Taiwan has been very successful in electronics and computer business for years. The business model of industrial disintegration enables several sub-industries to find their niche market in which they nurture unique strategic advantages to prosper. Subcontract manufacturing testing in Taiwan is a business just flourishes in recent years. Taiwan is the worldwide largest country with largest Subcontract manufacturing assembly and testing business with the most concentrated market share distribution. The thesis delves into the interrelationship between the environmental factors and company’s strategy advantages nurture the Subcontract manufacturing business. The most unique attributes include seamless upstream and downstream supply chain integration, industry clustering, as well as timely and efficient support from peripheral industries and infrastructure. The thesis investigates how A Company, a Taiwanese based Assembly and Testing House, makes it’s way to the worldwide number one market share through building up strategic advantages over competition. The unit of analysis centers on A Test Company as testing business is less discussed and not been well known before. In recent years, the testing industry flourishes along with high end technology evolvement. According to Wu (1996), the company strategies can be formulated through aspects of resources input, operation activity, competitive advantages and substantial niche business. A Test cultivates its strategic advantages in supply chain management leadership, technology leadership and financial management leadership. These strategic advantages have been instituted in daily operation through resources allocation, operation activity, competitive advantages creation and niche positioning. The strategic advantages of supply chain management leadership, technology leadership and financial management leadership are embodied through the “Value Theory”, “Efficiency Theory”, “Resources Theory”, “Structure Theory”, “Game Theory”, “Control Theory” and “Dependency Theory”. A Test has demonstrated how to structurally leverage these strategies to formulate powerful synergies that creates advantages over competition. The more Subcontract Manufacturing Testing market is getting concentrated in market share, the more challenging for new business entrants to accumulate experiences fast and adopt the right strategies to survive. Thus, learning from a success company to shorten the period of learning curve is critical. Key words: Semiconductor Industry, Subcontract Manufacturing, Testing, Supply Chain, Technology, Strategic advantages.

Please see the English Abstract / In the 21st century, the globalization movement to multinational corporations is an inevitable process to maintain the continuous business growth. Asia, in particular, has drawn all the attention of multinational corporations worldwide and is considered as the region of the century. This research is designed to study the Asian regional operations of a multinational corporate in semiconductor equipment industry. In response to the regional customers demand, the regional competition, and the regional operations cost reduction, the case company has strategically established regional operations centers in Asia, covering the aspects of technical support, technical training, parts logistics, parts sourcing and repairing, as well as service outsourcing. This study found that the outstanding regional operations strategy plays a key role in the industrial competition and the overall operational excellence. The service enhancement through the technical support and spares sourcing can directly benefit the IC manufacturing customers and reword to the cost reduction of the regional operations. The studied case company clearly can be a benchmark of the regional operations practices for semiconductor equipment industry as well as for other related industries. Furthermore, the objective of this research is to provide useful suggestions that may help the firms in the industry on their future regional operations strategies setting as well as offer the academic researchers with a good case study of the development of regional operations in Asia.

本研究以1998第1季至2007年第3季半導體製造業8家上市公司為基礎，針對當前總體經濟環境與台灣半導體製造業者，就台灣該產業各個現金流量與影響因素間領先或落後的效果及現金流量是否具有季節性差異作檢視，之後應用風險值的概念，針對自由現金流量部分建立適當的現金流量風險值預測模型，檢視現金流量風險值在該產業特性。 本研究的學術與實業貢獻為（1）在總體變數與台灣半導體製造業現金流量之間的關係，除了當期的總體變數，亦檢視領先或是落後幾期的總體變數與現金流量之間的關係。（2）在季節性的虛擬變數迴歸模型中，發現在第4季中匯率對於台灣該產業三大活動現金流量及自由現金流量有顯著的解釋力。當期及領先1期的利率在第2季及第4季中與融資活動現金流量有顯著的解釋力。領先3期的北美半導體設備接單/出貨比（B/B Ratio）及費城半導體指數對於各個現金流量，在下半年（第3、4季）在5％顯著水準之下也有顯著的解釋力。（3）利用蒙地卡羅模擬法所模擬出的自由現金流量風險值，在1％或是5％可能性發生營業活動現金流量不足以償付策略性投資所需資金的時候，8家公司都沒有偏離常態分配的假設。

知識經濟時代的來臨，對於智慧財產之知識管理成為產業經營皆須重視的一項投入工作，無論國家、政府或產業界均以其擁有之智慧資產作為衡量未來競爭力的指標；其中又以專利代表的技術創新能力備受矚目。雖有許多衡量產業發展的方法，但由於近年來對專利資訊的利用，可用來支援經營管理與商業策略的參考，因此專利分析亦成為產業界的重要工具，不僅高科技產業希望能經由專利技術之分析確實反映產業的技術現況，政策制訂者亦以此作為衡量創新研發成果與科技發展方向的依據。因此，對台灣LED產業發展而言，當務之急除致力技術研發以及累積自身專利之保護傘外，如何藉由專利所提供的訊息瞭解當今產業技術現況，以作為輔助企業決策者參考用，成為相當重要的課題。 有鑑於此本研究以LED產業之專利佈局為研究，並著重在應用於大尺寸液晶背光源之白光LED進行產業技術個案研究。利用智慧資源規劃方法所述之從產業結構看智慧財產來進行本研究。由於智慧財產的經營必須建構在產業結構的連結，以及與特定產業供應鏈和價值鏈具有因果關係，並有系統且有效的將智慧財產權各類業務與企業各經營構面同步交叉連結，進而發展出與有體財產等值或超值的無體財產。 基於上述之說明，本研究以智慧資源規劃 ( Intelligence Resources Planning ， IRP ) 之觀念及方法進行，首先以LED產業之產業結構為背景，透過產業結構、技術結構、產品結構先了解整個產業上、中、下游間的關係，藉由產業鏈的分析蒐集與檢索該產業中技術領導公司相關之專利，進而了解其技術現況以及專利佈署情形等資訊，以作為進行下列研究分析用： 1. 市場佈局概況掌握 透過專利檢索找出其對應於該產業內各公司技術分佈及產業鏈位置，了解各領先廠商所擁有之技術與產品或有新興的潛在競爭者以及未來可切入利基點等。 2. 專利佈局之分析研究 利用產業鏈上的廠商分佈，進一步檢索其專利，並透過專利檢索的分析結果，用以分析每個公司於哪一個年度、哪些區域佈署哪些專利，並以產品/技術結構為基礎，分析產業鏈上廠商對應產品/技術結構的專利分佈，了解LED產業中領先廠商於各國專利佈局狀況，以及個廠商的產品發展情形。再由不同年代對應產品技術結構所產生的專利分佈，進而得知每個公司的專利佈署以及技術發展。除此之外，本研究更以現LED產業於技術發展所遇問題，例如增加LED光取出之技術方式，以該產業上主要領先的廠商為主進行檢索，進而整合產業調查與專利分析成果作為LED 專利分析資料庫，完整掌握LED產業的產業及專利資訊，提供國內廠商未來進行研發工作與專利佈局策略之參考。 故本研究主要以LED產業結構，以及連結LED產業的專利檢索調研與分析，了解LED產業中領先廠商所擁有的專利技術分佈矩陣分析，進而提出台灣LED廠商於專利佈署上之機會，以及建議台灣LED廠商可充分運用智慧財產之各種形態、群集、組合及區域佈署，進行全球之專利佈局，完整的專利佈署除可作為自身的保護傘外，也可免於國外大廠的專利威脅，進而也可讓自己在市場上佔有一席之地。 / Intellectual Property management becomes an important issue for business management in the age of knowledge-based economy. It is an indicator concerning the evaluation on potential competency of a country, government or industry. Management of Patent, which is deeply involved with technology innovation ability, is especially highlighted. Patent information, among many evaluation methods for industrial development, is used as reference for business management and strategy in recent years. Hence, patent analysis become an important tool for industry. High-tech industry depend on patent analysis to mirror updated technology development while policy makers take it to evaluate R&D results and direct technology developments. Therefore, it is significant for Taiwan LED industry to know updated technology developments and make business strategy through patent information, other than the R&D investments and accumulation of patent barriers. Thus, this thesis focuses on the patent strategy in LED industry, specifically on the case study of white LEDs applied in large LCD Backlights. The research will follow the IPR theory (Intellectual Resource Planning) to analyze intellectual property from the perspective of industrial structure. IP management should be built upon the interconnection of industries and is highly involved with the industrial supply chain and value chain. IP management need to systematically intertwines intellectual property and every aspect in industrial management to develop intangible assets of a value equal to or higher than tangible assets. The research begins with the construction of supply chain in LED industry through patent analysis on the technology of leading companies to provide a clear picture of the current status of technology and patent mapping. Such research can provide information as follows: 1. Market plan Patent search will show different companies’ technology distribution and positions in the supply chain. It can offer a better understanding for leading companies’ technology and products as well as possible new competitors and potential niche in the market. 2. Patent map Patent search will show the date and area of patent applications of different companies. Through a geographical and historical analysis, the patent map and technology development of different companies in the supply chain can be revealed. Besides, the thesis will focus on R&D problems in LED industry, for example, technology to increase extraction efficiency. The research will search patents of the leading companies and integrate industry survey and patent analysis to construct a LED patent analysis database. Through offering complete industrial and patent information in LED industry, the research can provide a reference for domestic companies to develop technology and patent strategy. The thesis will combine the industrial chain research and patent analysis in LED industry, further elaborating the patent and technology matrix analysis on the leading companies. It will propose some patent tactics for Taiwan LED companies to fully utilize every aspect of intellectual property to construct a global strategy. A complete patent map can offer better protection against international enterprises and achieve a preferable position in the market.

韓國與台灣分別在1960年代初和1950年代末採取外向型出口導向型發展戰略，迄今依然以出口帶動經濟發展為主要策略。1990年代以來，中國改革開放不斷深化，對外貿易量快速增加，中國佔韓台整體對外貿易的比重日益升高，2004年更取代美國成為韓台兩國第一大出口夥伴。 　　根據韓台對中國出口產業結構，韓台兩國對中國的出口明顯以生產高附加價值的高技術產業(High-Tech Industries)為主。其中，在雁行模式為主的東亞分工結構下，半導體與液晶顯示器分別為韓台兩國輸往中國的第一、第二大產品，為兩國對中國出口貢獻最大的共同產品。對於這兩種產品，韓台兩國一直以來形成你追我趕的競爭關係。尤其在2008年全球金融海嘯的大背景下，中國政府採取家電下鄉及依舊換新等擴大內需政策，使得韓台兩國對中國半導體及液晶顯示器出口依賴度進一步增加，兩國在中國市場競爭更為加深。 　　國家所扮演的重要角色是戰後東亞國家發展的主要動力，韓國與台灣為發展型國家的典範之一。尤其就半導體及液晶顯示器等高技術產品發展而言，政府的支持與推動絕對是影響產業發展的關鍵因素。此外，目前各國的廠商跨越國家疆界而成為重要貿易平台。政府產業政策及廠商競爭策略對於產業出口競爭力及貿易型態的形成，扮演關鍵性的角色。 　　以此為基礎，本論文利用顯示性比較優勢指數(Revealed Comparative Advantage Index, RCA)及產業內貿易指數(Intra-Industry Trade Index,IIT)與貿易專業化指數(Trade Specialization Index, TSI)等三個指標來衡量2005-2010年期間韓台對中國半導體與液晶顯示器出口競爭力與貿易型態及其變化，進而比較分析韓台兩國政府政策及主要廠商競爭策略對該些產業出口競爭力及貿易型態有何影響。

知識管理的發展，就目前而言，理論部分已經算是相當的完備，有許多外國與本國學者都注意到知識管理的重要性，並且對影響知識管理的因素、知識管理的運作等都有相當程度的研究。 但是在企業的真正落實上，卻還是有一段差距，雖然目前也越來越多企業家瞭解到知識經濟時代的來臨與知識管理的重要性，但其在落實上，卻還是不易找到一個真正的著力點。 以半導體產業做為例子，因為其價值鍊上各位置專業分工的不同，導致各專業分工都必須具有自己本身的核心能力，因此為了培養與加強本身的核心能力，知識的累積就顯的重要，是故，在知識分享的機制方面，就必須根據不同的核心能力所需不同的之事類型來作調整。 簡單的以知識類型與核心能力作一個分類，前端的IC設計廠商所必須具備的是晶片設計的能力，而這樣的能力主要多以員工本身為主要的存在容器，也就是所謂的隱性知識，並且因為通稱的經驗也佔有相當大的影響力，是故其顯性化就較不容易，因此其知識分享機制就必須以隱性知識為中心。 在中段的IC製造廠商本身業務算是價值鍊中最複雜的，因為他必須負責部分整合的工作，也就是說，除了自己本身的製造生產能力外，也必須有部分設計能力，和本身也必須投入資源在製程的研發上，進行高階的製程研發以求符合IC設計客戶的需求，因此其需要的知識類型不只有顯性、也有隱性。 後段的IC封測業務相較於IC製造就顯的較為專門化，主要在從事IC製造的產品作封裝與測試工作，因此整體來能來說，標準化、大量化、或品質控管能力等都是其核心能力，是故其需要的知識類型主要在於顯性知識的轉化。 當然，除了核心能力外，組織規模、領導者、工作內容、產業的獨特生態與個別特殊的策略性思維，都將是影響知識分享機制的因素。 / 『Knowledge Management』 is getting more and more important now. And lots of scholars had already realize the importance, then paid large attention doing research about the KM. But in practicing, many industries still did not good at the KM. They understand the value of the KM, but they cannot find a good way to make it perfect. Take IC industry for instance. We all know that each step in the value chain has its own business, including design, foundry, and package. As a result, they should own different core competence to fit their business. And creating core competence should depend on knowledge accumulating. So they should need different knowledge types. IC design industries should have tacit knowledge, and package industries should have explicit knowledge. The foundry, are more complex, they should have both. Besides of the core competence, the scale, the CEO, the business, and the policy all will affect the knowledge sharing.

台灣半導體產業由於產業群聚效應促成產業的興盛，2005年台灣整體的半導體產業產值已達新台幣一兆一千億元以上，更創造科學園區十萬員工的產業族群，而由於整體半導體產業的基礎深厚，台灣半導體產業在全球半導體產業可說是具有舉足輕重的地位，有著從上而下完整的半導體產業供應鏈，相當具有產業發展的優勢。 電子設計自動化技術可說是IC產業的源頭，但是在EDA產業裡，（Electronic Design Automation 電子設計自動化; 以下簡稱EDA），只有少數全球性的EDA廠商將研發資源投注在台灣；國內半導體產業賴以設計晶片研發的EDA工具幾乎完全掌握在外商手裡，對台灣半導體產業的整體發展實屬不利。 本研究利用價值鏈理論，來分析半導體產業各業者之間的互動關係與重要的價值創新活動，並利用價值網理論發展出價值網的動態模型，藉由動態價值網中各個廠商間所提供的價值分析，來瞭解EDA產業與半導體產業間的互動行為與競合關係，並分析EDA技術創新對於半導體產業價值網的影響，同時本研究發現，晶圓代工公司正積極扮演在半導體產業價值網中價值整合者的角色。 本研究的貢獻在於經由分析EDA產業與技術，得知EDA技術對半導體產業價值網有顯著的影響，首先是對IC設計公司的創新研發能力、成本控制能力、進入市場時機、合作網路關係、保護智慧財產等關鍵因素的價值創新有顯著的正面影響。再者對晶圓製造公司的創新研發能力、創造市場價值、成本控制能力、進入市場時機、合作網路關係、提升顧客服務等關鍵因素的價值創新均有非常顯著的正面影響。由於本研究歸納出價值網的動態模型，後續研究者可以利用動態價值網的模型，來分析產業價值網的動態變化。 / The prosperity of Taiwan semiconductor industry is facilitated by the industry cluster effect. In 2005, the total Taiwan semiconductor industry’s value had amounted to above 1.1 trillion NTD and IC industry creates one hundred thousand jobs opportunity in Science Park. Built on a structure that emphasizes horizontal division and vertical integration, the IC industry has delivered an economic miracle to Taiwan. Because Taiwan semiconductor industry has a well organized infrastructure and a complete supply chain, it plays an very important role in worldwide semiconductor industry with superiority. We may say that EDA (Electronic Design Automation; hereafter refers as EDA) technology is the beginning of IC industry. But in EDA industry, only few global EDA companies deployed R&D resources in Taiwan. The EDA tools which Taiwan semiconductor companies rely on developing IC design are almost completely being grasped in foreign EDA companies. This situation is very disadvantageous to Taiwan IC industry. Therefore, Taiwan government proclaimed that developing EDA talents and products will be the first priority plan in "National SoC (System on Chip) Program". This Program hopes to integrate EDA software, and to provide an outstanding design environment for the use of global systems design firms. This research is focusing on three major question groups as following: 1. How is the interaction among semiconductor industry companies in Taiwan IC industry value chain? What are important value creation activities among enterprises in Taiwan IC industry? 2. What is the roadmap of EDA technology? How is the EDA industry developing? 3. What is the influence of EDA technology regarding to the semiconductor industry value net? What are the interactions and relations between EDA industry and Taiwan semiconductor industry? What is the impact of EDA technology to the value creations of Taiwan semiconductor industry dynamic value net? First, this research uses Value Chain Theory to analyze the interaction and value creation activities among Taiwan semiconductor industry companies. Secondly, this research develops a “Dynamic Value Net Model” from Value Net Theory then to analyze Taiwan semiconductor industry. Third, this research analyzes the affiliation between each players in Taiwan IC industry dynamic value net and the interaction and co-opetition relationship between EDA vendors and semiconductor companies. Moreover, this research analyzes the influence of EDA technology innovation regarding Taiwan IC industry value net. There are four major findings in this research as below: 1. EDA Play an Important Role in IC Industry This research points out that EDA technology plays a very important role in IC industry, as it shows in Figure A-1. EDA is a necessary technology for IC design and PCB industry. The EDA software industry is located the most upstream position in IC design industry and IC manufacturing industry value chain. Through EDA technology, we may reduce the IC design cycle time and raise IC manufacturing yield rate which can enhance IC industry competitive advantage. 2. The Co-opetition Relationship in Taiwan IC Industry Value Net This research analyzes the IC industry co-opertition relationship in Taiwan IC industry value net. This research figures out the existing complicate co-opertition relationship including “customer-supplier” relations, “complementor” relations, “competition” relations between each players in Taiwan IC industry value net. 3. Taiwan IC industry Dynamic Value Net Model Analysis This research analyzes the interactions among EDA vendors, IC design companies and Foundries in Taiwan semiconductor industry value net through dynamic value net model analysis. This research discovers that Foundries are acting as value integrators in Taiwan IC industry value net aggressively. There are four major value creation activities in the value net: (1) e-Service. (2) Provide “IC design reference flow”, including DFM (Design for Manufacturing) support. (3) Build EDA alliance to provide design support. (4) CyberShuttle. 4. Impact of EDA Technology to Taiwan IC Industry Value Net The contribution of this research is acknowledging that EDA technology has positive influence to semiconductor industry value net by analyzing EDA industry and technology. First, to the IC design companies, EDA technology has positive influence to R&D capability, cost control capability, active market entrance capability, cooperation network relationship and intellectual property protection. Furthermore, to Foundries, EDA technology has positive influence to R&D capability, market value creation, cost control capability, active market entrance capability, cooperation network relationship and customer service value. Because this research induces the dynamic value net model, the following researchers may use the model to analyze the dynamic change in any industry value net if applicable. This research suggests that Taiwan IC industry should establish an outstanding design environment and services for global systems design firms, especially EDA software. These measures enable Taiwan to maintain its semiconductor manufacturing lead and grow the crucial design and design service business.

對晶圓代工產業而言：生產的彈性及穩定的高良率是競爭優勢之所在，為維持這兩項核心能力，企業必須持續改進製程以提高生產績效。Vadgama, Trybula (1996)曾對晶圓廠生產績效之改善提出建議方案：作者認為將模型工具與作業制成本制整合的管理方式，可辨認出對生產績效具有重大影響的生產區域，再以作業分析找出影響因素並提出相對應的解決方案，進而達到持續改善的目標。 本研究擬以個案公司作業制成本制為分析的基礎資訊系統，以「作業」的資訊進行生產績效影響因素的分析，期能分析出生產績效的影響因子，並找出其與生產績效之關係，管理當局即可根據策略目標，藉由持續改善影響因素來達成企業的生產績效目標。 本研究係以實地(Field)及實地實證(Field Empirical)研究的方式進行，以國內某積體電路製造公司為研究對象。並透過實地對個案公司進行觀察、訪談及書面閱讀的方式，瞭解個案公司特色，以形成本研究的研究假說。 本研究將晶圓廠內影響生產績效的因素分為排程因素、派工因素及監控因素三大類。 （一）排程因素對生產績效之影響 就排程因素來看，生產需求影響生產計畫，因此產品複雜性、生產控制活動可能都是生產排程必須考量的因素，而這些因素亦可能進一步對生產績效造成影響。 （二）派工因素對生產績效之影響 就生產現場而言，原料投入時點、機台派工規則、機台運用狀況及批量大小等因素都會綜合影響生產效率與效果，因此若能有系統的將這些因素組織起來，再進一步探討其對生產績效的影響程度高低，將有助管理者決定改善的重點及資源的調配。 （三）監控因素對生產績效之影響 晶圓製造過程要求之精密度、潔淨度相當高，也使得製程中常有許多無法預期的變異發生，因此「檢查」、「重製」與「廢棄」可視為晶圓製造過程中的必要支出。 透過迴歸分析，本研究之結果如下： （一）排程因素對生產績效之影響 排程因素之代理變數包括：製程技術、光罩層數、製程優先順序與製程配方種類數。 就成本、生產週期時間與良率而言：緊急批量制度之採用確實能達到縮短生產週期時間的效果，但是卻會增加該批量之生產成本且降低其良率表現。 就成本因素而言：製程技術愈複雜、光罩層數愈多、製程配方筆數愈多，生產成本自然較高。 就生產週期時間而言︰顯示光罩層數每多一層，約需多耗費一個工作天；製程技術複雜性與製程配方筆數並不會影響生產週期時間，這樣的訊息對於交期的評估將具有一定的參考價值。 就良率而言︰愈新世代製程、製程配方筆數愈多，其良率表現愈差。 （二）派工因素對生產績效之影響 派工因素之代理變數包括：批量大小、批次待機時間、保養維護時間與當機時間。 就成本、生產週期時間與良率而言：保養維護時間愈短將可反應出較低的成本、較短的生產週期時間與較高的良率表現。 就成本而言︰批量愈接近滿批（25片），該批之總成本愈低，顯示控片、擋片等間接物料之支出，在ABC制度下獲得充分反應，相當值得生產單位進行併單、拆單時之參考︰「批次待機時間」之結論並不合理，經訪談廠方工程師後發現：樣本選取期間之產能利用率達100%，此時之待機時間相當短（每批次之平均值為0.98秒），此變數之具體影響必須進一步研究，才能得到驗證。 就良率而言︰愈接近滿批，良率表現愈佳，這應該也是控片、擋片制度採用之原因︰就「批次待機時間」而言，樣本期間之待機時間相當短，無法據以判斷對良率之影響︰而「當機時間」未達顯著水準，意味著無法解釋良率之變化。 （三）監控因素對生產績效之影響 監控因素之代理變數為晶圓重製片數。 晶圓重製決策將具體影響生產成本；晶圓重製與否無法據以解釋生產週期時間之長短；就良率而言︰重製與良率之間並未具有解釋關係。 根據實地實證研究結論，針對個案公司與後續研究者之建議如下所述： （一）對個案公司之建議 本研究所選定之影響變數可分為幾類，包括：產品特性相關，如製程技術複雜性與光罩層數；作業動因相關，如待機時間、保養維護時間、當機時間；生產管理相關：緊急批量、批量大小、機台設定次數、晶圓重製。 1.產品特性相關 若能以ABC為骨幹，結合作業分析與上述實證結果，在市場導向與目標成本概念下，組成跨功能之產品開發團隊，不僅能縮短開發時間，降低技術移轉造成之誤差，並在短期內提升新製程技術的生產績效，保有生產高複雜性產品組合所應具備之彈性。 就「獲利分析」而言，透過ABC成本資訊，依顧客獲利分析、產品獲利分析之結論，作為客戶篩選與產品技術組合比重之參考。 2.作業動因 在ABC系統下，應可建立作業動因分析的機制，據以評估待機時間、保養維護時間與當機時間之影響及效益，若能藉此導入品質成本之概念，將過去品質管理之相關措施，以預防性支出、鑑定性支出、內部失敗成本、外部失敗成本等方式將品質作業具體數字化，透過定期的覆核與檢視，不僅能評估品質保證暨可靠性政策之成本效益，亦能滿足管理者進行例外管理之需求。 3.生產管理制度 依此模式建立一套生產績效影響因素之分析模型，透過統計方法，分析各變數對績效表現之具體影響為何？並排定解決上述問題之優先順序，進行專案管理，若再加上ABC所提供之作業分析資訊，將能使問題的焦點明確至作業(Activity)層級，自然能兼具"Do The Right Things"及"Do The Things Right"之效。 （二）對未來研究之建議 1.依生產區域，進行影響因素之分析，研究結果將更具管理價值。 2.透過實證模型發展出一套綜合生產績效指標，以滿足績效管理之需求。 3.以品質成本之概念，配合作業制成本制之作業屬性，分析預防性支出、鑑定性支出、內部失敗成本與外部失敗成本對生產績效表現之影響。

本研究以台灣和韓國的半導體產業為例，探討新興工業國家科技產業組織之形成與發展。在有系統地整理過相關文獻之後，本研究採取「社會資本」的概念進行分析。此一概念得將發展與組織社會學之不同觀點作適當的連結。唯在科技產業的發展過程中，存在著相互交錯的不同競爭場域，而各場域內有特定的資本形式，均得作為生產之投入，足以影響組織之形貌。本研究基於對新興工業國家之經濟社會發展與產業技術成長之不同階段所作之觀察，認為分屬於社會場域與技術場域的三種「社會資本」形式，對於產業組織之形成與發展具有重要的影響效果。 在實證分析方面，本研究以先進國家在半導體產業之發展歷程為背景，再進一步透過豐富的實證資料，論證台灣和韓國有關社會場域與技術場域之不同演變過程。在社會場域方面，台灣的技術官僚與產業聚落分別在不同時期提供半導體產業組織存續之所需，而韓國的財閥經濟自始即為產業生存的原動力。在技術場域方面，台灣和韓國的半導體產業組織都發展極為理性化的型態，並形成建構全球事業網絡之基礎。 透過對台灣和韓國半導體產業發展的實證分析，本研究發現，第一類社會資本在建構產業基礎，迅速提昇技術能力上，具有相當之功效；第二類社會資本具有輔助性，其形成與投入是延續產業組織生命之必要條件；第三類社會資本則是進一步提升組織績效，使組織得以接續全球化發展，繼而進入核心位置。 / The dissertation studies the development of high-tech industry in newly-industrialized countries (NICs), and particularly, the development of semiconductor industry in Taiwan and Korea. The development of high-tech industry is considered as results of competition between various fields (champs), in each of which specific capitals are provided as input for industrial production. We define therefore three forms of “social capitals” in two separated fields, social field and technology field, respectively, as tools of analysis. The dynamics of these social capitals is supposed to be critical in the development of semiconductor industry. Following the analysis framework of social capitals, the research is empirically carried out by analysis of secondary materials about the semiconductor industry in Taiwan and Korea. In the social field, we found that the techno-bureaucracy and industrial clusters played sequentially significant roles in the development of semiconductor industry in Taiwan, whereas the chaebol economy, which was once the initial condition, dominates all the time in the development of semiconductor industry in Korea. Both Taiwanese and Korean semiconductor firms, however, developed into a rational organizational form recently. Therefore, in the expanding technology field, rational networks between these firms and other leading companies in the world have been established. It has been shown in the dissertation that a social capital of the first form has perfect functions in transgressing a technological barrier and for establishing a developmental foundation; a social capital of the second form has a supportive function, which provides sustaining resources for an organization; and a social capital of the third form enforces the competitiveness of an organization, thus promoting the organization to the global stage, and becoming a core player of the industry in the world.

處於競爭激烈、產品生命週期短暫和快速變動的時代裡，製程創新活動成為廠商競爭優勢的關鍵因素之一。Pisano（1995）研究指出廠商藉由製程創新活動來強化競爭優勢，包括：加速產品上市時間、加快爬坡速度、提高使用者接受性、強化專利產品地位等，其他學者也認為廠商應該重視製程創新活動，以因應未來的環境趨勢。國內製造業向來以製造能力見長於國際舞台，近年來半導體產業和資訊電子產業的表現更顯示廠商優異的製造實力。儘管如此，有關這方面的研究仍然非常少，因此本研究的目的是探討我國廠商製程創新活動之重要關鍵因素，期望能對這方面進行較為整體性的分析。 根據技術創新相關理論，本研究以技術網路、人員、組織和制度四構面探討半導體產業和主機板產業製程創新活動之重要因素和差異性，所得到的研究發現如下： 1. 製程創新活動可區分為四類型：獨立型、依賴型、主導型和協調型。獨立型廠商傾向於獨自開發新製程技術，依賴型廠商則傾向於透過技術網路提升製程技術水準；在對內和對外的製程創新活動上主導型廠商的整合能力較強，協調型廠商則較弱。 2. 不同製程創新類型有不同的製程知識來源。在來源方面，半導體產業（流程產業）顯示出較集中的現象，主機板產業（非流程產業）則顯得較分散。 3. 與設備供應商的互動關係為製程創新活動之重要影響因素，不同類型的廠商與設備供應商的互動關係不同。 4. 主機板廠商（非流程產業）藉由製程知識輸出來提高外包廠商的製程品質，製程創新程度越高的廠商與外包廠商的關係越密切。 5. 人員的技術和經驗為製程創新活動中重要的因素之一，半導體廠商（流程產業）特別強調研發人員的量產經驗。 6. 製程創新程度越高，廠商的製程技術單位之主導權越大。 7. 製程創新程度越高，廠商越傾向於設立製程技術協調單位。 目錄 / Abstract In highly competitive, short product life cycle and quickly changing environment, process innovation is one of a firm’s key competitive advantages. Pisano & Wheelwright (1995) consider that firms which do their best in process innovation can enhance their competitive advantages, including shortening time to market, increasing ramp-up speed, enhancing users’ acceptance, increasing product’s patent status and so on. Hayes & Wheelwright (1984) point out the concept of manufacturing strategy, consider that firms should escalate the role of the manufacturing division to decision-making on top management level, and claim that competitive advantages which are based on manufacturing capabilities will direct the decision-making process of marketing and engineering in future. To catch up adaptability for the trend of the future environment, other scholars also suggest that firms should actively make efforts to execute process innovation activities. Manufacturing firms in Taiwan display their manufacturing competence on international status, especially in IC industry and in information technology industry. Therefore, Taiwan is always named as “manufacture kingdom”. In the past, industrial firms’ process innovation is mainly thinking about employing cheaper labors and buying newer equipment. However, now they pay more attention to research and develop process technology, to enhance production process integration capabilities, to increase production flexibility and so on. For example, TSMC and UMC in Taiwan have more advanced process technology, which is about at the same technological level as IC industrial leading firms oversea. Their advanced process technology not only creates many benefits but also drives the development of other related industries. Their success shows us that process innovation will bring firms continuously high growing rate and take long-run competitive advantages. By forgoing observation, this paper wishes to discover what makes Taiwan the manufacturing kingdom and how do firms increase process advantages and execute process innovation activities. So the purpose of this paper is to find out what influences a firm’s performance of process innovation and how foregoing factors affect new process innovation and existing process innovation. Utterback (1994) finds assembled product and non-assembled product have different characteristics in innovation activities. Skinner (1992) explores how stakeholders are within their cognizance about a firm’s process innovation, and finds that there are different focuses between process industry and non-process industry. Therefore, this paper will go further to study how foregoing factors influence process performance in process industry and in non-process industry. According to some related technology innovation theories and innovation theories, this paper is conducted based on four key dimensions: technology network, people, structure and management. Then, this paper infers some important items of forgoing dimensions from past studies to build the research framework of the paper. These items in technology network dimension are equipment suppliers, material and component suppliers, satellite factories, group/strategic leaguer/consumer and research institutions. In people dimension, this paper mainly wants to explore how personnel’s skills and experience influence process performance. Structure dimension contains three items, which are organizational structure, task allocation and strategy. This paper lists important items in management dimension, including rewarding system, training & education, information system and coordination mechanism. Because related studies in the past explore only a part of process innovation, this paper employs case study to examine process innovation more systematically and completely. To explore a firm’s process innovation of high-tech industry in Taiwan, this paper chooses four IC manufacturing firms (process industry) and four motherboard firms (non- process industry) as research samples, which have better performance than others in their industry. Moreover, this paper classifies these samples into four groups according to the industrial characteristics and the process innovation level. In the field of IC industry (process industry), Fab-T and Fab-U are famous for advanced process technology and continuous research on advanced process technology. So this paper explores the development of the new process technology in Fab-T and Fab-U, and the improvement of existing process technology in Fab-M and Fab-K. In the field of motherboard industry, MB-A is the only motherboard firm in Taiwan, which has process patents in Taiwan now. And MB-G actively executes process innovation recently, including package and product vibrating tests. So this paper properly classifies MB-A and MB-G as a group with higher process innovation level, and explores their advanced process innovation activities. Then MB-T and MB-E are classified as lower process innovation on lower level group, and this paper explores how they improve existing process innovation. By a series of analysis about primary and secondary data of eight firms, the conclusions of this paper are: 1. There are four types in process innovation: Independent Firms, Dependent Firms, Directing Firms and Coordinating Firms. In IC industry, the Independent Firms almost develops new process innovation alone; the Dependent Firms tend to properly aided by members of technology network to enhance process innovation level. In motherboard industry, the Directing Firms have stronger relationship with menders of process innovation activities, which actively respond to the process technology unit, the Coordinating Firms have weaker relationship. 2. Different types in process innovation have different sources of process-related knowledge. The sources of IC Firms are more convergent, however the sources of motherboard firms are more divergent. 3. One of the key factors in process innovation is equipment suppliers, with which different types have different interaction. 4. Motherboard firms actively enhance the production quality of satellite factories through process knowledge output. Motherboard firms with higher process innovative level have more closely cooperating relation with their satellite factories. 5. The people is one of the key factors in process innovation. IC firms put more emphasis on the mass-production experience of engineers. 6. Whether it is in IC industry (process industry) or in motherboard industry (non-process industry), firms with higher process innovation level tend to give the process technology unit more power to integrate activities among different departments. 7. Whether it is in IC industry (process industry) or in motherboard industry (non-process industry), firms with higher process innovation level tend to set up the technology coordination unit. Finally, this paper has some advises from forgoing conclusions, and wishes to efficiently enhance a firm’s performance and production yields. These advises are: 1. The Depending Firms should do their best to improve relations with members of technology network. 2. To efficiently use resources and to increase performance in short terms, the first thing of the Coordinating Firms should do is to enhance process capabilities, instead of building good cooperative relation with members of technologic network. 3. Firms should set up a special technology-coordinating unit, which can efficiently increase interaction among different departments. 4. Firms should give more power to the process technology unit, so that it can cooperate with other departments more efficiently.