English  |  正體中文  |  简体中文  |  全文筆數/總筆數 : 49195/83607 (59%)
造訪人次 : 7092911      線上人數 : 55
RC Version 7.0 © Powered By DSPACE, MIT. Enhanced by NTU Library & TKU Library IR team.
搜尋範圍 查詢小技巧:
  • 您可在西文檢索詞彙前後加上"雙引號",以獲取較精準的檢索結果
  • 若欲以作者姓名搜尋,建議至進階搜尋限定作者欄位,可獲得較完整資料
  • 進階搜尋
    請使用永久網址來引用或連結此文件: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/32042


    題名: From conventional to strategic product outsourcing, how a company adjust its conception of core competence : a practical study of a united kingdom lvt flooring company
    其他題名: 從傳統到策略產品外購, 一家公司如何藉此調整核心競爭力的想定 : 以英國某領導塑料地材廠家為例
    作者: 李思忠;Lee, Shih-chung
    貢獻者: 淡江大學國際商學碩士在職專班
    李培齊;Lii, Peirchyi
    關鍵詞: 傳統型外購;策略外購;核心競爭力;競爭力的整合;Conventional Outsourcing;Strategic Outsourcing;Core Competence;Consolidation of the Core Competencies
    日期: 2009
    上傳時間: 2010-01-11 01:34:40 (UTC+8)
    摘要: 企業核心競爭力概念的構建和調整過程, 有不同的方式。 本文是以一家國際領導的英國地材生產廠家為例,來說明由傳統保守型外購, 進而到策略型外購的發展,其對公司核心競爭力想定改變的影響。
    傳統的外購僅在單純的找尋低成本的付出,將外購行為局限在技術操作的層面,避免其影響公司的核心價值。而策略型外購可以開發出鉅大的可能,透過策略採購,母公司與供應商彼此可以建立起僅次於合併的聯盟關係,從而增進其核心競爭力。然而這項整合的增進,究竟只是單純的二者競爭力的相加、還是相乘、或者甚至某些項目會移轉消失 將是進一步研究的課題。
    There are different ways for a company to build up or modify its conception of core competence. This study is using an empirical case of a global industry leader, one UK flooring company as the example to describe how the adapting from its initial conventional outsourcing to a further strategic outsourcing affecting its enterprise’s conception of core competence.
    The traditional outsourcing stated that one ready for outsourcing company should position it as only a support of low cost but not center to its core competence. However the strategic outsourcing can leverage to the company’s core value and enhance its core competence. The consolidation of competencies from the host and vendor could be a further study that how to measure the new core competence of the combined SBU.
    顯示於類別:[國際企業學系暨研究所] 學位論文

    文件中的檔案:

    檔案 大小格式瀏覽次數
    0KbUnknown344檢視/開啟

    在機構典藏中所有的資料項目都受到原著作權保護.

    TAIR相關文章

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