台灣的企業約百分之九十七為中小企業，而其中又大多數為傳統產業，台灣的經濟奇蹟，中小型傳統產業貢獻極大。雖然近年來，整體產業日趨轉為高科技產業領銜，產業現況儼然發生了質變。當然，我們也看到了整體經濟環境的改變及國際化、全球化的衝擊亦是主要的原因。但是，我們期望看到的是它的持續成長，而不願見到此起彼落的消退。於是，仔細的分析現況、加以研究，期望能給予稍具價值的建議。
『穩定』與『成長』向來是所有企業經營上永遠的課題。然而，隨著內外在環境快速轉變，中小企業由於先天體質的缺陷、資源的不足，在競爭環境的劣勢中，常使企業陷入停滯不前的困境，面臨許多經營成長瓶頸。為了突破現有的經營困境，必須調整其經營策略與方向，積極朝向高附加價值方向發展，以達企業經營成長的目標。而其成長過程，在於因應環境變化，了解本身資源與能力，表現出迅速、彈性及應變力，擬定並執行最適宜企業本身轉型之成長策略，強化原有資源與優勢，提升企業競爭力，發揮整體綜效，使企業得以持續成長與茁壯。為此，中小企業應該以預應式的管理來開創企業環境，掌握產業趨勢與預測未來，積極並集中資源，而非對不可控的外在環境作多餘的被動反應；領導人在概念上要不斷思考企業現狀為何？該做什麼？能做什麼？應如何做？進而移轉企業焦點，避開競爭並適應外在環境，才能整合優勢資源發揮槓桿作用。
本研究採取質性研究法，嘗試探索中小企業在策略研究中發展出具體可供參考的經營成長模型。並對個案企業進行全盤性觀察其發展成長歷程，配合深度訪談企業領導者，並從企業營運活動切入，仔細觀察企業成長軌跡，並尋求經營成長策略。本研究第一章為緒論，主要敘述研究背景與動機、目的、流程與範圍。於第二章文獻探討中，我們以漸近的方式剖析經營、成長策略、資源基礎觀點、產業網絡關係與策略聯盟的理論與發展。第三章將研究方法與設計做一完整說明，其中描述本論文觀念性架構、研究方法、設計與研究限制。待對本研究相關理論構面的輪廓清晰後，我們於第四章援用次級資料來探究台灣中小企業的特徵、現況分析並探討所面對的經營問題與個案公司、產業等概況、發展沿革與關聯分析、及個案公司簡介、特徵與研究整理。第五章，本研究嘗試以深度訪談方式實證文獻之探討，除了長期多次的造訪與側面觀察個案企業，並具體分析影響中小企業經營成長之策略要素。
最後，具體歸納整理出中小企業經營成長策略要素為：1.聚焦營運範疇、掌握利基市場；2.建構產業網絡或群聚關係；3.以人為本、確立顧客與員工價值；4.累積策略資源，發展核心競爭力；5.運用資源槓桿、擴大綜效；6.力求組織改造與變革、整合強化經營能力；等六大策略要素為基礎並圍繞以「領導人特質」為核心的成長策略，並建構出有利於中小企業的「蜂巢式成長循環架構」模型。

About 97% of Taiwan’s businesses are small to medium enterprises, and the majority of which are categorized as the traditional industries. Small to medium business enterprises of the traditional industry has made significant contribution to Taiwan’s economic miracle. Although in recent years, high-tech industries have become leaders in the whole economy, material changes have occurred in the economic structure. We have also observed changes in the overall economic environment, the impact of internationalization and globalization are the main reasons. But, we wish to see the industry continue to grow; we do not wish to see the rise of some industries while others fade. Hence, current status are studies and researched in detail, hope that some valuable recommendations can be made.
Stability and growth has always been the key issue for all business management. Small business enterprises are naturally in a poor position for resource. Faced with the rapid changes in the internal and external environments and fierce competition, small business enterprises often fall into a stagnant situation that bottlenecks growth. In order to break out of its stagnant situation, business strategies and directions must be adjusted. Small businesses must also develop toward high economic value, such that growth targets can be achieved. During its growth process, due to changes in the environment, understanding of internal resources and capabilities, shows speed, flexibility and responsiveness. The best growth strategy suitable to the business enterprise needs to be developed and implemented. Resources at hand and advantages should be strengthened, business competitiveness enhanced and promote synergy, so that the business may continue to grow and prosper. Hence, small businesses should develop its business environment with a predictive management style. It should grasp the trends of the industry, predict its future and actively accumulate resources and should not have too many passive responses to uncontrollable environments. Leaders needs to continuously think about the current status of the business enterprise, what should be done, what can be done, and how. The business enterprise will gradually shift its business focus, avoid competition and adapt to external environment, so that synergic effects can result from integration of advantageous resources.
This study is a qualitative study. It attempts to investigate a business growth model for small business enterprises. In search of the growth strategy of the case study enterprise, business leaders were interviewed in depth, and the growth pattern of the business enterprise was observed from the perspective of its business operations. Chapter 1 of the study introduces the backgrounds, motivation, objectives, process and scope of the study. In chapter 2, literature review, theories of business management, growth strategy, resource-based view, industrial network relationship and strategic alliance were reviewed. The research methodology and design are reported in chapter 3, describing the conceptual framework, research methods, design and limitations. Having drawn the theoretical profile of the study, secondary data were used in chapter 4 to investigate the characteristics of small to medium business enterprises in Taiwan and their current status. The industry of the case study enterprise, its development history and relationship analysis, profile of the case study enterprise were reported. In chapter 5, the study attempts to verify the theory with in-depth interview. In addition to many visits to and observation of the case study enterprise, the factors that affect the growth of the small businesses are analyzed.
Finally, the key factors of growth strategy for small business enterprises are: 1. focused scope of operation, hold onto niche market, 2. establish industrial network or clustering effect, 3. develop human capital, ensure customer and employee value, 4. accumulate strategic resources, develop core competence, 5. make use of resource leverage, expand synergy, 6. organization reengineering and change, integrate and enhance business capabilities. The 6 strategic factors must support leadership characteristics as the core of growth strategy. The growth model for small businesses are also developed.

目 錄
致謝詞-------------------------------------------------------------i
論文提要---------------------------------------------------------iii
學位論文審定書----------------------------------------------------iv
中文摘要-----------------------------------------------------------v
Abstract---------------------------------------------------------vii
目錄---------------------------------------------------------------x
表目錄------------------------------------------------------------xi
圖目錄----------------------------------------------------------xiii
第一章 緒論-------------------------------------------------------1
第一節 研究背景與動機------------------------------------------2
第二節 研究目的------------------------------------------------3
第三節 研究流程------------------------------------------------4
第四節 研究範圍------------------------------------------------5
第二章 文獻探討---------------------------------------------------6
第一節 經營策略理論--------------------------------------------7
第二節 成長策略理論-------------------------------------------22
第三節 資源基礎觀點-------------------------------------------46
第四節 產業網絡關係-------------------------------------------59
第五節 策略聯盟-----------------------------------------------66
第三章 研究方法與設計--------------------------------------------77
第一節 觀念性架構---------------------------- ----------------78
第二節 研究方法-----------------------------------------------81
第三節 研究設計-----------------------------------------------89
第四節 研究限制-----------------------------------------------95
第四章 泵浦產業現況及個案簡介------------------------------------96
第一節 台灣中小企業的特徵與現況分析---------------------------97
第二節 台灣中小企業面對的挑戰與經營問題----------------------107
第三節 泵浦產業概況、發展沿革與關聯分析----------------------111
第四節 個案公司簡介、特徵與研究整理--------------------------123
第五章 研究發現與個案分析---------------------------------------130
第一節 經營成長策略要素分析----------------------------------131
第二節 蜂巢式成長循環架構------------------------------------154
第六章 結論與建議-----------------------------------------------158
第一節 研究結論----------------------------------------------159
第二節 管理意涵與貢獻----------------------------------------161
第三節 後續研究之建議----------------------------------------163
參考文獻---------------------------------------------------------167
中文參考貢獻--------------------------------------------------167
Reference-----------------------------------------------------171

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