| 摘要: | 隨著台灣資訊科技產業愈趨激烈的市場競爭、快速的科技發展以及變化迅速的顧客偏好和需求，導致產品生命週期時間的縮短，因此如何面對這樣的環境變化成為維持競爭優勢的關鍵因素，而策略管理學者亦針對此點提出企業擁有策略彈性之重要性。
策略彈性的概念於1950年始，已被關注且擁有多元的定義，但技術觀點下之策略彈性探討卻是甚少，而技術策略彈性該產業中仍被視為維持競爭優勢的重要因素，卻甚少被文獻所討論。
鑒此，研究透過文獻回顧及訪談內容分析，從學理和實務上針對技術策略彈性做延伸，包含觀念性定義的建構與學理模型的發展，並發展一系列的研究命題，歸納影響技術策略彈性的重要因素為(1)組織資源整合(企業之間整合、企業內跨部門整合)、(2)組織策略發展(策略導向、競爭策略)、(3)組織結構設計和領導風格(企業高階主管、組織結構)，並說明企業技術策略彈性對於組織績效的影響效果(新產品發展、財務之績效)。進而期望透過本研究發現能更為豐富策略彈性領域在學理上之發展和建構，另一方面也能提供資訊科技產業之經理人進行管理作為上之參考。
In the information technology (IT) industries, firms face more and more fierce market competition, fast changing technology development and customer needs, further resulting in shorter product life cycles. Taiwanese IT firms act an important role in the global IT and significantly contribute to the Taiwan’s economy. In this regard, how to flexibly and timely respond to the dynamic and competitive environments becomes an imperative factor for the Taiwanese IT firms to sustain competitive advantage. Acade-micians also highlight the importance of strategic flexibility to organizational perfor-mance.
Since the 1950s, the concept of strategic flexibility has been discussed. When re-viewing the extant literature on the subject, scholars provide various different defini-tions and conceptualizations of strategic flexibility because of their different interests. For example, some studies focus on strategic flexibility in manufacturing and operations, while some the others focus on strategic flexibility in market-related activities. However, even though the importance of strategic flexibility in technology development has been widely noted, lack of research engages in the issue.
As a result, this study attempts to conceptualize the construct of technolo-gy-focused strategic flexibility and explicate its possible antecedents and performance outcomes by the comprehensive literature review and field interviews. More specifically, this study provides a conceptual framework of technology-focused strategic flexibility and articulates a series of research propositions regarding its antecedents.
This study, finding three ways can help us understanding: one is organizational re-source integration (i.e., inter-departmental integration and inter-firm coordination), another is organizational strategy development (i.e., strategy orientation and competitive strategy), another (3)organizational structure and leadership (i.e., top management lead-ership and organizational structure) ,and another is consequences (i.e., product innova-tive-ness and financial performance).The results of this study provide new insights into the role of technology-focused strategic flexibility as well as important theoretical and managerial implications. |
