【正文】 L公司做比較。關(guān)鍵字：資源基礎(chǔ)理論、TFTLCD、合併、競爭優(yōu)勢、LPLResearch on the merge binations of Taiwan major TFTLCD manufacturers to improve petitive advantages~ From ResourceBased Theory Perspective. Sun, . Lin, . Tsai and . ChenAbstractThe developing of Taiwan TFTLCD industry is under the spot light for the past six years. Taiwan not only considers Japanese manufacturers as the technological resources but also as the petition player now. South Korean manufacturers are the goal line that Taiwan manufacturers should surmount. The panel manufacturers of Taiwan should pay attention to China since her overall arrangement of TFT industry is catching up. Taiwan is overdispersion investment in TFT industry that results in that every one of panies is unable to reach higher economic scale. With the situation of low integration and without a worldclass leader, the resources employing in the domestic TFT industry are inefficient. Consequently, Taiwan’s manufacturers are peted each other and are unable to confront Japanese or Korea panies nor even keep a leading position in this industry. Therefore, the research adopts the horizontal merger strategy to study the petitive advantage for the TFT panel manufacturers of Taiwan before and after merging. To explore the internal resource of Taiwan manufacturers and evaluate their petitiveness before and after the horizontal merger with each other, the result is been pared with the largest pure panel factory, LG. Philips LCD Company. This research utilizes case study method to take the TFTLCD manufacturers in Taiwan as the object. This study selected five major TFTLCD manufacturers, such as AUO, CMO, CPI, Hannstar and QDI. By way of numbers of secondary data analysis and then cooperating with industry characteristics and case together, the research finds out the measurement index of petitive advantage. The research then interviews experts with questionnaire for the further investigation of the reliability analysis, validity analysis, and factor analysis of the measurement index. Then, the study drafts four research propositions (merger binations) and the assessment of benefit after merger those pares with the panel manufacturer of South Korea LPL Company. The result of study is found, only with the merger and resource integration among domestic manufacturers, the petitive advantages could be swiftly obtained, in terms of producing scales (including ability and quantity), product binations, and product arrangements. Therefore, the leading position in this industry can be reached. The richness of patent right number, which is the weaker points of two panies, can be strengthened to increase the profitmaking capacity and prevent the marginalization of this industry in Taiwan. For example, for the aspect of producing abilities, production binations, and production arrangements, the merger of AUO and CMO has led to the most petitive position.Keywords: ResourceBased Theory, TFTLCD, Merge, Competitive advantages, LPL壹. 前言企業(yè)透過併購行為，可以適時擴(kuò)大規(guī)模，增加資本，穩(wěn)固研發(fā)及行銷的基礎(chǔ)。近幾年來，其實全球產(chǎn)業(yè)的發(fā)展，已走向完全競爭的態(tài)勢，競爭愈來愈激烈，利潤愈來愈微簿，併購是壯大自己、達(dá)到規(guī)模經(jīng)濟(jì)、提升競爭力的有效方法之一。光電協(xié)進(jìn)會 (PIDA) 的統(tǒng)計，2005年臺灣面板五代廠以上新產(chǎn)能已陸續(xù)開出後，在切入大尺寸TFT面板量產(chǎn)的第六年，以臺灣、韓國今年宣示的TFTLCD面板出貨量目標(biāo)為計算基準(zhǔn)，%，%，臺灣終於將躍居全球最大的面板量產(chǎn)國寶座。本研究欲探討臺灣TFTLCD產(chǎn)業(yè)目前之現(xiàn)況，研究對象限定為TFTLCD產(chǎn)業(yè)中游之面板製造商。本研究係以實務(wù)上的探討，而後再佐以專家問卷，最後做廠商配對組合，以找出具競爭力之組合，而在實務(wù)之探討方面主要的方法有探索性、實證性及描述性三種。再以資源基礎(chǔ)理論之有形資產(chǎn)、無形資產(chǎn)、人力資源、組織能力、個人能力等，去探討、分析各廠商內(nèi)部概況，從而找出產(chǎn)能產(chǎn)量、產(chǎn)品組合、專利數(shù)量、產(chǎn)能擴(kuò)充速度等各項指標(biāo)，再經(jīng)由專家問卷，篩選出11項指標(biāo)變項。在問卷分析方面，本研究係使用統(tǒng)計軟體SPSS 、效度分析及因素分析。狹義而言，所謂「合併」則是指兩個或兩個以上的廠商，依照彼此間所訂定的契約並透過法定的程序而結(jié)合成一個廠商或是另設(shè)一個新的廠商，以期達(dá)成某種經(jīng)濟(jì)目的之行為。(二) 合併的類型根據(jù)合併廠商所屬的產(chǎn)業(yè)以及所處的生產(chǎn)階段，可將廠商的合併行為區(qū)分為三類：(1) 水平合併 (Horizontal merger)；(2) 垂直合併 (Vertical merger)；(3) 多角化合併 (Conglomerate merger)。水平合併可以迅速擴(kuò)大生產(chǎn)規(guī)模，便於在更大範(fàn)圍內(nèi)更高水準(zhǔn)上實現(xiàn)專業(yè)分工協(xié)作，統(tǒng)籌安排產(chǎn)品銷售大材料採購，節(jié)約共同費(fèi)用，增強(qiáng)企業(yè)的盈利能力。2. 垂直合併：「垂直合併」係指位在相同產(chǎn)業(yè)內(nèi)連續(xù)生產(chǎn)階段之兩個或兩個以上廠商，利用合併或是其他方式，在同一個所有權(quán)或控制權(quán)下之合併行為；簡言之，即為上、下游廠商的合併。3. 多角化合併：「多角化合併」係指位在不同的產(chǎn)業(yè)或不同的市場範(fàn)圍之兩個或兩個以上的廠商，為了產(chǎn)品擴(kuò)展或是市場延伸，利用合併或是其他方式，結(jié)合在同一個所有權(quán)或控制權(quán)下，藉以展開多角化經(jīng)營之行為。認(rèn)為組織或企業(yè)具有何種內(nèi)部核心資源，如何評估或分析這些策略核心資源應(yīng)是被重視的重點(diǎn)，繼而持續(xù)不斷的累積及運(yùn)用所具有優(yōu)勢的核心資源，最後發(fā)展最適的策略模式，這種由內(nèi)向外的思考模式稱為資源基礎(chǔ)觀點(diǎn) (ResourceBased View, RBV) 的思考策略邏輯。而資源基礎(chǔ)理論，亦有學(xué)者採用其他不同的名詞，如核心能力、獨(dú)特能力及公司特定資源，不論使用何種名詞，以強(qiáng)調(diào)企業(yè)擁有物之獨(dú)特性的觀點(diǎn)來分析企業(yè)行為者，通稱為資源基礎(chǔ)。靜態(tài)觀的企業(yè)成長，是在單一時點(diǎn)下透過追求本身既有資源與外在環(huán)境的適配 (Fit)，來獲得成長。Teece et al. (1994) 延伸資源基礎(chǔ)論觀點(diǎn)，提出動態(tài)能力觀點(diǎn)，認(rèn)為唯有能快速地進(jìn)行產(chǎn)品創(chuàng)新，並且擁有整合內(nèi)外部資源之管理能力的廠商，才能在快速變動的環(huán)境下獲得成功。Porter (1980) 競爭優(yōu)勢指企業(yè)在產(chǎn)業(yè)中相對於競爭者而言，長期擁有之獨(dú)特且優(yōu)越的競爭地位。對於競爭優(yōu)勢的定義在實務(wù)上或?qū)W術(shù)上皆未有統(tǒng)合一致的解釋，有時競爭優(yōu)勢是指「特殊能力」(Distinctive petence)，這意謂著在技術(shù)上或資源上具有相對的優(yōu)勢。企業(yè)要在競爭激烈的環(huán)境中獲得成功，就必須要能夠在所屬產(chǎn)業(yè)中長期取得相對獨(dú)特且優(yōu)越的競爭地位，也就是要有長期高於平均水準(zhǔn)的市場佔(zhàn)有率或是獲利率。Barney (1991) 指出競爭優(yōu)勢是該公司目前與潛在的競爭對手，無法同步執(zhí)行現(xiàn)在所執(zhí)行的價值創(chuàng)造策略，而持久競爭優(yōu)勢是指該公司目前與潛在的競爭對手不僅無法與該公司同步執(zhí)行該公司目前所執(zhí)行的價值創(chuàng)造策略，同時也無法複製並取得此項該公司在此項策略中或獲得的利益。TFTLCD 的構(gòu)造是在兩片玻璃基板中間夾著一層液晶，上層的玻璃基板是與彩色濾光片 (Color Filter) 貼合、而下層的玻璃則有電晶體鑲嵌於上。此外，上層玻璃因與彩色濾光片貼合，形成每個畫素各包含紅、藍(lán)、綠三顏色，這些發(fā)出紅、藍(lán)、綠色彩的畫