本研究主要探討對象是2009年07月後存續之台灣信用卡發卡機構在市場共同性與資源相似性不同的情況下，彼此之間競爭策略的動態互動分析。在台灣的銀行業整併之後，也直接影響台灣信用卡市場之生態。本研究試著從多重市場競爭的觀點與資源基礎理論來分析信用卡市場競爭特質，換言之，就是由市場共同性與資源相似性兩個觀點所建構，進行信用卡市場競爭者分析。
有別於傳統策略群組將相同產業內的廠商均視為競爭者的觀點，成對的廠商關係能夠解釋為何有些廠商彼此間互相競爭很激烈，而對於其他廠商卻是興趣缺缺。在實證方面，利用信用卡競爭策略與行動回應，以及台灣信用卡市場競爭決策不對稱性兩篇有關信用卡新聞資料整理與消費者及專家的問卷結果，做為本研究的結論佐證。
此外，本研究也試圖將資源相似性與市場共同性兩個概念合併，藉此探討存在於競爭者圖像中具有較明顯的廠商競爭張力，並嘗試發掘市場共同性與資源相似性交互作用時，對廠商行動與回應的影響。

This study examines the dynamic competitive strategy of Taiwan credit card issuers under different circumstances of market commonality and resource similarity which exist after July 2009. Banking consolidation in Taiwan has direct impact on the taiwan credit card industry. This study tries to analyze the market through multiple competition viewpoint and resource-based theory to analyze the competitive credit card market characteristics, in other words, to analyze taiwan credit card market by using the market commonality and resource similarity of two points of the construction.
Unlike traditional strategic groups, within the same industry firms are seen as competitors, competitors dyads can explain why some companies are fiercely competiing with each other, while for others are not interested in each other.
In addition, this study attempts to combine resource similarity and market commonality to explore the competitor tension which lies in competitor analysis.
Meanwhile, try to discover the interaction of market commonality and resource similarity toward the action and response of competitors.

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