金融風暴前後汽車及零組件產業之永續競爭優勢族群分析

Abstract

在全球化的動態競爭局勢下，如何保持企業組織的永續競爭力儼然成為學術研究的顯學。本研究試圖嘗試利用研究金融風暴前後三年內的汽車及其零組件產業的財務報表，從中推演出汽車及零組件產業的關鍵競爭優勢並依據將此產業進行優勢分群。本研究發現在金融風暴前，本產業可以劃分為流程效率優勢族群、技術創新族群及資產利用優化族群。金融風暴後，不令人驚奇的發現此時期的優勢族群稍有變化，但是競爭優勢的特質與前期大致雷同，此時期的產業被劃分為流程效率優勢族群，雙手同能族群，及資產利用優化族群。本研究將前後兩時期的策略族群交叉比較，進一步依據金融風暴前後的策略優勢轉折將此產業內的公司細分為九種型態。最後使用變異數分析分析此九種型態的財務績效後發現，此九種型態族群的資本投資報酬率(ROIC)，在95%的信心水準的統計驗證上被證實有顯著差異。其中危機前期屬於技術創新，危機後期屬於雙手同能的第八型態族群的財務績效顯著優於以下四種族群：一、 兩期都是效率流程優勢族群，二、兩期都是產能利用優化族群，三、前期產能利用優化後期流程效率優勢的族群以及四、前期產能利用優化後期雙手同能的族群。本研究總結前後期研究發現，主導汽車產業的關鍵競爭力可歸納為以下四種：高績效的流程管理能力，資產利用優化能力，創新科技的續航力以及雙元組織能力的均衡發展。

This research applied financial ratio to configure the competitive advantages and prevailing strategies in the automobile industry before and after financial crisis. The decomposed financial ratio revealed the resources allocation of the firms and implicitly indicated the possible strategies the firms applied. Four factors were derived to represent as critical resource allocation before crisis, which were Administration Process Efficiency, Assets Utilization Arrangement, External Relationship and Technology Exploration. Ambidextrous Value Creation, Assets Utilization Arrangement and Relationship Leverage, three factors were derived from the financial index in the period of after crisis. In each period, three strategic groups were clustered based on the latent resource allocation types and each group was salient with its unique competitive advantages. Before financial crisis, the automobile industry was classified into Process Efficiency group, Assets Utilization group and Technology Exploration group. The strategic groups were Process Efficiency, Ambidexterity Prone and Assets Utilization After financial crisis. Further compared the two classifications by cross tabulation of the clustering groups in two periods and resulted in 9 types of strategy swift in competitive advantages. At 95% confidence interval, there was significant difference between the 9 types and financial performance represented by ROIC. Furthermore, Type 8, which originated at Technology Exploration groups and switched to Ambidexterity Prone groups, appealed to create higher profits than other 4 types of groups (Type 1, 4, 5 and 6). In the end, the two classifications of strategic groups in two periods plausibly summarized to four dominant competitive advantages in the automobile industry. 1. Capability of managing Process Efficiency; 2. Capability of maximizing Assets Utilization ; 3. Capability of insisting on Technology Exploration; 4. Capability of balancing Ambidexterity Prone.