台灣紡織代工廠在國際分工扮演關鍵角色，由於代工利潤不斷壓低，與全球金融環境不佳，許多代工廠商紛紛轉型自創品牌。過去針對台灣紡織代工廠從代工到自創品牌議題之研究尚未有從動態競爭及競合觀點為基礎，結合先、後進者優勢分析切入。然而代工廠自創品牌如同在合作中啟動競爭，代工廠應採取哪些策略以降低對方報復的可能性或延遲對方的回應?以動態競爭觀點解釋在合作中啟動競爭，其適用性為何?加入先、後進者優勢分析後，其修正性為何？本研究根據四家個案公司訪談結果，發現一般代工廠自創品牌之行動策略會考慮到與品牌客戶競爭時，同時維持合作關係，例如代工廠傾向不會主動告知，以降低對方的察覺；避免進入對方主要市場，以減低對方之反擊動機；提高上下游供應鏈整合，以拉高其回應困難度。但自創品牌後因提供創新服務或掌握市場環境改變契機而擁有後進者優勢的代工廠，其行動策略傾向優先考慮發展自有品牌，採取主動告知對方並解除合作關係，以及直接進入對方主要市場。
在合作中啟動競爭不同於兩個競爭者間純粹的競爭關係，也不同於與競爭者合作的本質。本研究延伸動態競爭與競合觀點對不同現象的詮釋，與探討後進者優勢在動態競爭AMC模型中扮演的角色，希望所提出之研究發現能作為實務上紡織代工廠自創品牌策略決策行動之重要參考。

Taiwan textile OEM companies play an important role in international division of labor. In view of the continuous decline in OEM profits, and the global financial environment is poor, many OEM manufacturers have to transform to OBM. In the past, the research on Taiwan textile companies from OEM to OBM has not yet been based on dynamic competition and co-opetition view, and combined with the first-mover and second-mover advantage analysis. However, since OEM to OBM is like starting the competition in the cooperation, what strategy should the companies take to reduce the possibility of customers’ retaliation or delay customers’ response? How is the correctness of AMC model after combining with the first-mover and second-mover advantage analysis? Based on the results of the four case studies, this research found that the general operation of the OBM strategy will take into consider the competition with the brand customers while maintaining the relationship. Such as the OEM companies will tend to reduce their awareness; to reduce the motivation of the counterattack; to increase the difficulty of their response ability. But while OBM companies could offer innovative services or grasp the opportunity in the changing market environment, then have the second-mover advantage, their action strategy to give priority to the development of their own brand, tends to take the initiative to inform customers their OBM plan and terminate the partnership, as well as direct access to customers’ major markets.

中文部分
司徒達賢（2005），策略管理新論:觀念架構與分析方法，台北：智勝文化事業有限公司。
吳豐祥與林子正（2008），我國OEM/ODM轉自有品牌廠商建構行銷通路之個案研究─動態能力與組織學習的觀點，行銷評論，第五卷第三期，頁347- 370。
李山（2012），代工廠商自創品牌動態競合策略探討，國立政治大學企業管理研究所未出版博士論文。
侯勝宗（2012），見所未見：詮釋性個案研究方法探索，組織與管理，第五卷第一期，頁111-153。
洪世章與蔡碧鳳（2006），企業興業與成長:比較個案研究，中山管理評論，第十四卷第一期，頁79-117。
洪清德（2004），使命感、客戶網路和供應商網路：影響我國電子資訊產業代工和自創品牌策略抉擇因素的探討，管理學報，第二十一卷第四期，頁451- 476。
孫慶龍（2013），從夕陽到旭日東升的明星產業，貿易雜誌，第二百六十一期。
張紹基、劉思妤與郭逸欣（2012），億進寢具：企業轉型的選擇，國立成功大學管理學院個案撰寫專刊，頁189-209。
彭朱如、劉哲瑋與顏孟賢（2015），從代工到自創品牌：在合作中啟動競爭，管理學報，第三十二卷第四期，頁347-369。
蕭瑞麟（2007），不用數字的研究：鍛鍊深度思考力的質性研究，新北：台灣培生教育出版股份有限公司。
瞿宛文（2006），台灣後起者能藉自創品牌升級嗎，台灣社會研究季刊，第六十三期，頁1-52。
英文部分
Abell, D. F. (1980), Defining the business: The starting point of strategic planning, Englewood Cliffs, NJ: Prentice-Hall.
Brandenburger, A. M., & Nalebuff, B. J. (1996), Co- opetition, New York: Doubleday.
Chen, M. J. (1996), Competitor analysis and interfirm rivalry: Toward a theoretical integration, Academy of Management Review, 21(1), 100-134.
Chen, M. J. (2008), Reconceptualizing the competition- cooperation relationship: A transparadox perspective, Journal of Management Inquiry, 17(4), 288-304.
Chen, M. J. (2009), Competitive dynamics research: An insider’s odyssey, Asia Pacific Journal of Management, 26(1), 5-25.
Chen, M. J., & MacMillan, I. C. (1992), Nonresponse and delayed response to competitive moves: The roles of competitor dependence and action irreversibility, Academy of Management Journal, 35(3), 539-570.
Chen, M. J., & Miller, D. (1994), Competitive attack, retaliation and performance: An expectancy-valence framework, Strategic Management Journal, 15(2), 85-102.
Chen, M. J., & Miller, D. (2015), Reconceptualizing competitive dynamics: A multidimensional framework, Strategic Management Journal, 36(5), 758-775.
Chen, M. J., Smith, K. G., & Grimm, C. M. (1992), Action characteristics as predictors of competitive responses, Management Science, 38(3), 439-455.
Cooper, A. and D. Schendel (1976), Strategic responses to technological threats, Business Horizons, February, 61-69.
Dutton, J. E., & Duncan, R. B. (1987), The creation of momentum for change through the process of strategic issue diagnosis, Strategic Management Journal, 8(3), 279-295.
Dutton, Jane E. & Jackson, Susan B. (1987), Categorizing strategic issues: Links to organizational action, Academy of Management Review, 12 (1), 76-90.
Eisenhardt, K. M. (1989), Building theories from case study research, Academy of Management Review, 14(4), 532-550.
Galbraith, J. R., & Kazanjian, R. K. (1986), Strategy implementation: Structure, systems, and process. St. Paul, MN: West Publishing Company.
Gimeno, J., & Woo, C. Y. (1996), Hypercompetition in a multimarket environment: The role of strategic similarity and multimarket contact in competitive de-escalation, Organization Science, 7(3), 322-341.
Gnyawali, D. R., & Park, B. -J. (2009), Co-opetition and technological innovation in small and medium-sized enterprises: A multilevel conceptual model, Journal of Small Business Management, 47(3), 308-330.
Golden-Biddle, K., & Locke, K. (1993), Appealing work: An investigation of how ethnographic texts convince, Organization Science, 4(4), 595-616.
Herriott, R. E., & Firestone, W. A. (1983), Multisite qualitative policy research: Optimizing description and generalizability, Educational researcher, 14-19.
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2005), Strategic management: Competitiveness and globalization, ITP Southwestern Publishing Company.
Ketchen, D. J. Jr., Snow, C. C., & Hoover, V. L. (2004), Research on competitive dynamics: Recent accomplishments and future challenges, Journal of Management, 30(6), 779-804.
Kiesler, S., & Sproull, L. (1982), Managerial response to changing environments: Perspectives on problem sensing from social cognition, Administrative Science Quarterly, 27(4), 548-570.
Lieberman, M. B., & Montgomery, D. B. (1988), First-Mover Advantages, Strategic Management Journal, 9, 41-58. 

Mervis Carolyn B. and Rosch Eleanor (1981), Categorization of natural objects, Annual Review of Psychology, 32, January, 89-115.
Peng, T. J. A., & Bourne, M. (2009), The coexistence of competition and cooperation between networks: Implications from two Taiwanese healthcare networks, British Journal of Management, 20(3), 377-400.
Porter, M. E. (1980) Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: Free Press.
Rasmusen, E. (1990), Games and information: An introduction to game theory, Cambridge, MA: Blackwell.
Schumpeter, J.A. (1961), The Theory of Economic Development. 3rd Edition, Oxford University Press, New York.
Smith, Ken G., Ferrier, Walter J., & Ndofor, Hermann (2001), Competitive dynamics research: Critique and future directions, In M. Hitt, R. Freeman, and J. Harrison (Eds.), Handbook of strategic management, 315-361, London: Blackwell Publishers.
Snow, C. C., & Thomas, J. B. (1994), Field research methods in strategic management: Contributions to theory and testing, Journal of Management Studies, 31(4), 457-480.
Taylor Shelley E. (1983), Adjustment to threatening events: A theory of cognitive adaptation, American Psychologist, 38 (11), 1161-1173.
Yin, R. K. (1981), The case study as a serious research strategy, Science Communication, 3(1), 97-114.
Yin, R.K.(1994), Case study research: Design and method, 2nd ed. Thousand Oaks, CA: Sage Publications.
Yip, G. (1982), Barriers to entry. Lexington, MA: Lexington Books.
網路部分
中華民國紡織業拓展會（2014），2013年紡織業現況與國際紡品經貿情勢分析，上網日期2017/2/22 ，取自http://monitor.textiles.org.tw/reportdetail.aspx?id=174
中華民國紡織業拓展會（2015），2014年紡織業現況與國際紡品經貿情勢分析，上網日期2017/2/22 ，取自http://monitor.textiles.org.tw/reportdetail.aspx?id=154
中華民國紡織業拓展會（2016），2015年紡織業現況與國際紡品經貿情勢分析，上網日期2017/2/22，取自http://monitor.textiles.org.tw/reportdetail.aspx?id=141
工商時報（2017），聚隆居家魔法師品牌獲ISO認證，上網日期 2017/6/24，取自http://www.chinatimes.com/newspapers/20170114000275-260204
蘋果日報（2010），美腿風情 鄉下大叔賣女襪近千款國內外熱銷，上網日期 2017/6/24，取自http://www.appledaily.com.tw/appledaily/article/finance/20100319/32371749/