English  |  正體中文  |  简体中文  |  Items with full text/Total items : 51776/86996 (60%)
Visitors : 8379080      Online Users : 99
RC Version 7.0 © Powered By DSPACE, MIT. Enhanced by NTU Library & TKU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/30782

    Title: 日本企業の多角化戦略 : キヤノンの事例研究を中心に
    Other Titles: 日本企業的多角化經營策略 : 以佳能為研究事例
    Diversification strategy of Japanese corporations : a case study of canon company
    Authors: 林怡娟;Lin, Yi-chuan
    Contributors: 淡江大學日本研究所碩士班
    蔡錫勲;Tsai, Hsi-hsun
    Keywords: 多角化;競爭優勢;核心競爭力;技術指向;佳能;Diversification;Competitive Advantage;Core Competence;Technical Tendency;Canon;多角化;競争優位;コア・コンピタンス;技術指向;キヤノン
    Date: 2006
    Issue Date: 2010-01-10 23:57:34 (UTC+8)
    Abstract: 最近不只在日本,世界各地都盛起事業整理統合的潮流,取代了原先的多角化,其中原因就是多角化的失敗。實行多角化結果業績惡化,而且不僅如此,由於實行多角化而導致核心事業的力量減弱、市場佔有率被奪走,最終企業宣告破產的例子也不在少數。因此,大部分的人對多角化策略產生負面的印象,認為多角化是不合時宜的策略。但是,我認為多角化本身並沒有錯誤,而是企業多角化的方法用錯了,企業不應該盲目的追求成長,抱持著大就是美的觀念,應該要規劃一個適合企業本身的多角化才是正途。


    透過前面的研究 我整理出三點心得。第一、上位者的決策是多角化企業不可或缺的要素,因為當企業在進行組織改革、追求相乘效果、是否要進入一個新的行業或是退出、或是適當資源分配等等,面臨這些決策時,好的決策能力是很重要的。第二、擁有稀少性、難以模仿、不易取代這三項特質的經營資源也是必要的。因為它會為企業帶來持續的競爭優勢,而持續的競爭優勢就是可以打敗競爭對手的關鍵,這可以說是實行多角化的條件。第三、我認為以核心競爭力來進行多角化才是正軌,因為如果以核心競爭力無關聯的研究開發來發展多角化的話,很難強化企業的競爭力。而且,企業應該要在本業體質良好的狀況之下才能進行多角化,這樣的話就算多角化的事業失敗的話,企業才有重新再出發的機會。
    Recently「Selection and Concentration」has replaced the diversification strategy and has been prevailing all over the world, especially in Japan because of the failure of diversification strategy. The cases that the enterprises applied the diversification strategy and ended up failures can be heard frequently. Therefore, most people have a negative viewpoint about the diversification strategy and regard it as rather outdated. In fact, this dissertation considers that the problem itself is not resulted from the diversification strategy, but the way how enterprises applied it. The enterprises should not focus on its size only, it is a diversification strategy which suits the enterprises that counts.

    In this dissertation I picked up Canon as my research topic because Canon itself is not only an diversified enterprise but famous for its high-profitability. This dissertation does researches on the history of Canon, the management idea of its president, and this enterprise’s innovation. Moreover, this dissertation also analyzes the development process of Cannon to find out the secrets of its success.

    Through the researches mentioned above, this dissertation finds three conclusions. First, in a diversified enterprise, the policy-making of its president is very crucial and important.

    Second, the management resources of a successful enterprise have to contain three inevitable elements, which are its rarity, inimitableness and irreparableness. These three factors will bring more opportunities for an enterprise’s success in any competition.
    Appears in Collections:[日本研究所] 學位論文

    Files in This Item:

    File SizeFormat

    All items in 機構典藏 are protected by copyright, with all rights reserved.

    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library & TKU Library IR teams. Copyright ©   - Feedback