本研究以五力分析與資源基礎理論為基礎，並運用深度訪談法，來探討工業機器人四大家族經營策略及相關研究目的，同時歸納整理出行業的競爭態勢，期望提供給機器人製造商與集成商作為經營管理之參考。
本研究發現，機器人市場競爭激烈，對於四大家族而言，產業內競爭態勢是高等程度的，新進者的威脅、供應商的議價能力、消費者的議價能力都是中等程度，替代品的威脅則是低等程度。但四大家族地位難以撼動，除了機器人本身的產品線完整、規格高、功能齊全外，他們提供給客戶的不只是機器人而已，還包括售前的諮詢、規劃，更提供模擬等的一站式購足服務，讓客戶瞭解自己未來的工廠長什麼樣子。除此之外，提供客戶穩定的生產線、完善的教育訓練與保養維修，更是四大家族常勝不敗的原因，這不是短時間可以抄襲獲得的，而是經年累月在行業的經驗累積，與客戶共同成長獲得的，這才是無形的核心能耐。
此外、隨著貿易戰、疫情爆發、晶片禁令等等因素，加速了製造業的全球佈局與遷徙，能夠協助客戶在全球佈局更是一項重要的核心能力。四大家族的全球佈局各有異同，行業佈局與市佔率也各有擅長、各自獨霸一方。
除了運動控制技術、龐大資金外，機器人行業更仰賴一群有經驗、熱血至誠的工程與售後服務團隊，這需要從行業的底層技術紮根、瞭解機器人，更要懂得產業生產流程，對於需求能夠去悉心理解，專案能有效率的完成、並達成預期的效能。

This research utilizes Porter's Five Forces analysis, the Resource-Based Theory, and in-depth interviews to investigate four research objectives and deduce several competitive stances within the industry. These findings are then provided as a reference for both robot manufacturers and integrators in operational management.
The study finds that the competition in the robot market is intense. For the top four industrial robot companies, the competitive situation within the industry is high, with threats from newcomers, moderate bargaining power from suppliers and consumers, and a low threat from substitutes. However, the positions of these four major families are difficult to shake. Apart from having comprehensive product lines, high specifications, and full functionalities, they offer customers more than just robots. This includes pre-sales consultation, planning, and even simulation services, providing customers with a one-stop shopping experience to understand how their future factories will operate. Additionally, providing customers with stable production lines, comprehensive education and training, and maintenance services is why these major companies consistently succeed. This cannot be replicated in a short time but is accumulated through years of industry experience and growth together with customers, constituting an intangible core capability.
Furthermore, factors such as trade wars, outbreaks of pandemics, chip bans, etc., have accelerated global manufacturing and migration in the manufacturing industry, making the ability to assist customers in global layout a crucial core competency. The global layouts of the four major families vary, and their industry distribution and market share also have their own strengths.
In addition to motion control technology and funding, the robot industry relies heavily on a group of experienced and dedicated engineering and after-sales service teams. This requires a deep understanding of robots from the bottom-up of the industry's technology, understanding of industrial production processes, and careful consideration of customer needs to complete projects and achieve expected performance efficiently.

論文審定書 ....………………………………………….…………………….. i
誌謝 ................………………………………………….…………………….. ii
中文摘要 ...................………………………………………………………… iii
英文摘要 ........................................................................................................... iv
目錄 ................................................................................................................... vi
圖目錄 ............................................................................................................... viii
表目錄 ............................................................................................................... ix
第一章 緒論 ..................................................................................................... 1
第一節 研究背景與動機 ............................................................................. 1
第二節 研究目的 ......................................................................................... 2
第三節 研究流程 ......................................................................................... 3
第二章 產業分析 ............................................................................................. 4
第一節 產業現狀 ......................................................................................... 5
第二節 產業趨勢 ......................................................................................... 12
第三章 文獻探討 ............................................................................................. 15
第一節 五力分析 ......................................................................................... 15
第二節 資源基礎理論 ................................................................................. 17
第三節 策略與競爭策略分析 ..................................................................... 18
第四章 研究設計 ............................................................................................. 22
第一節 研究架構 ......................................................................................... 22
第二節 研究對象 ......................................................................................... 23
第三節 研究方法 ......................................................................................... 28
第五章 研究發現 ............................................................................................. 34
第一節 工業機器人產業的競爭態勢 ......................................................... 34
第二節 工業機器人四大家族各自的核心能耐與競爭優勢 ..................... 39
第三節 分析工業機器人四大家族的經營策略 ......................................... 41
第四節 比較四大家族競爭策略的意涵 ..................................................... 47
第六章 結論與建議 ......................................................................................... 48
第一節 研究結論 ......................................................................................... 48
第二節 研究建議 ......................................................................................... 49
第三節 研究限制與未來研究方向 ............................................................. 50
參考文獻 ........................................................................................................... 51
附錄(訪談逐字稿) .............................................................................................. 53

一、中文
林豪傑 (2023)，動態策略分析，EMBA教學講義。
林豪傑 (2023)，鑽石模型/策略五要素，EMBA教學講義。
葉淑娟 (2023)，研究方法，EMBA教學講義。

二、英文
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of anagement, 17(1), 99-120.
Hambrick, D. & Fredrickson, J. (2001). Are You Sure You Have a Strategy? Academy of Management Executives, 15(4), 51-62.
Porter, M. E. (1980). Competitive Strategy. Harvard Business Publishing Company.
Porter, M. E. (1989). How Competitive Forces Shape Strategy. In Readings in Strategic
Management (pp. 133-143). Springer.
Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171-180.

三、網路
國際機器人聯合會(IFR) 2023年年報 (2023)，取自：https://ifr.org/
機器人進化史，取自https://medium.com/uncbluesky/human-robot-interaction-in-the-age-of-a-i-d57f08362c40 ，擷取於 2024/03/20。
資源基礎理論，取自MBA智庫百科 https://wiki.mbalib.com/zh-tw/%E8%B5%84%E6%BA%90%E5%9F%BA%E7%A1%80%E7%90%86%E8%AE%BA ，擷取於2024/03/22。
資源基礎理論，取自：https://www.yunjoy.tw/study/organization/117-competitive-advantage，擷取於2024/03/22。
波特五力分析，取自MBA智庫百科https://wiki.mbalib.com/zh-tw/%E6%B3%A2%E7%89%B9%E4%BA%94%E5%8A%9B%E5%88%86%E6%9E%90%E6%A8%A1%E5%9E%8B ，擷取於2024/03/22。
ABB介紹取自 https://new.abb.com/tw，擷取於2024/02/25。
ABB 2023年報取自https://new.abb.com/news/detail/112166/q4-2023-results，擷取
於2024/04/25。
KUKA 介紹取自https://www.kuka.com/zh-tw/company，擷取於2024/02/25。
KUKA 2023年報取自於 https://www.kuka.com/en- gb/company/press/news/2024/04/financial-year-2023，擷取於2024/04/25。
FANUC 介紹取自https://www.fanuctaiwan.com.tw/aboutus.php，擷取於
2024/02/25。
FANUC 2023年報取自於 https://www.fanuc.co.jp/en/ir/announce/index.html，擷取於2024/04/25。

UR介紹取自https://www.universal-robots.com/tw/，擷取於2024/02/25。
TM介紹取自https://www.tm-robot.com/zh-hant/，擷取於2024/02/25。
YASKAWA 介紹取自https://www.yaskawa.com.tw/about/profile/，擷取於2024/02/25。
YASKAWA 2023年報取自於 https://www.yaskawa-global.com/ir/materials/annual，擷取於2024/04/25。