從資源基礎論及利基角色看台灣軟體公司競爭優勢-以蒙恬科技為例

Abstract

本論文將從資源基礎論及企業生態系統中利基角色兩種不同的觀點出發，深入研究資源基礎論中有關資源的價值，強調企業決策者必須了解企業資源本身是處在一個動態的環境，而動態的環境來自於外部競爭者、市場需求性及產業的變化，甚至於企業內部擁有資源的員工，在這個動態的環境中如何整合及優化各個相關資源，達到企業最大持續性的競爭優勢，同時也提出企業領導人的人格特質也是企業很重要的一個資源的觀點。並以蒙恬公司的成長為基調，描述在各個成長的過程中，如何建立各種不同的資源，以及描述蒙恬如何從單一手寫技術、單一產品線，進入到全面性的智慧型人機介面領域。如何從大中華區域市場發展到進入國際市場。本研究從資源基礎的觀點，驗證了企業的競爭優勢源於不斷的創新及投入技術資源的開發，為了有效的與競爭者區隔，可以整合企業內部不同資源。此外，本研究更從企業生態系統中軟體公司的利基角色驗證了唯有不斷的創新、創造價值，企業才能維持其競爭優勢。最後本研究提出，台灣軟體公司應扮演好利基角色的創新能力，厚植企業核心資源，建立持續性的競爭優勢，以熟悉的大中華區域市場為練兵戰場，建立技術及產品的成熟度及累積足夠資源，最終進軍國際市場，是台灣軟體公司成功模式之一。

This research is based on the viewpoints of Resource-Based View and niche player in ecosystem. It emphasizes that the enterprise resources are always positioned in a dynamic environment effected by external competitors, market demands, industry change and even the employees. It also demonstrates how the entrepreneur and his resource staff can optimize and leverage each resource to obtain the best collective and sustainable competitive advantages. Also the characteristics of entrepreneur is a critical and important resource for the long term development of the enterprise. This thesis uses PenPower Technology as a case study where the author started up and have been working for. It reports how PenPower has been building up her resources at different development stages. It describes how this company grows up from a single product line of Chinese Handwritten Recognition System to a complete product line of Intelligent Human Interface Technology. It also indicates how this company develops her business initially and locally in Great China Area, before entering the global market in the latter stage. Based on Resource-Based View (RBV) it has been shown that the valuable enterprise resources come from the continuous technology innovation. To effectively differentiate from the competitors, enterprises should leverage and optimize her internal resources to maintain the competitiveness. Furthermore, it is also proved that only the sustainable innovation can create the competitive advantage for the niche player in an ecosystem. Finally, the author suggests one of successful business models for Taiwan software companies：to play as a niche player. Therefore, one can focus on core resources developments, building up the sustainable competitive advantages, and establish marketing capabilities in local market before reaching out the global or international market.