動態能力對任務環境與通路演化之調節效果

The Moderating Effect of Dynamic Capabilities on the Relationship between Task Environment and ChannelEvolution

曾紀幸(Chi-Hsing Tseng)；劉姿岑(Tzu-Tsen Liu)

動態能力 ； 任務環境 ； 行銷通路 ； 自行車 ； Dynamic Capabilities ； Task Environment ； Marketing Channels ； Bicycle Industry

企業管理學報

91期（2011 / 12 / 01）

1 - 31

繁體中文

本研究旨在探討環境與通路結構的配適關係，並應用動態能力理論，探討組織轉型成功的驅動力。過去有關動態能力之研究，大多為觀念性成是橫斷面的研究，有關縱斷面的動態能力之觀察尚不多見，因此本研究將以個案研究方法，對自行車業的通路演化、與資源能力變化做長期的比較分析。選擇自行車業為研究對象，主因在於自行車業者的通路演化與外部環境變遷息息相闕，而台灣的自行車產業從過去的代工、逐漸成功建立自有品牌，並在全世界佔有舉足輕重的地位，其成功經歷與動態能力的累積有關，故值得深入探討。自行車業者中，又以巨大機械（捷安特）與美利達的案例最具代表性，因此本研究以這兩家公司為研究對象。經實地訪問、資料分析與歸納後，本研究發現：任務環境不確定性會影響企業的行銷通路，當企業面臨任務環境不確定性越高，則企業傾向於建立多元的行銷通路模式。本研究亦發現企業歷年累積的資源亦會影響其未來之經營方向。最後，本研究發現動態能力具有影響環境與通路演化之間的關係之調節效果。換言之，若企業擁有較強的動態能力，可順利將過去累積的資源加以轉化並重新配置，使其更容易執行新策略。

This research aimed to explore the fit relationship between environment and channel structure. Applying dynamic capabilities theory, this study probed the driving force of successful organization transforming. Most of dynamic capabilities relevant studies are conceptual or cross sectional research and are lack of longitudinal researches. Therefore, this research applied cases study to analyze the long term channel evolution and resources of bicycle industry. The main reason to choose bicycle industry is that its channel evolution is highly related to external environment changing. Taiwanese bicycle industry has been successful upgraded from OEM/ODM to OBM and has owned an important position in the world. The success of bicycle industry attributed to the accumulation of dynamic capabilities, so it is worth to further explore. Among these bicycle companies, Giant and Merida are the most representative firms. Therefore, this study selected these two companies as research cases. After interviewing, data collection and analyzing, this research found that the task environment uncertainty will affect firm's marketing channel structure. The more turbulent the task environment that firm faces, the more likely the firm will establish multiple marketing channels. This study also found that accumulation of firm's resources also will affect its future development. Finally, this study found that there are moderating effects of dynamic capabilities on the relationship between environment characteristics and marketing channel evolution. In other words, if firm had stronger dynamic capabilities, such as able to accumulated resources and then further reconfigure and transform those resources, then it could perform new strategies more smoothly.

1. Molin, M. J. (2000). Dynamic Capabilities, How Can We Make Them Work? Unpublished Manuscript..
2. 天下雜誌(2010年 5月 20日)。1000 大排名製造業。天下 1000 大調查資料庫。取自 ： http://www.cw.com.tw/survey。http://www.cw.com.tw/survey
3. 王忠慶(2009年 8月 26日)。 2009年自行車製造業景氣趨勢調查報告。台灣經濟研究院。取自: http://tie.tier.org.tw。
4. 曾麗芳(2009)。兩大自行車廠通路大改革。工商時報。
5. 王建彬(2009 年 8月 2日)。車輛產業回顧與展望。工業總會服務網。取自： http://www.cnfi.org.tw/kmportal/front/bin/ptdetail.phtml?Category=100289&Part=magazine9608-449-18。
6. 王建彬(2009 年 8月 26日)。我國自行車產業回顧與展望。工業總會服務網。取自：http://www.cnfi.org.tw/kmportal/front/bin/ptdetail.phtml?Category=100289&Part=magazine9808-473.11。
7. Anderson, E.,Weitz, B.(1992).The use of pledges to build and sustain commitment in distribution channels.Journal of Marketing Research,29,18-34.
8. Anderson, E.,Weitz, B.(1986).Make-or-buy decisions: Vertical integration and market productivity.Sloan Management Review,27,3-19.
9. Anderson, E.,Weitz, B.(1989).Determinants of continuity in conventional industrial channel dyads.Marketing Science,8,310-323.
10. Barney, J.(1991).Firm resources and sustained competitive advantage.Journal of Management,17(1),99-120.
11. Barney, J.(2001).Is the resourced-based 'view' a useful perspective for strategic management research? Yes.Academy of Management Review,26(1),41-46.
12. Boyle, B. A.,Dwyer, F. R.,Robicheaux, R. A.,Simpson, J. T.(1992).Influence strategies in marketing channels: Measures and use in different relationship structures.Journal of Marketing Research,29(4),462-473.
13. Coughlan, A. T.,Anderson, E.,Stern, L. W.,EL-Ansary, A. I.(2005).Marketing Channels (7th ed.).New Jersey:Prentice Hall.
14. Daft, R. L.(2001).Essentials of organization theory and Design (2nd ed.).Ohio:South-Western college Publishing.
15. Duncan, R.(1972).Characteristics of organizational environments and perceived environmental uncertainty.Administrative Science Quarterly,17,313-327.
16. Eisendhardt, K. M.(1989).Building theories from case study research.Academy of Management,14(4),532-550.
17. Eisendhardt, K. M.,Martin, J. A.(2000).Dynamic capabilities: What are they?.Strategic Management Journal,21,1105-1121.
18. Griffith, D. A.,Harvey, G M.(2001).A resource perspective of global dynamic capabilities.Journal of International Business Studies,32(3),597-606.
19. Griffith, D. A.,Noble, M. S.,Chen, Q.(2006).The performance implications of entrepreneurial proclivity: A dynamic capabilities approach.Journal of Retailing,82,51-62.
20. Hardy, K. G.,Magrath, A. J.(1988).Marketing Channel Management: Strategic Planning and Tactics.Illinois:Scott And Foresman Company.
21. Helfat, C. E.,Finkelstein, S.,Mitchell, W.,Peteraf, M. A.,Singh, H.,Teece, D. J.,Winter, S. G.(2007).Dynamic Capabilities: Understanding Strategic Change in Organizations.Malden, MA:Blackwell Publishing.
22. Helfat, C. E.,Peteraf, M. A.(2003).The dynamic resource-based view: Capability lifecycles.Strategic Management Journal,24(10),997-1010.
23. Herrriott, R. E.,Firestone, W. A.(1983).Multisite qualitative policy research: Optimizing description and generalizability.Educational Researcher,12(2),14-19.
24. Ho, Y. C.,Tsai, T. H.(2006).The impact of dynamic capabilities with market orientation and resource-based approaches on NPD project performance.Journal of American Academy of Business Cambridge,8(1),215-229.
25. Jain, S. C.(1990).Marketing Planning and Strategy (3rd ed.).Ohio:South Western Publishing.
26. Klein, G,,Frazier, G. L.,Roth, V. J.(1990).A transaction cost analysis model of channel integration in international markets.Journal of Marketing Research,27,196-208.
27. Miller, D.,Friesen, P. H.(1983).Strategy-making and environment: The third link.Strategic Management Journal,4(3),221-235.
28. Mohr, J. J.,Nevin, J. R.(1990).Communication strategies in marketing channels: A theoretical perspective.Journal of Marketing,54,36-51.
29. Robbins, S. P.(1990).Organization Theory: Structure. Design, and Applications.New Jersey:Prentice Hall.
30. Teece, D. J.,Pisano, G.,Shuen, A.(1997).Dynamic capabilities and strategic management.Strategic Management Journal,18(7),509-533.
31. Thompson, J. D.(1960).Organizations in Action: Theory and Practice.New York:McGraw-Hill.
32. Wernerfelt, B.(1984).A resource-based view of the firm.Strategic Management Journal,5,171-180.
33. Williamson, O. E.(1975).Markets and Hierarchies: Analysis and Antitrust Implications.New York:Free Press.
34. Williamson, O. E.(1999).Strategy research: Governance and competence perspectives.Strategic Management Journal,20,1087-1108.
35. Yin, R. K.(2003).Case Study Research: Design and Methods (3rd ed.).Thousand Oaks, CA:Sage.
36. Zott, C.(2003).Dynamic capabilities and the emergence of intraindustry differential firm performance: Insights from a simulation study.Strategic Management Journal,24(2),97-125.
37. 李欣岳(2007)。巨大和美利達打造單車界的哈雷。數位時代，159，20-23。
38. 林靜宜(2008)。捷安特傳奇： GIANT全球品牌經營學。台北:天下遠見書局。
39. 張芬芬譯、Miles, M. B.、Huberman, A. M.(2005)。質性研究資料分析。台北:雙葉。
40. 魏錫鈴(2004)。騎上巔峰：捷安特與劉金標傳奇。台北:聯經書局。

1. Wu, Tain-Fung,Ho, Ya-Lee(2016).Taiji Perspective of Dynamic Business.企業管理學報,110,47-65.
2. 顧瑜珊(2013)。動態能力對創新類型之影響─以巨大機械為例。海峽兩岸體育研究學報，7(2)，79-97。
3. 楊郅傑,曾紀幸,郭信智(2021)。O2O通路佈局因素之探討：阿里巴巴與全家便利商店。產業管理評論，12(1)，45-67。