目前台灣高爾夫球頭產業的產品佔全球市場高達八成的比率，從民國60年代發展至今，雖然許多台灣廠商的生產線都遷移到中國或東南亞等地區，以尋求更低廉的生產成本，但是在產地及技術轉移的過程中，為何該產業截至目前為止，還能保有全球舉足輕重的關鍵地位，這將是本研究所要探討的議題。 為了釐清及確認台商企業的真正競爭力，本研究將所有相關的學術理論，做了分析與整理。舉凡涉及企業競爭力、產業升級、國家與區域的經濟發展，均納入我們研究的範疇。但是一般的理論基礎與文獻資料，大多利用西方企業的模式去解讀某個企業、產業、國家或地區的行為，並合理化之，但對於無形的企業競爭策略，則鮮少人去探討。因此本研究採個案研究的方式，深入瞭解企業的行為模式與策略取向，以達本研究之目的。 據筆者研究瞭解後認為，本研究所採納的各種理論，因各學派觀點相異，僅能作為一家之言，無法全面解釋該產業的發展現況。畢竟隔行如隔山，各個產業之間都有其產業特性與獨特的發展模式，不能僅以單一論點的角度，判別該產業的行為模式與競爭策略。因此必須整合本研究所有理論之優點進一步探究，加上個案研究後的研究發現，才能清楚解釋我國高爾夫球頭產業真正的競爭優勢。 Currently, Taiwan’s golf club and head industry holds up to 80% of the world market. This industry has been developing since the 1970’s. Although many firms have moved their production lines to China and some south-east Asian countries in order to procure cheaper production costs, how they can enhance their strategic competitiveness during this transition is the key issue of this paper. To clarify and indentify the true competitiveness of these Taiwanese firms, this paper researched and analyzed all related academic theories, including those involving firm competitiveness, industry upgrading, national and regional economic development. But almost all the theories and documents are based on the viewpoint of western business model to interpretate the behaviors of a business, an industry, a nation or a region. There is little attention paid to the invisible competitive strategies of these Taiwanese firms. This paper used case study and qualitative methods to deeply understand the behaviors and competitive strategies of these Taiwanese firms in this industry. After the analysis of all different theories, This paper found that they can not explain the development of Taiwan’s golf head industry thoroughly because of their different academic backgrounds and perspectives. Every industry has its own developing and competing modes. We have to integrate advantages of all theories, and use case study method, only then can we find the true competitiveness of Taiwan’s golf head industry.
