题名

與山寨模式共舞：以兩岸太陽光電產業為例

并列篇名

Dance with ShanZhai

作者

高鴻翔(Hung-Hsiang Kao)；方世杰(Shih-Chieh Fang)；李仁芳(Jen-Fang Lee)

关键词

太陽光電 ； 山寨 ； 價值創造 ； 中國大陸 ； Solar Photovoltaics ； ShanZhai ； Value Creation ； China

期刊名称

科技管理學刊

卷期/出版年月

18卷2期（2013 / 06 / 01）

页次

1 - 37

内容语文

繁體中文
中文摘要

近年來，由於科技發展、產能投資超過消費需求，全球供需失調形塑了四大「慘業」。其中，中國大陸山寨模式再現太陽光電產業，一方面建構中國大陸太陽光電產業的全球領導地位，一方面形成價格崩潰來源，壓縮全球廠商的生存空間。關於先進廠商如何因應山寨模式競爭，既有文獻或探討事前防禦機制，或從未來組織投資決策出發，卻相對缺乏當下的應對策略。本研究透過兩岸上中游太陽光電廠商的訪談，觀察廠商價值創造策略，探究在中國大陸太陽光電產業的山寨模式下，台灣等全球其他太陽光電廠商「如何重新創造價值」的議題。研究發現，在面對山寨廠商以具破壞力之價格衝擊獲利與生存空間之時，擅長科技創新的先進廠商與擅長製程創新的技術追隨廠商，在新一代技術或新事業模式尚未建立之前，必需重新檢視產業環境之變化，尋找提升附加價值的市場空間，並應審視企業內部之品質政策與企業文化，適度接納部份山寨供應體系，拉近與山寨廠商之成本差距，方有持續與之競爭的機會。此一發現有助於填補著眼於事前防禦機制的從創新獲利觀點，以及強調事後彌補措施的顛覆式創新觀點之間所存在的應對當下之策略斷點。
英文摘要

Over the recent years, we have seen that the creation of new technologies outpaced our need for them and that the investment in production capacity surpassed the growth in demand. These two phenomena, as well as the global imbalance between demand and supply, have contributed to the suffering of the four ”miserable industries”, i.e. LED, LCD, solar energy, and DRAM. Among the four, most notable is the solar energy, which the Chinese ”Shanzhai” model has come into play again. While striving to make China a global leader in the solar PV sector, these ”Shanzhai” players also prove to be detrimental price destroyers severely affecting the survival space of many global solar PV companies.The existing literature investigates the issue of how incumbents cope with the Shanzhai competition primarily based on the perspectives of the pre-defined defense mechanism taken by leading firms and of organizational decision-making for future investment. Discussions on strategic moves of leading players at the time of Shanzhai attack are, however, limited. This study explores how Taiwanese and other global solar PV players re-create value in the face of competition from Chinese Shanzhai players. It was conducted through interviews with solar PV firms along the industrial chain in Greater China to understand the industrial environment that these firms operate in and their value creation strategies.This study finds that in view of shrinking profitability and reduced survival space brought about by price-destroying Shangzhai firms, technology leaders (strong at technologyl innovation) and technology imitators (excellent in process innovation) need to reexamine the changes in the industrial environment before next-generation technology or a new business model is established. In addition to seeking market space in adding value, these technology leaders and imitators should review their quality policy and corporate culture and consider including some part of the Shanzhai supply system into their own networks to shorten the cost gap with Shanzhai players. This is to attain a better chance to compete in the global market. This study also offers insights into the strategic actions of incumbents against Shanzhai competition, which remains absent in the literature.
主题分类 社會科學 > 管理學
参考文献
  1. 李仁芳、高鴻翔(2011)。掌握價值活動重組契機─後進廠商的邊陲進入策略。管理評論，30(1)，1-16。
    連結：
  2. 李仁芳、高鴻翔(2011)。快速試驗、精簡多餘、靈活整合的山寨創新學─以中國大陸山寨手機廠商為例。中山管理評論，19(3)，547-586。
    連結：
  3. Foss, K. & Foss, N. J.(2002), “Creating, capturing and protecting value: A property rights-based view of competitive strategy”, Working paper, Copenhagen Business School
  4. Christensen C. M., Raynor, M. E., & Anthony, S. D.(2003), “Six Keys to Building New Markets by Unleashing Disruptive Innovation”, HBSWK
  5. Anthony, S. D.,Christensen, C. M.(2003).Performance, Convenience, Price: What's Your Brand About?.Strategy and Innovation,1(4)
  6. Anthony, S. D.,Johnson, M. W.,Sinfield, J.V.,Altman, E. J.(2008).The Innovator's Guide to Growth: Putting Disruptive Innovation to Work.
  7. Baldwin, C. Y.,Clark K. B.(1997).Managing In An Age of Modularity.Harvard Business Review,75(5),84-93.
  8. Barney, J. B.(1991).Firm resources and sustained competitive advantage.Journal of Management,17,99-120.
  9. Bennett, D.(2009).The Black Market in China Lightens up.ANZMAC
  10. Bowman, C.,Ambrosini, V.(2000).Value creation versus value capture: Towards a coherent definition of value in strategy.British Journal of Management,11,1-15.
  11. Bowman, C.,Ambrosini, V.(2001).Value in the resource-based view of the firm: A contribution to the debate.Academy of Management Review,26,501-502.
  12. Brandenburger, A. M.,Stuart, H. W., Jr.(1996).Valuebased business strategy.Journal of Economics & Management Strategy,5,5-24.
  13. Brief, A. P.,Bazerman, M.(2003).Editor's comments: Bringing in consumers.Academy of Management Review,28,187-189.
  14. Christensen, C. M.(1997).The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail.Boston, Mass.:Harvard Business School Press.
  15. Christensen, C. M.,Anthony, S.D.,Roth, E.A.(2004).Seeing What's Next: Using the Theories of Innovation to Predict Industry Change.Boston:Harvard Business School.
  16. Christensen, C. M.,Bower, J. L.(1996).Customer Power, Strategic Investment, and the Failure of Leading Firms.Strategic Management Journal,17(3),197-218.
  17. Christensen, C. M.,Overdorf, M.(2000).Meeting the Challenge of Disruptive Change.Harvard Business Review,78(2),66-76.
  18. Christensen, C. M.,Raynor, M. E.(2003).The Innovator's Solution: Creating and Sustaining Successful Growth.Boston:Harvard Business School Press.
  19. Christensen, C. M.,Rosenbloom, R. S.(1995).Explaining the attacker's advantage : technological paradigms, organizational dynamics, and the value network.Research Policy,24,233-257.
  20. Christensen, C.M.,Craig, T.,Hart, S.(2001).The Great Disruption.Foreign Affairs,80(2)
  21. Ferguson, C. H.,Morris, C. R.(1993).Computer Wars: How the West Can Win in a Post-IBM World New York.NY:Times Books.
  22. Gulati, R.,Wang, L. O.(2003).Size of the pie and share of the pie: Implications of network embeddedness and business relatedness for value creation and value appropriation in joint ventures.Research in the Sociology of Organizations,20,209-242.
  23. Iansiti, M.,Levien, R.(2004).The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability.Harvard Business School Press.
  24. Jacobides, M. G.,Knudsen, T.,Augier, M.(2006).Benefiting from Innovation: Value creation, value appropriation and the role of industry architectures.Research Policy,35(3),1200-1221.
  25. Lepak, D. P.,Smith, K. G.,Taylor, M. S.(2007).Value creation and value capture: A multilevel perspective.Academy of Management Review,32,180-194.
  26. Lippman, S. A.,Rumelt, R. P.(2003).The payments perspective: Micro-foundations of resource analysis.Strategic Management Journal,24,903-927.
  27. Makadok, R.,Coff, R.(2002).The theory of value and the value of theory: Breaking new ground versus reinventing the wheel.Academy of Management Review,27,10-13.
  28. Mizik, N.,Jacobson, R.(2003).,Cambridge, MA:Marketing Science Institute.
  29. Morris, C. R.,Ferguson, C. H.(1993).Howarchitecture wins technology wars.Harvard Business Review,1993(March-April),86-96.
  30. Peteraf, M. A.,Barney, J. B.(2003).Unraveling the resource-based tangle.Managerial and Decision Economics,24,309-323.
  31. Pisano, G.(2006).Profiting from innovation and the intellectual property revolution.Research Policy,35(3),1122-1130.
  32. Pisano, G.,Teece, D.(2007).How to Capture Value from Innovation: Sharping Intellectual Prpperty and Industry Architecture.California Management Review,50(1),278-296.
  33. Pitelis, C. N.(2009).The Co-evolution of Organizational Value Capture, Value Creation and Sustainable Advantage.Organization Studies,30(10),1115-1139.
  34. Porter, M. E.(1980).Competitive strategy: Techniques for analyzing industries and competitors.New York:Free Press.
  35. Priem, R. L.(2007).A consumer perspective on value creation.Academy of Management Review,32,219-235.
  36. Priem, R. L.(2001).The business-level RBV: Great Wall or Berlin Wall?.Academy of Management Review,26,499-501.
  37. Priem, R. L.,Butler, J. E.(2001).Is the resource-based "view" a useful perspective for strategic management research?.Academy of Management Review,26,22-40.
  38. Priem, R. L.,Butler, J. E.(2001).Tautology in the resource based view and the implications of externally determined resource value: Further comments.Academy of Management Review,26,57-66.
  39. Ramirez, R.(1999).Value co-production: Intellectual origins and implications for practice and research.Strategic Management Journal,20,49-65.
  40. Strauss, A.,Corbin, J.(1990).Basics of Qualitative Analysis Grounded Theory Procedures and Techniques.Newbury Park, CA:Sage.
  41. Teece, D.(2006).Reflections on 'Profiting from Innovation'.Research Policy,35(3),1131-1146.
  42. Teece, D.(1986).Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy.Research Policy,15,285-305.
  43. Teece, D.,Pisano, G.,Shuen, A.(1997).Dynamic Capabilities and Strategic Management.Strategic Management Journal,18(7),509-533.
  44. Tirole, J.(1988).The theory of industrial organization.Cambridge, MA:MIT Press.
  45. Williamson, O. E.(1971).The vertical integration of production: Market failure considerations.American Economic Review,61,112-123.
  46. 高鴻翔(2010)。博士論文(博士論文)。國立政治大學科技管理研究所。
  47. 高鴻翔、方世杰、李仁芳(2011)。國際新創領導事業發展模式之探索研究。2011 年中華民國科技管理學會年會暨論文研討會
  48. 高鴻翔、李仁芳(2010)。從顛覆式創新中獲利。2010 年中華民國科技管理學會年會暨論文研討會
print cancel