高度競爭下聯盟的策略與競爭優勢

Abstract

By beginning with a background of the heterogeneity of the field of strategic management, and a discussion of the two main schools of thought relating to competitive advantage, this research set out to determine the merit of adopting a simpler, more dynamic conceptual framework for managers to use in assessing firm evolution. Using Robert A. Burgelman’s strategy diamond framework and Taiwanese high-technology firm Innodisk Corporation as the case study, the research investigated the alignment of strategy and competitive advantage in extremely dynamic, or hypercompetitive environments with the aim of offering up further evidence for the framework’s validity and benefit to the field of strategic management. Findings from the case study results provide evidence for the framework’s value in facilitating strategic mindset within an organization. It offers managers a conceptual picture of the relationships between a firm’s stated strategy and strategic action, and between its resource-based competencies and market positioning. In addition, findings demonstrate how specific internal mechanisms of a firm (corporate culture, in the case of our researched firm), can act as a guiding force in aligning strategy and competitive advantage. Finally, the case study findings lend support to the framework’s usefulness in illustrating areas where management can be more vigilant. The results provide support for the application of the strategy diamond framework, and its value as an easy-to-use snapshot of a firm’s desired and actual strategic direction, and its intrinsic and relative strengths. The conclusions suggest that the framework has practical value in steering firm evolution in hypercompetitive, high-technology environments.

By beginning with a background of the heterogeneity of the field of strategic management, and a discussion of the two main schools of thought relating to competitive advantage, this research set out to determine the merit of adopting a simpler, more dynamic conceptual framework for managers to use in assessing firm evolution. Using Robert A. Burgelman’s strategy diamond framework and Taiwanese high-technology firm Innodisk Corporation as the case study, the research investigated the alignment of strategy and competitive advantage in extremely dynamic, or hypercompetitive environments with the aim of offering up further evidence for the framework’s validity and benefit to the field of strategic management. Findings from the case study results provide evidence for the framework’s value in facilitating strategic mindset within an organization. It offers managers a conceptual picture of the relationships between a firm’s stated strategy and strategic action, and between its resource-based competencies and market positioning. In addition, findings demonstrate how specific internal mechanisms of a firm (corporate culture, in the case of our researched firm), can act as a guiding force in aligning strategy and competitive advantage. Finally, the case study findings lend support to the framework’s usefulness in illustrating areas where management can be more vigilant. The results provide support for the application of the strategy diamond framework, and its value as an easy-to-use snapshot of a firm’s desired and actual strategic direction, and its intrinsic and relative strengths. The conclusions suggest that the framework has practical value in steering firm evolution in hypercompetitive, high-technology environments.