Please use this identifier to cite or link to this item:
標題: 安全監控產業通路商與製造商的競爭與合作: 察覺-動機-能耐觀點
The co-opetition between distributor and manufacturer in the CCTV industry: Awareness-Motivation-Capability Perspective
作者: 謝雅玲
Hsieh, Ya-Ling
關鍵字: AMC觀點
出版社: 高階經理人碩士在職專班
引用: 一、中文部分 施振榮(2000),知識經濟的經營之道, 天下文化。 二、英文部分 Anderson, James C. and James A. Narus (1990), “A model of distributor firm and manufacturer firm working partnerships,” Journal of Marketing, 54 (1), pp. 42-58. Anderson, James C. and Hames A. Narus and Wouter van Rossum (2006), “Customer value propositions in business markets,” Harvard Business Review, pp.1-10. Baum, Joel A. C., and Helaine J. Korn (1999), “Dynamics of dyadic competitive interaction,” Strategic Mangement Journal, 20(3), pp.251-278. Barney, Jay B. (1991), “ Firm resources and sustained competitive advantage,” Journal of Management, 17 (1), pp.99-120. Barney, Jay B. (1999), “How a firm’s capabilities affect boundary decisions,” Sloan Management Review, 40 (3), pp.137-145. Brandenburger, Adam M., and Barry J. Nalebuff (1996), “Co-opetition,” New York: Currency Doubleday. Baum, Joel A. C., Li Stan Xiao, and Usher, John M. (2000), “Making the next move: How experiential and vicarious learning shape the locations of chains’ acquisition,”Administrative Science Quarterly, 45 (4), pp. 766-801. Bengtsson, M., & Kock , S. (2000), “Co-opetition in business networks-To cooperate and compete simultaneously.” Industrial Marketing Management, 29 (5), pp.411-429. Bresser, R.K.F. (1998). “Matching collective and competitive strategies.” Strategic Management Journal, 9, pp.375-385. Churchill, G.A.(1979), “A Paradigm for Developing Better Measures of Marketing Constructs,” Journal of Marketing Research, 16, pp.64-73. Caves, Richard E. (1984), “Economic analysis and the quest for competitive advantage,” American Economic Review, 74 (2), pp. 127-132. Chen, Ming-Jer and Danny Miller (1994), “Competitive attack, retaliation and performance: An expectancy-valence framework,” Strategic Management of Journal, 15 (2), pp. 85-102. Chen, Ming Jer (1996), “Competitor analysis and interfirm rivalry: toward a theoretical integration,” Academy of Management Journal, 21 (1), pp.100-134. Chen, Ming Jer (2008), “Reconceptualizing the Compeittion-Cooperation Relationship: A Transparadox Perspective” Journal of Management Inquiry, pp288-303 Chen, Ming Jer, Kuo-Hsien Su, and Wenpin Tsai (2007), “Competitive tensions: The awareness-motivation-capability perspective” Academy of Management Journal, 50 (1), pp101-118. Cigdem, Satir (2006), “The nature of corporate reputation and the measurement of reputation components,” Corporate Communications, 11 (1), pp. 56-63. Clareke-Hill, Colin, Huaning li and Barry Davies (2003), “The paradox of co-operation and competition in strategic alliance: Towards a multi-paradigm approach,” Management Research News, 26 (1), pp.1-20. Conner, Kathlrrn R.(1991), “A historical comparison of resource-based theory and five schools of though within industrial organization econmomics: Do we have a new theory of the firm?” Journal of Management, 17(1), pp.121-154. Cohen, Wesley M. and Daniel, A. Levintha (1990), “Absorptive capacity: Anew perspective on learning and innovation,” Administrative Science Quarterly, 35 (1), pp. 128-152. Collis, D.J., Montgomery, C.A. (1997). Corporate Strategy, resources and the scope of the firm. McGraw-Hill/Irwin: New York. Cravens, Karen S. and Guilding, Chris “Strategic Brand Valuation: A Cross-Functional Perspective,” Harvard Business Horizons, July (1999). Caves, Richard E. (1984), “Economic analysis and the quest for competitive advantage.” American Economic Review, 74 (2), pp. 127-132. Das, K. and Bing-Shen Teng (2000), “Instabilities of strategic alliances: An internal tension perspective,” Organization Science, 11 (1), pp.77-101 Doz, Yves L. and Gary Hamel (1998), Winning Alliances, Harvard Business School Press, Boston, MA. Dwyer, F. Robert, Pail H. Shurr and Sejo Oh (1987), “Developing buyer-seller relationships,” Journal of Marketing, 51(2), pp.11-27. Dyer, Jeffrey H. (1996), “Specialized supplier networks as a source of competitive advantage: Evidence from the auto industry,” Strategic Management Journal, 17 (4), pp. 271-291. Dyer, Jeffrey H. and Harbir Singh (1998), “The relational view: cooperative strategy and sources of interorganizational competitive advantage,” Academy of Management Review, 23 (4), pp. 660-679. Edwards, Corwin D. (1955), “Conglomerate bigness as a source of power,” In the National Bureau of Economics Research conference report, Business Concentration and Price Policy, pp. 331-359. El-Ansary, Adel I. and Louis W. Stern (1972), “Power measurement in the distribution channel,” Journal of Marketing Research, 9 (1), pp. 47-52. Esther de Ouevedo-Puents, Juan Manuel de la Fuente-Sabaté, and Juan Bautista Delgado-García (2007),“Corporate social performance and corporate reputation: Two interwoven perspectives,”Corporate Reputation Review, 10 (1), pp.60-73. Gimeno Javier and Carolyn, Y. Woo (1994), “Multipoint competition, Market rivalry and firm performance: A test of the complete mediation model,” Academy of Management Best Papers Proceeding, pp. 32-36. Gnyawali, D. R., & Madhavan, R. (2001). “Cooperative networks and competitive dynamics: A structural embeddenss perspective.” Academy of Management Review. 26, pp 431-445. Grant, Robert M. (1991), “The resource-based theory of competitive advantage: Implications for strategy formulation,” California Management Review, 33(3), pp.114-135. Grant, Robert M. (1992), Contemporary Strategy Analysis: Concepts, Techniques, Applications, Cambridge, MA: Basil Blackwell. Heil Oliver and Thomas S. Robertson (1991), “Toward a theory of competitive market signaling: A research agenda,” Strategic Management Journal, 12(6), pp.406-418. Hannan, Michael T., and John Freeman (1989), Organizational Ecology, Cambride, MA: Harvard University Press. Harrigan, K. R. (1988). Jventures and competitive strategy. Strategic Management Journal, 9, pp 141-158. Hambrick, D.C., MacMillan, I.C. & Day, D. L. (1982). “Strategic attributes and performance in the BCG matrix: A PIMS-based analysis of industrial-product business.” Academy of management Journal. 25 (3), pp. 510-531. Henderson, R., & Mitchell, W. (1997). “The interactions of organizational and competitive influences on strategy and performance.” Strategic Management Journal, 18: 5–14 Summer Special Issue. Hoetker, Glenn (2005), “How much you know versus how well I know you: Selecting a supplier for a technically innovation component,” Strategic Management Journal, 26 (1), pp. 75-96. Henderson, R., & Mitchell, W. (1997). The interactions of organizational and competitive influences on strategy and performance. Strategic Management Journal, 18: 5–14 Summer Special Issue. Hair, J.F., Anderson, R.E., Tatham, R.L. And W.C. Black, Multivariate Data Analysis, N.Y.: Macmillan Publishing Company, 1998. Jap, Sandy D. (1999), “Pie-expansion efforts: Collaboration processes in buyer-supplier relationships.” Journal of Marketing Research, 36 (4), pp. 461-475. Jap, Sandy D. and Erin Anderson (2003), “Safeguarding interorganizational performance and continuity under ex post opportunism,” Management Science, 49 (12), pp. 1684-1701. Jensen, Michael C and William H. Meckling (1976), “Theory of the firm: managerial behavior, agency costs and ownership structure ,”Journal of Financial Economics, 3 (4), pp. 305-360. Khanna, Tarun, Ranjay Gulati and Nitin Nohria (1998), “The dynamics of learning alliance: Competition, cooperation, and relative scope,” Strategic Management Journal, 19 (3), pp.193-210. Karnani Aneel and Birger Wernerfelt (1985),”Research note and communication: Multiple point competition,” Strategic Management Journal, 6 (1), pp. 87-96. Lewise, M.W. (2000). Exploring paradox: Toward a more comprehensive guide. Academy of Management review, 25, 760-776. Lumpkin, G. T. and Gregory G. Dess (2001), “Linking two dimensions of entrepreneurial orientation to firm performance The moderating role of environment and industry life cycle,” Journal of Business Venturing, 16 (5), pp. 429-451. Luo, Yadong (2004), “A coopetition perspective of MNC-host government relations,” Journal of International Management, 10, pp. 431-451. Luo, Yadong (2005), “Toward competition within a multinational enterprise: A perspective from foreign subsidiaries. Journal of World Business, 40(1), pp.71-90. Luo, Yadong (2007), “A coopetiton perspective of global competition” Journal of World Business, 42(2), pp.129-144. Massella Cristina and Andrew Rangone (2000), “A contigent approach to the design of vender selection system for different types of cooperative customer/supplier relationships,” International Journal of Operations & Production Management, 20 (1), pp.70-84. Nunnally, Jum C. (1978). Psychometric Theory, New York, NY: McGraw-Hill. Peteraf, M. A. 1993. The cornerstones of competitive advantage: A resource-based view .Strategic Management Journal, 14: 179–191. Pfeffer, Jeffery and Salancik R. Gerald (1978), The External Control of Organizations: A Resource Dependency Perspective, Standford University Press. Original published: New York: Harper & Row. Poole, M.S., & Van de Ven, A.H. (1989). Using paradox to build management and organization theories. Academy of Management Review, 14, pp562-578. Porter, Michael E. (1980), “Competitive Strategy: Techniques for Analyzing Industries and Competitors, “ New York: Free Press. Porter, Michael E. (1985), “Competitive Advantage: Creating and Sustaining Superior Performance,” New York: Free Press. Rosenbloom, Bert and Rolph Anderson, “Channel Management and Sales Management: Some Key Interfaces” Journal of the Academy of Science. Summer 1985, Vol.21, pp-226-233. Scherer, F. M. and Ross, D. (1990), Industrial Market Structure and Economic Performance, [3rd ed.]. Boston: Houghton Mifflin. Smith, Ken G. and Grimm Curtis M. (1991), “A communication -information model of competitive response timing,” Journal of Management, 17 (1), pp. 5-23. Smith Ken G, Walter J. Ferrier and Hermann Ndofor (2001), “Competitive dynamics research: Critique and future directions,” The Blackwell Handbook of Strategic Management. Song Michael, Cornelia Droge, Sangphet Hanvanich and Roger Calantone (2005), “Marketing and technology resource complementarily: An analysis of their interaction effect in two environmental contexts, “ Strategic Management Journal, 26(3), pp.259-276. Stern, L.W., El-Ansary, A.l., & Cooughlan, A.T. (1996). Marketing Channel (5th ed.). Englewood Ciffs, New Jerset. Prentice-Hall. Tirole Jean (1988), The Theory of Industrial Organization, Cambridge, MA: MIT Press. Ulrich, D. and Jay B. Barney (1984), “Perspectives in organizations: resource dependence, efficiency, and population,” Academy of Management Review, 9 (3), pp. 471-481. Wernerfelt, Birger (1984), “A resource based view of the firm,” Strategic Management Journal, 5 (2), pp. 170-180.
摘要: 台灣安全監控產業製造商大多以製造導向為主,替國際大廠代工生產,品牌能見度普遍較低。對推行自有品牌的製造商而言,在進入國際市場之初,大多只能仰賴當地經銷商本身所既有的知名度與通路從事市場活動。通路商與製造商兩者間夥伴關係的好壞往往都直接影響著通路績效。隨著產業進入快速發展期,製造商本身的規模及能力大幅成長,維持原有的單一經銷商已無法滿足製造商對營業額及市佔率的要求,此時製造商會設法增加通路廣度,以追求營業額的增加。當製造商本身已有直接銷售的能力,通路商與製造商出現市場重疊,導致彼此間潛在的競爭可能性隨之增加;另一方面,隨著市場的急速成長及技術的創新發展,需求不再掌控於原有的通路商手中。原有品牌通路商對製造商所提供的產品諮詢與技術服務依賴程度越趨升高,這時通路商與製造商已經從原有的單純合作,慢慢發展為合作主導的競爭與合作關係。 本研究透過實證分析,以安全監控產業中通路商與製造商的合作關係為分析單位,探討通路商與製造商隨著合作時間拉長,彼此關係如何產生動態變化。透過AMC模型,探討組織特徵、競爭動機及競爭能耐對通路商競爭張力的知覺影響。並希望能藉此將通路商回應不同程度競爭張力的行動積極性,以及後續之通路績效作一系統性整理。研究結果可提供通路商與製造商一系統性的架構,讓彼此了解如何在動態競合關係中找到穩定雙方合作之平衡點並創造最佳績效。
Most manufacturers in Taiwan Security Industry are majorly doing production and OEM/ODM for international companies while only a few of them are dedicated to develop their brand awareness. For manufacturers who promote self-brand, they usually rely on the local distributors' fame to engage in local marketing and sales activities when they first enter into international market. Hence, the partnership changes in between distributor and manufacturer would significantly influence distribution performance. Following the security industry speedy growth and increase of manufacturer ability as well as relative size, staying cooperation with just one exclusive partner is unable to meet neither the manufacturer's expectation of market share nor its target of sales volume. So most manufacturer would seek increase in breadth of distribution. When manufacturer itself has ability to reach local market directly without distributor involved, the market overlap would come into existence, and it would lead to increase of possible competition with existing distributors; In the meantime, by development of Security Industry, the distributors would depend on product consultation as well as technical support from manufacturer more and more. Thus the relationship between distributor and manufacturer would be changed from initial cooperation to cooperation oriented co-opetition gradually. Using the cooperation between distributor and manufacturer as analytical unit, this research intends to probe into the dynamic changes in relationship over time between two parties through empirical analysis. Base on AMC model, this paper examines how the three key factors, organization features, competitive motivation and competitive ability, impact on distributor's competitive intension, and sort a systematic configuration how the react aggressiveness to different competitive tension affects distribution performance. The result of research is aim to provide distributor and manufacturer a reasonable constructure, and let both understand how to find best balance in such dynamic co-opetition relationship so as to stabilize cooperation and create best distribution performance.
其他識別: U0005-2406200917132100
Appears in Collections:高階經理人碩士在職專班



Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.