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    Title: 日本企業以資源理論為基礎的選擇集中策略 : 以Panasonic為中心
    Other Titles: Companies of Japan's selection & centralization strategy built on the resource : based approach-case study : Panasonic
    Authors: 郭姿吟;Kuo, Tzu-yin
    Contributors: 淡江大學日本研究所碩士班
    洪振義;Hong, Cheng-yih
    Keywords: 選擇集中;核心競爭力;核心技術;資源的累積;Selection & Centralization;Core Resource;Core Technology;Resource Storing;選択・集中;コア・コンピタンス;コア技術;資源の蓄積
    Date: 2008
    Issue Date: 2010-01-10 23:52:24 (UTC+8)
    Abstract: 1980年代日本追隨美國的後塵實行了很多非關連的多角化,不顧自己是否有那一方面的資源,只顧著追求巨大化的結果,導致企業迷失了自己本身的核心競爭力,而組織巨大化的結果導致企業無法有效率地投資,善用經營資源,從此失去了以往的活力,陷入收益低迷的深淵中。
      1990年代末期為解決過去實行多角化而產生的許多問題點,以「選擇集中」戰略為口號開始進行一連串的改革,利用「選擇及集中」將之前巨大化的組織或設備縮小,讓它能更有效率地運行平日的業務,以及將所有事業做重點分類,將所有的資源集中在有發展性、會為企業帶來利益的事業上,做重點投資,根據日本經濟通產省的統計數據顯示,近年來企業的本業回歸率有逐年增加的趨勢。
      對於自己企業本身的強項做重點集中地投資,強化本身所擁有的核心技術,而後利用核心技術朝相關連的新事業邁進,2007年後的日本企業利用「選擇集中」戰略讓業績及收益性回復到戰前的成績,而現在正是他們利用核心技術再朝世界市場進軍的時候。
      透過本論文的研究後得到了以下幾個成果:第一,經營者的領導能力之重要性,透過對於松下電器的研究成果可得知,一個具有洞悉力、對於自己企業本身的核心競爭在哪有十足的了解、敢依時代的變遷做大胆地改革等能力的領導者可左右一個企業的生存及收益性。第二,全球市場環境不斷地在改變,為了有足夠的力量去抗衡,企業的核心技術在市場上是否具備有相當大地競爭力來說非常重要,核心技術可提高商品的競爭力,能有效率地生產,具難以模仿、不易取代、稀少性的特徵,可為企業帶來持續的競爭優勢。第三,企業是個有機體,透過平日的業務、生產活動中累積經營資源是非常重要地,因為它在企業陷入困窘時可利用它朝另一個新世界發展。第四,要採取多角化戰略時,一定要朝和自己的核心競爭力現有的事業有相關連及週邊事業發展才會容易為企業帶來經濟效益,也比較容易成功。
      大體上集中戰略及多角化戰略是一體二面地,二者之間存在著很深的關係,是不可分地。對於自己本的核心競爭力有具體的了解,透過平日的生產活動去強化它的力量,之後再活用它朝既存事業有關連性的新事業發展的同時,對核心技術持續「集中性」的研究開發,強化企業本身在市場上的競爭力,帶來更大的經濟效益,持續不斷地成長。
    關鍵字:「選擇集中」、「核心競爭力」、「核心技術」、「資源的累績」
    Many of the Japanese Companies took the diversification strategy actively in 1980s. But most of them were independent diversification. Because of losing sight of resource and expanding of organization bring the non-efficiency, makes the profit down. For resolving those problems of inviting by diversification strategy, selection & centralization Strategy is used by many of industries recently. Reviewing the business of the past, cutting the employees and equipment, made a big reformation by selection & centralization strategy for getting the efficiency. In addition, concentrating on prospective and lucrative business, and withdrawing from the deficit business. It’s main purpose is to foster on core resource and use it to make large scale economic, and get the competitive domination in the global market.
    I got some result by this paper. First, the importance of CEO’s leadership. Second, the change of external environment is very violent, so if we will get competition domination from other companies, must have a “core technique”. Third, the importance of the resource storing. Fourth, when industries go through the diversification strategy, the new field or business must have the relation among originally business. Using the core resource to expend business is more economic.
    Following from all of the narration, it could know selection & centralization strategy and diversification strategy have a deep relation. The Japanese companies could get higher competiveness by the two strategy’s combination. Between this two strategies have a very important element:”core technology”.To use the core technology to advance to the field that have relations with originally business will get more profit. At the same time, to exploit on and on by “selection & centralization” will get growth and keep on winning.
    Appears in Collections:[日本研究所] 學位論文

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