CAJ | 학술논문

本研究通过对两组四家企业（第一组，创科集团和达伦特有限公司；第二组，晶苑毛织制衣和三达膜科技公司）的案例内纵向研究、组内跨案例对比和组间跨案例对比研究，以深度访谈和二手资料分析建立证据链，揭示出加工贸易企业“环境张力-动态能力-转型战略-升级效果”的动态演进路径模型。研究发现，环境竞争张力强并具备抽象动态能力的企业，采用策略性资源转向战略（腾笼换鸟）可以获得企业升级；环境竞争张力弱并具备具体战略和行为执行力的企业，采用资源聚焦战略（隐形冠军）也可以实现企业升级。
본연구통과대량조사가기업（제일조，창과집단화체륜특유한공사；제이조，정원모직제의화삼체막과기공사）적안례내종향연구、조내과안례대비화조간과안례대비연구，이심도방담화이수자료분석건립증거련，게시출가공무역기업“배경장력-동태능력-전형전략-승급효과”적동태연진로경모형。연구발현，배경경쟁장력강병구비추상동태능력적기업，채용책략성자원전향전략（등롱환조）가이획득기업승급；배경경쟁장력약병구비구체전략화행위집행력적기업，채용자원취초전략（은형관군）야가이실현기업승급。
Under the background of global economic integration and international division of labor, the OEM enterprises have become an important force in economic development. Influenced by the dynamic change of international and domestic market competition pattern, national endowments, and Multi-National Corporations＇ global strategy, OEM enterprises often need to face the fact of intensified market competition, natural main business competitiveness decline. In view of this, this paper try to research on the process of OEM enterprises＇ transformation and upgrading in China, depending on the theory of competitive dynamics and dynamic capabilities, considering the difference of different competitive tension and dynamic capabilities of OEM enterprises to choice different path and mechanism of transformation and upgrading. This paper adopts a multiple case study method to compare and analysis, through empirical research, in-depth review to collect data and information, by building two groups of four typical cases of the OEM enterprises＇ process of transformation and upgrade in China, and using scientific method to demonstrate and explain the proposed theoretical framework and research propositions. This paper makes research on enterprise cases were divided into two groups, each group of sample enterprises have two, conducting a multiple case study on multi level. These cases include the first group of enterprises ： TFI Group （ Guangdong Dongguan） and Talent Co. Ltd （ Liaoning Dalian） ; the second group enterprises：Crystal Group （Guangdong Dongguan） and Suntar Technology Company （Fujian Xiamen）. We collect and analyze the data, secondary media enterprise interviews, many channels to collect information and evidence, the establishment of the chain of evidence, improve the internal validity of the study. This paper follows Yin＇ s （2003） case study steps to obtain the chain of evidence to study on two groups of four enterprises＇ cases, so the research conclusion is as follows： First, the case study shows that：when in the competitive environment of OEM enterprises, competitors have relatively larger capacity gap, the more intense competition of market overlap and attack more, OEM enterprises will perceive the strong competitive tension; when OEM enterprises＇ and competitors＇ relative scale is not obvious, competitors and market overlap gap is not high and no significant competitive attack event occurs, the perception of the OEM enterprises＇ competitive tension is limited. Second, this study broke through natural explanation of theory of ＂transformation and upgrading＂, put forward to answer the OEM enterprises＇＂transformation＂ and ＂upgrade＂ concept effectively divide. ＂Transformation＂ is a strategic measure taken when OEM enterprises meet the environmental threat and perceived competition tension. ＂Upgrade＂ is the transformation of strategic performance and results obtained after the implementation of strategy. This research from the angle of strategy theory refers to two kinds of different strategic decision for transformation：one is the enterprise strategic resources change, OEM enterprises analysis applied to new areas or acquiring new resources to form new competitive advantage of core resources ; the other one is resource focusing strategy, OEM enterprises deeply embedded in the global production value chain of to enhance their ability of technology innovation and customer service, they did not have the global famous brands of their own, but ＂Efficiency comes from diligence＂. This study makes for a good dialogue between theory and practice on management policy.