臺灣博碩士論文加值系統

營造業如何利用垂直整合做關係鏈結，向上整合建設公司，向下整合相關業者，來創造市場機會及競爭利基，增加營收。本研究即是對營造業在這樣動態環境下，如何發展出垂直整合的營運模式，以個案公司訪談方式為例，探討在推動垂直整合時與建商發展之關係，及探討垂直整合後對經營績效之影響，維持企業的競爭優勢，以圖生存及獲利。
研究發現，環境決定策略，土地開發過程中，營造業者向上垂直整合時，與建商關係發展建構出兩種模式，其一策略夥伴關係：可以從營造本位協助建商設定材料，提供規劃，設計，施工管理，保固維修及商業服務等全方位提供服務，使其降低營建成本，提升施工管控能力，避免不必要浪費，一來可穩定業績來源，提升市場競爭利基，另一方面也可提高建物市場價值。其二，投資夥伴關係:因與建商有其投資關係，於產業鏈中建商就猶如是個案之土地開發部門，持續開發土地，就能建構出其策略性資源，且能產出相當大的金流需求，這對資金需求大的營造業者來說，可謂是最好的策略性資源。垂直整合後之經營管理對此個案公司有顯著績效。

It is wondered how construction industry utilizes vertical integration, with upward integration with construction companies and downward integration with relevant businesses, for the relationship bonding to create market opportunities and market niche and increase the revenue. Under such a dynamic environment, this study tends to explore how construction industry develops the operation model with vertical integration. By interviewing a case company, the relationship with builders developed during the promotion of vertical integration and the effects of vertical integration on business performance are discussed to maintain an enterprise’s competitive advantages for the survival and profits.
It is found in the research that environments determine strategies. In the land development process, construction businesses would construct two models when developing relationship with builders during upward vertical integration. First, strategic partnership could assist builders in setting materials based on construction and provide comprehensive services of planning, design, construction management, maintenance, and business services so as to reduce construction costs, enhance construction control ability, and avoid unnecessary waste. On one hand, it could stabilize the source of performance and enhance market niche; on the other hand, it could promote the market value of buildings. Second, investment partnership presents the investment relationship with builders, who are similar to the land development department of a case company in the industry chain, to construct the strategic resources and produce huge demands for cash flow by continuously developing land. For construction businesses with large demands for funds, it could be the best strategic resources. The business and management after vertical integration appear significant performance on the case company.

目錄
摘要 ……………………………………………………………………… I
Abstract …………………………………………………………………..II
誌謝 …………………………………………………………………….. III
目錄 …………………………………………………………………….. IV
表目錄 . ………………………………………………………………… VI
圖目錄 . ………………………………………………………………... VII
第一章 緒論 ……………………………………………………………. 1
第一節 研究動機…………………………………………………… 1
第二節 研究目的…………………………………………………… 3
第三節 研究流程說明……………………………………………… 4
第二章 文獻探討 ……………………………………………….……… 5
第一節 營造業市場分析……………………………………..…….. 5
第二節 資源基礎理論………………………………………..…….. 11
第三節 垂直整合……………………………………………..…….. 14
第三章 研究方式 ………………………………………………………. 20
第一節 研究架構 …………………………………………………... 20
第二節 研究方法與設計 …………………………………………... 21
第四章 研究個案評析…………………………………………………... 24
第一節 個案公司背景介紹---A營造公司…………………………. 24
第二節 個案公司現行經營模式……………………………………. 25
第三節 個案分析 …………………………………………………… 31
第五章 結論……………………………………………………………... ...48
第一節 研究結論 ……………………………………….………… …48
第二節 研究限制 ………………………………….……………… …49
第三節 研究建議………………………………….……………….. …49
參考文獻 …………………………………………….……………………. 50
中文部分…………………………………………….………………... 50
英文部分…………………………………………….………………... 51

表目錄
表2-1　營造業分類表…………………………………………………….. 6
表2-2　103年營造業家數與總資本額…………………………………... 8
表2-3　台灣近五年營造廠商家數……………………………………….. 9
表2-4 營造業全年收入總額…………………………………………….. 9
表2-5 101年營造業各等級收入總額概況…………………………….. 10
表2-6 策略性資源內涵………………………………………………….. 12
表3-1　訪談紀錄表……………………………………………………….. 23
表4-1　公司簡介………………………………………………………….. 27
表4-2 發展大事紀………………………………………………………... 28
表4-3 土地開發與上下游關係…………………………………………... 36
表4-4 營業額成長率……………………………………………………... 46
表4-5 近三年人力學歷分析表……………………………………………47

圖目錄
圖1-1 研究流程 ………………………………………………………...... 4
圖3-1　研究架構圖………………………………………………………... 20
圖4-1　個案公司組織架構圖…………………………………………...… 29
圖4-2　外部組織發展圖…………………………………………………… 35
圖4-3　夥伴關係鏈結圖…………………………………………………… 38
圖4-4 B2B向上整合發展圖……………………………………………… 40
圖4-5　萊特事業發展圖…………………………………………………… 42
圖4-6　萊特休閒開發能力圖……………………………………………… 43

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