| Summary: | 碩士 === 國立暨南國際大學 === 管理學院經營管理碩士學位學程碩士在職專班 === 102 === With the rapid changes of globalized competition，Taiwan industries are facing with strengthen competitiveness from the same competitors.Each company needs to integrate all the resources with great effort and to ensure that the process of producing model or cooperate business model is improved .How to be the winner in the competitors is a good question for each manager.This thesis will discuss about increasing core competence by inter-organization coordination.by〝Core Competence is the core value of the company`s business model〞,we know to increase the company core competence is the only way to survive.Company is not only needs to quickly upgrade and change business model to respond the customer`s demand but also needs to stabilize the model of cooperate companies by inter-organization coordination.
For years,Taiwan is the leader of shipyard industry in the world.Yacht-parts or hardware accessories are the basic foundations to supply shipyard industry.No doubt that small boats like dinghy、OP、laser or hobie cat are also the part of shipyard industry.Do the yacht-parts suppliers in Taiwan have any condition to survive in competitors from the world？In this study,the inter-organization coordination can not only strengthen the connection between different manufacturers but also share the resources each other to achieve increasing market share.Base on the thesis by Williamson (1975) of Asset Specificity、Opportunistic Behavior、Uncertainty and Searching Cost.The study will analyze inter-organization coordination and the factors which affect mutual collaboration of inter-organization.
The purposes of the study are:
1. Discuss the process of the cross-organizational coordination in different Taiwan yacht-parts suppliers.
2. Propose the factors of affecting inter-organization coordination in Taiwan yacht-parts suppliers,based on the transaction cost theories.
3. What references are given for the managers？
The results reveal that it has the positive relationship between the value of manufacturer and running cost of the company.The more value the manufacturer has,the more core capacity the manufacturer has.
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