企業社會責任在西方國家落實多年，台灣為迎向國際市場逐漸重視企業社會在傳統航空業受到高度競爭擠壓及廉價航空的影響，加上跨國投資或購併的行為，又受到各國領土安全法的嚴格限制，航空聯盟是跳脫困境的最佳解。但產業內的競爭壓力仍不容小覷，且航空聯盟的進入及退出門檻都相當高。隨著重質不重量的聯盟成員審核模式，航空聯盟漸漸地難以有效發揮其擁有的優勢，而使聯盟本身的結構產生僵化，三大航空聯盟各自為政，卻沒有自身的特色，實為可惜。過去相關研究上多著重於討論是否加入聯盟、如何強化特定功能之效益，以及加入的優缺點等議題，少有探討過去聯盟選擇模式的適合性、現階段聯盟的動態競爭行為，以及未來如何解決航空聯盟組織僵化的問題，故本研究以上述三個問題，以時間軸的方式切入作為研究問題的主軸，搭配專門探討競爭定位的競爭者圖像分析，以及融會了價值鍊概念的AMC動態競爭分析作為研究方法進行探討。在研究的每一個階段分析中，本研究邀請了兩位已加入聯盟之航空業中高階主管，透過訪談來強化學術與產業實務上的聯結。研究發現，除了爭奪有潛力的業者入盟，少有以聯盟為單位的競爭行為發生，且聯盟內的權力距離相當大，導致單一或少數業者掌握聯盟決策及實權，此狀況為航空聯盟組織僵化的導火線，不容忽視。本研究在結果的部分，提出一個以競爭定位做為入盟決策分析的工具，來提升航空公司加入聯盟的適合度；並歸納出了數個競爭模式以提出後續命題發展。同時，為解決傳統航空業陷入削價競爭及組織僵化的問題，本研究也提出「服務聯盟」的概念，並解釋其適切性與可行性。最後，將學術研究的結果結合產業主管的實務經驗，提出相關研究建議。

The traditional airline industry have been not only affected by highly competitive pressures from low-cost carriers, but cross-border investments or acquisitions also faced severely restrict by each country’s territorial security law, strategy alliance seems to be the optimal solution to escape from the plight. But airline alliance have barriers to entry and exit, and quantity orientation in audit member, alliance’s structure became rigid. We want to discuss the suitability of alliance selecting model, airline alliance's dynamic competitive behavior, and how to deal with the issue of structure rigidity. Those three part are research question in this study.Thus, this study use competitor mapping analysis and AMC dynamic competitive analysis to investigate the selecting pattern and dynamic competitive behavior of airline alliance. Also, this study developed a novel concept which called “service alliance” to deal with the issue of price competitionand structure rigidity.In every stage of analysis, we invited two senior manager to share their experience, strengthen the link on the academic and industrial practice.In this study, we concluded several competitive pattern as proposition, and combined academic and practical findings to provide related research suggests for follow-up study.

目錄
目錄................................................................................................................................I
圖目錄...........................................................................................................................II
表目錄..........................................................................................................................III
第一章	緒論
第一節	研究背景與動機	1
第二節	研究目的	6
第二章	文獻探討
第一節	航空聯盟	9
第二節	動態競爭	13
第三章	研究方法
第一節	研究架構	17
第二節	理論基礎	18
第三節	研究方法	27
第四節	資料來源	29
第四章	實證結果
第一節	研究樣本及資料來源	35
第二節	競爭者圖像分析結果	37
第三節	AMC動態競爭分析結果	51
第四節	未來趨勢：服務聯盟可行性分析	64
第五節	命題發展	68
第五章	結論
第一節	研究結論	71
第二節	管理意涵	72
第三節	研究限制與後續研究建議	75
參考文獻	
中文文獻：	76
英文文獻：	76


 
表目錄
第一章　緒論
表1 - 1　2013年航空聯盟佔市場比率	1
表1 - 2　2012年航空業成長比較表	3
表1 - 3　近年三大航空聯盟成員動態	4
表1 - 4　全球尚未加入聯盟之大型傳統航空公司列表	7
表1 - 5　全球大型廉價航空公司列表	7
第二章　文獻探討
	表2 - 1　航空聯盟型態………………….……………………………………..11
表2 - 2　航空聯盟文獻整理	13
表2 - 3　動態競爭文獻整理	16
第三章　研究方法
表3 - 1  六種證據來源的優缺點比較	30
表3 - 2  研究設計品質準則	34
第四章　實證結果
表 4 - 1　三大航空聯盟內國際航空主要業者之市場共同性矩陣	38
表 4 - 2　三大航空聯盟內國際航空主要業者之資源相似性矩陣	39
表 4 - 3　航空聯盟內的國際航空業者之競爭者圖象分析表	43
表 4 - 4　日本大地震事件之競爭分析表	52
表 4 - 5　航油價格飆漲事件之競爭分析表	54
表 4 - 6　美東市場之競爭分析表	57
表 4 - 7　亞洲市場之競爭分析表	59
表 4 - 8　航空聯盟在印度市場之競爭分析表	62
表 4 - 9　服務聯盟之要素說明	65

 
圖目錄
第一章　緒論
圖1 - 1　航空聯盟在全球市佔分布圖	2
第二章　文獻探討
圖2 - 1　文獻探討架構	9
第三章　研究方法
圖3 - 1　研究架構	18
圖3 - 2　動態競爭架構	19
圖3 - 3  台灣液晶顯示面板之競爭者圖像	22
圖3 - 4  競爭者圖像：以A航為焦點廠商	24
圖3 - 5  航空業服務藍圖	25
圖3 - 6  航空聯盟矩陣	26
圖3 - 7  嵌入式研究設計架構	29
圖3 - 8  多重證據來源的整合	32
第四章　實證結果
圖 4 - 1　以肯亞航空（KQ）為目標的競爭者圖像（釋例）	41
圖 4 - 2　以美國航空（AA）為目標的競爭者圖像（釋例）	41
圖 4 - 3　以聯合航空（UA）為目標的競爭者圖像（釋例）	42
圖 4 - 4　以達美航空（DL）為目標的競爭者圖像（釋例）	42
圖 4 - 5　以達美航空（DL）為目標的競爭者圖像	44
圖 4 - 6　以美國航空（AA）為目標的競爭者圖像	45
圖 4 - 7　以聯合航空（UA）為目標的競爭者圖像	45
圖 4 - 8　以漢莎航空（LH）為目標的競爭者圖像	46
圖 4 - 9　以俄羅斯航空（SU）為目標的競爭者圖像	46
圖 4 - 10　以英國航空（BA）為目標的競爭者圖像	47
圖 4 - 11　以中國南方航空（CA）為目標的競爭者圖像	48
圖 4 - 12　以中國國際航空（CZ）為目標的競爭者圖像	48
圖 4 - 13　以日本航空（JL）為目標的競爭者圖像	48
圖 4 - 14　以長榮航空（BR）為目標的競爭者圖像	50
圖 4 - 15　以中華航空（CI）為目標的競爭者圖像	50
圖 4 - 16　以肯亞航空（KQ）為目標的競爭者圖像	50

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