以資源為基礎之結構-行為-績效觀點下的策略群組分析：台灣太陽能電池產業實證研究

Strategic Group Analysis from the Resource Based Structure-Conduct-Performance Perspective: Empirical Study on Taiwan Solar Cell Industry

台灣太陽能電池產業受惠於歐美國家能源政策而快速成長，但在2009與2012年因外部環境鉅變而受到嚴峻考驗。本研究提出以資源為基礎的結構-行為-績效(R-SCP)模型，來探討台灣太陽能電池產業12年來的動態策略發展過程，依據資源投入的積累形成進入障礙，以及資源餘裕的配置決定策略行為的選擇等觀點，構成策略變數，透過迴歸分析結果探討策略變數之間的因果關係，並採取合圖法(Co-Plot)進行穩定策略期間及策略群組分析。研究結果實證：(1)新的R-SCP模型可整合策略前與策略後的觀點，並分析資源配置的優先順序及排擠效應，呈現結構特徵對績效表現的直接影響，以及績效表現、競爭優勢與行為之間的動態關係；(2)不同穩定策略期間的產業特徵與廠商策略態勢的改變高度關聯，皆明顯反映外部環境的變化；(3)績效目標與策略群組之間的交叉分析，可知前四大廠商多數採取側重資本支出及研發投入之純粹型策略，並兼顧獲利與成長；(4)混合型策略群組的種類在市場競爭激烈時最多，儘管跨群組之策略移動軌跡及混合型策略群組的多樣化，分別呈現出廠商間及群組間的模仿行為，在策略移轉過程中，少數廠商呈現不具顯著特徵的策略態勢。

The rapid growth of Taiwan solar cell industry has benefited from the energy policy of European countries and the United States. Yet, the industry also coped with the revenue downturn caused by the unexpected changes of the external environment in 2009 and 2012. Founded on the concepts that entry barrier is transformed from cumulated resources and that the allocation of slack resources determine firm’s strategic conduct, this study proposes the resource based structure-conduct-performance (R-SCP) model to surface out how competitive strategies evolved within Taiwan solar cell industry during 2004-15, employs multiple linear regression to outline the causal relationship among strategic variables, and investigate whether stable strategic time periods (SSTPs) existed and the strategic groups in different SSTPs by co-plot analysis. The results validate that (1) the new R-SCP model successfully integrates the pre- and post-strategy perspectives, revealing the prioritization of and the crowding-out effect in firm’s resource allocation as well as how firm’s performance is influenced by its structural characteristics directly and the dynamic relation among firm’s performance, competitive advantage and conduct; (2) the industry’s traits in different SSTPs correlate with the strategic postures of firms within the industry, and both reflect the changes of external environment; (3) the cross analysis of strategic group and performance objective shows that the top four firms in majority belonged to the pure strategic group featured by the much higher capital and R&D spending, and attended to profitability and revenue growth simultaneously; (4) the most types of hybrid strategic groups existed when the market competition turned to the fiercest, and the strategic posture of neutral characteristic s is observed in a few firms’ path of strategy switch, whereas firm’s inter-group strategic move and the diversity of hybrid strategic groups reveal the imitation among firms and among groups respectively.