根據經濟部統計處針對基本金屬業2019年前三季之調查可知因全球鋼鐵交易市並不活絡，加上低價進口鋼品擾亂行情，使國內業者生產動能減損，基本金屬業產值年減少13.41%，呈現下滑趨勢。
A公司是一以脫蠟方法鑄造零件之傳統金屬製造產業公司也是一勞力密集之產業，礙於經濟環境前景不明，遲遲未導入半自動生產系統，在未來混沌不明下，本研究乃以質性深度訪談方法，運用RBT(資源基礎理論)來檢視A公司當面臨國內、外環境變遷下，重新檢視與盤點公司所有資源以適應下一階段競爭之自我能力，另外經由對中、高階主管之深入訪談，可以得知員工是公司重要的資產之一，研究另透過量性問卷針對A公司本籍與外籍勞工在主管領導下之組織承諾是否需進行調整，以維繫員工對組織向心力。
研究結果顯示，質性訪談中在公司面臨之機會下、應強化及聚焦之核心資源、公司規模方面等高、中與基層主管看法相同，但在公司面臨之挑戰、公司優勢、如何改善劣勢、未來應如何發展競爭策略盤點組織中所擁有之獨特資源為何等，看法則是分歧的；量性問卷則驗證主管領導風格與組織承諾間有正向顯著性影響。

Effects of competitive advantage (based on Resource-based theory) and leadership styles on organizational commitment-
Taking Company A as an example.
Author：Li-Fang Chen
Advisor：Dr. Chint-Ying Huang

National Cheng Kung University /Department of Business Administration
The trade war between China, the United States, Japan and South Korea is in the ascendant, the turmoil of Brexit and geopolitical risks in Europe and the Middle East, the COVID-19 epidemic hits the country, countries have closed cities and locked countries to prevent the spread of the epidemic, coupled with the global economic downturn The decline in demand has resulted in a general lack of confidence in enterprises, a slowdown in production, lower investment and reduced foreign exports. The majority of Chinese companies are traditional industries, and most of their scale are small and medium-sized enterprises. Small and medium-sized enterprises in the basic metal manufacturing industry account for about 95%, and the foundry industry accounts for about 14% of small and medium-sized enterprises. Compared with large enterprises, small and medium-sized enterprises The physique is weak, and it can be said that the changes in the environment and the situation affect the whole body.
In addition, according to a survey conducted by the Statistics Department of the Ministry of Economic Affairs in the first three quarters of 2019 on the base metal industry, the first quarter was affected by the Sino-US trade frictions and rising international steel trade protectionism. Market demand turned conservative and wait-and-see, and the output value of the base metal industry decreased by 2.63 annually. %; The second quarter was even more affected by the launch of defense taxation in the United States and Europe, the passivation of export products, and the annual maintenance of equipment production lines of some companies, the output value of the basic metal industry decreased by 11.29% annually; the third quarter was due to global steel The trading market is not active, and low-priced imported steel products disrupt the market, which reduces the production momentum of domestic players, and the output value of the basic metal industry decreases by 13.41% annually.
Company A was founded in 1988 and has a history of 30 years. It is a traditional manufacturing company that casts parts using dewaxing methods. Due to the impact of the COVID-19 epidemic, domestic demand has slowed down and foreign orders have decreased. In response to occasional unpaid leave, the production capacity has also decreased, so that the output value of small and medium-sized enterprises in the metal products industry has fallen. Due to the uncertain economic environment, the company has not yet introduced a semi-automatic production system. In the future Thinking about the future orientation of the enterprise and the way to respond, including the re-examination of the internal and external resources of the enterprise, and the re-examination of the internal organizational talents and leadership atmosphere, for the current stage of the enterprise to re-adapt in response to changes in the general environment.
This study compares how companies can review their scarcity advantages in the current environment. It uses RBT (Resource-based Theory) to review company A. When faced with changes in the domestic and foreign environments, it re-examines and counts all company resources to adapt to the next stage. Competitive self-competence. In addition, through in-depth interviews with middle and high-level executives, it can be known that employees are one of the company’s important assets. The study also conducted quantitative questionnaires on whether the organizational commitments of company A’s domestic and foreign workers under the leadership of the supervisor are required Make adjustments to maintain the centripetal force of employees on the organization.
The research results show that in qualitative interviews, under the opportunities faced by the company, the core resources that should be strengthened and focused, and the size of the company, the high, medium and basic level executives have the same views, but the challenges faced by the company, the company’s advantages, how to improve its disadvantages, How to develop a competitive strategy in the future? Inventory the unique resources in the organization. Views are divided. In terms of value, it is the simplest and low-cost method to overcome process difficulties and improve efficiency. In terms of scarcity, it is aimed at customers with a small number of batches, and we still try our best to provide assistance to tap and develop the product needs of potential customers. In terms of non-imitability, it is mainly because the founder has quite a wealth of knowledge in the precision casting industry, and can provide academic verification in case of production bottlenecks. In terms of irreplaceability, it is a long-term accumulated rule of thumb, with academic theory assisting practice; with practice verifying academic theory, the two complement each other. The quantitative questionnaire found that whether the supervisor’s leadership style is caring or advocating, that is, employee-oriented or production-oriented, it has a positive and significant impact on employees’ value commitments, hard work commitments, and retention commitments. In addition, foreign employees and monthly income The group with the highest and the lowest income pays more attention to the leadership style and organizational commitment of the supervisor; married employees pay more attention to the leadership style of the supervisor, and employees aged 30 and below attach more importance to the organizational commitment. It can be seen that how to improve the recognition of the leadership style and organizational commitment of domestic employees is a top priority.
Key words: Resource-based Theory (RBT), Supervisor Leadership Style, Organizational Commitment, Traditional Industries

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