策略形成(strategy formulation)觀點 ，主要是以I-O(產業組織)及RBV(資源基礎)兩種觀點為主(Hitt, Ireland and Hoskisson, 1999：2003；吳思華， 2000；徐作聖，2000；方至民，2001；湯明哲，2003)。然而，這兩種觀點相互予盾(I-O為由外而內，RBV為由內而外形成策略)，若從單一的觀點思考，會產生理論上的缺點(Robbins, 2003)。近幾年，許多學者提出了整合、權變及動態的看法(solutions)以形成能產生長期競爭優勢的觀點，而同時兼具這三種特色(論點) —內外部觀點整合、能普遍運用在不同的情境並包含了時間因素的理論架構仍十分缺乏。

本研究嘗試從整體的觀點尋找可適用於各種情境下、整體性的靜態及動態理論架構，以使策略形成產生長短期均較佳的效果，並以台積電為例，進行應用說明及驗證。本研究歸納5組靜態的「情境—觀點」。情境1：若外部環境不確定性低，內部有詳細的數據形成策略，以定位觀點最適當。情境2：若外部環境不確定性低，而內部沒有詳細的數據，以環境觀點最適當。情境3：若外部環境不確定性低，但內部無詳細的數據，以願景觀點最適當。情境4：若外部環境不確定性高，且內部無詳細的數據，以資源觀點最適當。情境5：若外部環境不確定性適中，而內部無較詳細的數據，以形構觀點最適當。本研究同時歸納出動態的「情境—觀點」，從中長期來看，企業策略的形成觀點應隨著情境的變動而調整，以產生持續性的競爭優勢。

Views of strategy formulation can be mainly divided into two categories. One is I-O(Industrial Organization), the other one is RBV(Resource Based View)(Hitt, Ireland and Hoskisson, 1999：2003；Se-Hwa Wu, 2000；Joseph Shyu, 2000；Cher-Min Fong, 2001；Ming-Jer Tang, 2003).Both of vews have each suitable situation. If strategy is formulated from single view, it will cause defects (Robbins, 2003). Recent years, scholars provide solutions from integration、contingency and dynamic. However, thesis combines 3 features is still few. This paper attempts to find combined views to suit different situation in a dynamic framework. The research provides a static framework included：(1) If the contingency of inside and outside company are stable, companies ought to choose 「position-based view」; (2)If the contingency of outside company are not stable but stable contingency of inside company, companies ought to choose 「vision-based view」; (3)If the contingency of outside company are not stable but stable contingency of inside company, companies ought to choose 「environment-based view」; (4)If the contingency of inside and outside company are both not stable, companies ought to choose 「resource-based view」; (5)If the contingency of inside and outside company are changing smoothly with controllable situation, companies ought to choose 「construction-based view」. The research provides a dynamic framework. From the long term view, a company needs to adjust itself to match the changing of situation in order to have sustainable competitive advantage.

目 錄
論文提要
中文摘要
Abstract
誌謝詞
目錄
圖表目錄
第一章、研究動機及目的……………………………….…….…….…………………1
第一節、研究動機………………………..……………….…….…………………1
第二節、研究目的……………………….…………….….…….…………………5
第三節、研究限制…………………………………………...….………………….5
第四節、研究流程…………………………………….…….…..………….………6
第二章、文獻探討及研究假設…………………………………….……………………7
第一節、定義…………………………………………..….…….….……….…..…7
第二節、策略形成的觀點及其適用情境…………….….……...….…….…….…10
第三節、權變及策略形成的觀點關聯圖…..…………..……...…………………33
第四節、研究架構與假設……………………..…………......….………………..35
第五節、研究假設的策略形成整合模型………………….………………….....38
第六節、小結……………………………….……………………..……….……..48
第三章、研究方法.…………………………….……………………………….………50
第一節、資料收集………………………….………………..…………………...50
第二節、構面因素及變數衡量……………………………..………….………...51
第三節、抽樣數量………………………………………………………………..52
第四節、小結…………………………….………………………………………..52
第四章、資料分析與研究結果…………………………………….…………………..53
第一節、個案公司基本資料……………………………………………….……..53
第二節、外部情境構面分析……………………………………………………...61
第三節、內部情境構面分析……………………………………………………...82
第四節、策略形成的觀點構面分析………………….…………………………85
第伍節、資料分析及假設驗證………………………...……………….…….….98
第五章、結果及討論……………………….………………………………………...102
第一節、靜態情境下的理論架構及假設…………………..…………………..102
第二節、動態情境下的理論架構及假設……………………………………….105
第三節、研究貢獻………………………………………....…………………….106
第四節、後續研究……………………………….……………..……………….106
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