| Summary: | 博士 === 國立成功大學 === 工業與資訊管理學系 === 104 === A capability-based model is proposed using a quantitative approach to evaluate organizational competitive advantage. Organizational capability is a source of competitive advantage and sustainability. Once a company lacks necessary capabilities, it is likely to fail to gain a competitive advantage. In the case, engaging in collaboration with rivals may be the best way to enhance the competitive advantage of this company, since such activity has the potential to offer significant and faster access to both resources and capabilities. In order to help a company understand the efficiencies of its organizational capabilities and competitive strengths, two models for capability measurement are developed respectively based on utility measurement and efficiency measurement in this study. Furthermore, a decision framework to model decision-making related to collaboration activities based on resource dependency theory and game theory is proposed, in which collaborative strategies are from the Miles and Snow typology. This framework enables a company to improve the process of selecting, which potential partner is most suitable to collaborate with, what capability transfer policy should be formulated, and how much performance can be improved. An empirical data set of 35 global semiconductor companies (i.e., SIC Code 3674) collected from the S＆P COMPUSTAT database for the ten years examined (i.e., during the period 2001—2010) is adopted to verify the model. The result illustrates that the proposed model is a useful tool for assisting top management in planning and formulating an appropriate collaboration strategy, as well as for reallocating organizational resources and capabilities to response environmental changes to achieve a better performance.
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