on DCV – The Case of Development Influenced by SIP of Foundries in Taiwan

• Main Authors: Yun-Tsung Chen, 陳雲從
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/04095592020930675790

碩士 === 逢甲大學 === 企業管理所 === 93 === The speed and range that the global industry''s environment changes are violent day by day, make enterprises can utilize one''s own competition advantage effectively in order to pursue making a profit and growth, in order to meet the disparity that industry''s change keeps the leading rival at the same time fast, in brief, the enterprise changed is a winner that can adapt to the environment most in the industry. However, enterprises are in the environment of the change, how should detect and know the environment, draft and carry out the strategy, sustain one''s own competition advantage? This subject has already become capability that the academia and every industry desire most ardently understand and hope to obtain at present. Research to the advantage strategy of the competition is mostly to regard the theory of competitive advantage of Porter or the Resource Based View as the structure to go on before this, lack the factors of dynamic capability, therefore always lacks continuity and interdynamic to the analysis of enterprise''s competition advantage; This research shows that the Dynamic Capability View is suitable for the industry environment of considered high-speed change , so regard it as the main structure , probe into the industry constant competition advantage strategy. At the same time we try to adopt the developing of foundries in Taiwan under SIP trend as a particular background, and collect the data of TSMC and UMC with the rules of case study. Via deepening the discussion , receive the following inferences in this research: (1) When the change range and range of the industry are larger, organizations will be apter to adopt with the leader''s different strategy of market; (2) When if organizations are stronger on the capability of management processes and regard them as the core component which compete for the advantage on organizing and managing the procedure, the continuation of its competition advantage is relatively strong; (3) When organizations regard management processes as the core component of the competition advantage , the interdependent degree of path of its development is relatively high; (4) When if organizations are stronger on the capability of the technological assets position and regard them as the core component of the competition advantage , its competition advantage is apter to master the chance to take place technically; (5) The organizations of business and management processes are easier to affect by change of personnel, but the exclusive assets positions of organizations are relatively apt to be interfered by the industry''s change .