臺灣博碩士論文加值系統

專利訴訟現在已經成為跨法律與管理領域且重要的決策議題。在管理領域當中,許多研究著重在探討侵權行為與專利布局對公司的影響，但是卻很少研究探討到管理者面臨訴訟時如何回應專利訴訟與制定決策的過程。此外也很少研究著重在探討法律對管理決策相關議題的重要性。因此,本研究根據資訊處理與競爭行為理論與市場地位為基礎以形成實驗情境的具體條件,目的是來探討不對稱資訊與策略群組的競爭強度在實務上如何影響管理者比擬類似訴訟案件並且回應專利訴訟的決策。
我們利用實驗設計的方式向217位高階經理人進行情境問卷的發放，研究結果發現，當產業中的策略群組競爭強度越強時，管理者越傾向使用策略比擬作為決策依據，也更願意在面臨專利訴訟時進行反擊；但是當市場資訊的不對稱性程度越高時，雖然管理者會越傾向使用策略比擬作為決策依據，但面臨專利訴訟時卻傾向不進行反擊。

How to react to a patent litigation complaint has become an interdisciplinary issue across legal and strategic management fields. In legal field, previous literature has focused on the legitimizing aspects and the political aspects of intellectual property laws. However, little legal scholars have devoted little attention on the importance of managing legal dimensions of business. In strategic management field, business strategy scholars from a range of disciplines have proposed numerous theories of patent litigation. We organize these theories into two broad categories: (a) information-based theories, and (b) rivalry-based theories. Thus, this study following the information-based theories and rivalry-based theories proposes that a firm’s reactive patent litigation strategy’s success is determined not only by the power of analogical transfer but also by how well managers make effective use of strategic analogy drawn from asymmetric information and market rivalry in a strategic group. By applying an experimental design method to develop scenarios for top executives of SMEs, the results show that a theoretical framework of asymmetric information, competitive rivalry in a strategic group and market positions affect a firm’s reactive patent litigation strategy. In addition, when facing intensive competitive rivalry in strategic group, top executives tend to use the power of strategic analogy as the decision-making guideline, and then have more willingness to make a reactive patent litigation strategy. However, although top executives still use the power of strategic analogy as the decision-making guideline when facing highly asymmetric information in the market, they tend not to adopt a reactive patent litigation strategy. These findings broaden the information-based and rivalry-based theory’s explanations of reactive patent litigation decision-making.

Table of Contents I
List of Figures IV
List of Tables V
Chapter One: Introduction 1
1.1 Research Background 1
1.2 Research Motivation and Purposes 3
1.3 Research Process 7
Chapter Two: Literature Review 8
2.1 Strategic Analogy 8
2.1.1 Strategic Group and Strategic Analogy 8
2.1.2 Asymmetric Information and Strategic Analogy 10
2.2 Reactive Patent Litigation Strategy 12
2.2.1 Strategic Group and Reactive Patent Litigation Strategy 12
2.2.2 Asymmetric Information and Reactive Patent Litigation Strategy 14
2.3 Strategic Analogy 16
2.4 Market Position 18
2.4.1 Market Positions with Reactive Patent Litigation Strategy 18
Chapter Three: Research Methodology 20
3.1 Research Framework 20
3.2 Measures and Measure Validation 21
3.3 Methodology 25
3.4 Design and Survey Procedures 26
3.4.1 Experimental Design 26
3.4.2 Survey Procedure 28
3.5 The Result of Sample 28
3.5.1 Reliability of Questionnaires 28
3.5.2 Demographics 29
Chapter Four: Empirical Results 31
4.1 Empirical Result－Model Diagram 31
4.2 Empirical Result－ Model 1 32
4.2.1 Strategic Group and Asymmetric Information versus Strategic Analogy 34
4.2.2 Discussion 35
4.3 Empirical Result－ Model 2 (Full model) 37
4.3.1 Direct Effect of Independent Variables vs Reactive Patent Litigation Decision 40
4.3.2 Indirect Effect of Independent Variables vs Reactive Patent Litigation Decision 41
4.3.3 Discussion 43
Chapter Five: Conclusions and Implications 47
5.1 Conclusions 47
5.2 Managerial Implications 48
5.3 Theoretical Implications 50
5.4 Limitations 51
5.5 The Suggestion of Future Research 51
Reference 52
Appendix 62
Questionnaire A-1－Follower / High degree of strategic group /Asymmetric information 62
Questionnaire A-2－Follower / High degree of strategic group /Symmetric information 66
Questionnaire A-3－Follower / Low degree of strategic group /Asymmetric information 70
Questionnaire A-4－Follower / Low degree of strategic group /Symmetric information 74
Questionnaire B-1－Leader /High degree of strategic group /Asymmetric information 78
Questionnaire B-2－Leader / High degree of strategic group /Symmetric information 82
Questionnaire B-3－Leader / Low degree of strategic group /Asymmetric information 86
Questionnaire B-4－Leader / Low degree of strategic group /Symmetric information 90

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