本研究探討台灣IC設計業者與FAB廠間技術知識連結之影響，主要的研究問題包括：(1)IC設計業者內部技術知識連結與知識流通之影響？(2)技術知識特性與IC設計業者跟FAB廠技術知識連結之影響？(3)IC設計業者跟FAB廠技術知識連結與知識流通之影響？ 本研究採個案研究法，共訪問六家IC設計業者及兩家FAB廠，主要的研究結論如下： 壹、IC設計業者內部技術知識連結對其知識流通之影響 一、本研究發現當專案組織結構的不同，IC設計業者知識的蓄積有所不同。 當專案組織結構採重量型團隊時，IC設計業者主要將知識蓄積在人員身上，例如：個案A公司、個案C公司、個案F公司。 當專案組織結構採自主性團隊時，IC設計業者除了主要將知識蓄積在人員身上外，還將知識蓄積在文件上，例如：個案B公司、個案D公司、個案E公司。 二、本研究發現當團隊成員解決問題透過面對面(包括正式或非正式)溝通方式、分享經驗，有助於IC設計業者知識在共同化過程中創造，例如：個案A公司、個案B公司、個案C公司、個案D公司、個案E公司。 貳、技術知識特性對其IC設計業者跟FAB廠技術知識連結之影響 一、本研究發現當技術知識路徑相依度不同之產品開發專案，IC設計業者與FAB廠間之互動方式有所不同。 當技術知識路徑相依度低之產品開發專案，IC設計業者與FAB廠間的互動方式採共同開發模式，例如：個案A公司、個案D公司、個案E公司。當技術知識路徑相依度高之產品開發專案，IC設計業者與FAB廠間的互動方式採早期投入模式，例如：個案B公司、個案C公司、個案F公司。 二、本研究發現當技術知識路徑相依度不同之產品開發專案，IC設計業者對FAB廠服務經驗的要求有所不同。 當技術知識路徑相依度低之產品開發專案，IC設計業者對FAB廠服務經驗的要求高，例如：個案A公司、個案D公司、個案E公司。 當技術知識路徑相依度高之產品開發專案，IC設計業者對FAB廠服務經驗的要求低，例如：個案B公司、個案C公司、個案F公司。 三、技術知識路徑相依度不同之產品開發專案，不會影響IC設計業者在設計初期搭便車搭便車(Shuttle Bus)，其在驗證最新的設計，例如：個案A公司、個案B公司、個案C公司、個案D公司、個案E公司。 四、本研究發現當技術路徑相依度不同之產品開發專案，IC設計業者與FAB廠間良率管理有所不同。 當技術知識路徑相依度低之產品開發專案，IC設計業者與FAB廠間採系統式良率管理，例如：個案A公司、個案D公司。 當技術知識路徑相依度高之產品開發專案，IC設計業者與FAB廠間採隨機式良率管理，例如：個案B公司、個案C公司、個案E公司、個案F公司。E公司由於只是採成熟的製程技術，技術複雜度不高，而且良率比較高，所以不需要系統式的良率管理。 參、IC設計業者跟FAB廠技術知識連結對其知識流通之影響 一、本研究發現當FAB廠提供豐富的服務經驗時，有助於IC設計業者技術知識的創造上有效的整合，例如：個案A公司、個案B公司、個案C公司、個案D公司、個案E公司、個案F公司。 二、本研究發現當IC設計業者在設計初期時搭便車(Shuttle Bus)時，有助於IC設計業者建立知識創造上的原型，例如：個案A公司、個案B公司、個案C公司、個案D公司、個案E公司。 三、本研究發現當IC設計業者與FAB廠間良率管理採系統式時，有助於IC設計業者知識的吸收上培養跨越疆界者，例如：個案A公司、個案D公司。

隨著半導體製程技術的快速演進，以及電子產品往系統單晶片（SoC）趨勢發展，晶片設計生產力與製程技術間的落差日益擴大。設計重複使用（design reuse）逐漸成為縮短兩者差距之重要方法；若能靈活應用公司內部的設計重複使用或大量引用外來矽智財（SIP）完成晶片設計，將有效加速產品設計時程、縮短上市時間、節省設計成本並降低風險。 然而受限於資源、研發能力及SoC設計流程整合之複雜性，各公司無法自行開發所有需要的SIP，使得採用外部SIP並將其整合至設計專案中成為必要手段，並導致近幾年商品化SIP的交易市場開始蓬勃發展；但其中所牽涉之商業模式、授權方式與相關技術標準等議題卻相當複雜。 SIP交易之一大障礙來自於缺乏交易過程中所有必須的基礎建設與相關服務。為解決此問題，目前已出現一些中介機構，提供SIP供應商、SoC設計者必要的法律契約、IP保護、交易媒合及結清等服務，使其在交易流通與應用上能更加便利。我國亦於2003年開始推動國家矽導計畫，希望透過其IP Mall子計畫，建立完善的SIP匯集交易與推廣服務機制。 本研究從交易成本和統治結構觀點分析SIP的交易市場發展與衍生問題，並由交易流程中找出典型的商業模式與授權實務，繼而深入探討推廣SIP重複使用與促進交易流通之中介機構，為因應交易常見的問題與挑戰，在規劃交易運作制度、法律與整體交易體系之實際做法；就其擔任提供SIP交易相關活動支援的角色，提出實務上的制度規劃建議。 研究對象為台灣國家矽導計畫中所建立的IP Mall，分別是由創意電子和智原科技兩家公司擔負基礎建設工作，並選擇國外VCX及SIPAC兩家機構做為對照。透過次級文獻蒐集、專家訪談等方法得到主要發現如下： 1.極高的交易成本導致SIP交易困難。 2.SIP交易需配合以三邊統治為基礎之中介機構方能有效執行。 3.藉由建立SIP交易的機制及標準，將可大幅降低「交易成本以及資訊不對稱」所造成雙方損失。 4.兩家IP Mall在功能服務說明、SIP匯集、品質驗證、履約保證與風險管理之制度規劃有待加強。 5.台灣IP Mall的執行做法可朝Turnkey導向之營運模式發展。 6.台灣IP Mall的規劃及運作缺乏整體規劃、使用誘因和成效評估。 關鍵字：交易成本、統治結構、設計重複使用、矽智財、系統單晶片、矽導計畫、智財匯集服務（矽智財匯集平台／矽智財交易中心） / The rapid advance of semiconductor fabrication technologies and the trend towards system-on-chip (SoC) based electronic devices development has caused the worsening gap between silicon capacity and design productivity. “Design reuse” becomes a key strategy for SoC design gap improvement. Combining a selection of reusable silicon IP (SIP) and new designs significantly shortens the time required to create complex SoC products and reduces costs & risks. However, due to constrained resources, the lack of experience with technologies and the complexity in SoC design flow integration, companies do need to source SIPs from outside suppliers instead of developing all kinds of functionalities internally. In recent years there has been a rapid development in the commercial SIP market. Nevertheless, the issues involved in the business model, licensing practices, and related technical standards are also quite complicated. A key barrier to trading SIP may be the lack of all necessary infrastructure and related services within the transaction flow. To overcome this, there are emerging intermediary organizations to facilitate SIP transactions and applications by providing necessary legal contracting, IP protection, trading matching, settlement and service for SIP providers and SoC Integrators. Taiwan also launched National Si-Soft Project from 2003 with an attempt to establish an appropriate SIP trading, promotion and service mechanism under its IP Mall sub-project. From the view of transaction costs and governance structure, this study analyzes the development and derivative problems of SIP trading market and generalizes common business models and licensing practices during the SIP transaction process. Moreover, according to the general problems and challenges from SIP trading, the study thoroughly discusses practices of intermediaries in the planning of transaction operating mechanism, legal matters and overall trading environment. Finally, this study offers some suggestions in practical system planning based on the role of providing SIP trading support. The study takes Taiwan’s IP Malls as subjects, which were implemented by Global Unichip Corporation and Faraday Corporation respectively. We also choose overseas organizations like VCX from Scotland and SIPAC from Korea as a comparison. Based on the literature review and individual interview, we found the following facts: 1.Huge transaction costs result in SIP trading difficulties. 2.Intermediary organizations based on trilateral governance are essential to implementing SIP trading effectively. 3.Through the establishment of SIP trading systems and standards, the loss of both Buyers and Sellers results from transaction costs and information asymmetric can be reduced significantly. 4.Both Taiwan’s IP Malls need to enhance their system planning in the service & function introduction, SIP collection, SIP quality assurance, verification, guaranty of contract and risk management. 5.Taiwan’s IP Malls could take the turnkey-oriented business model based on their original design. 6.The planning and operation of Taiwan’s IP Malls lacks a holistic view, attractions for usage and performance evaluations. Key words: transaction cost, governance structure, design reuse, SIP (Silicon Intellectual Property), SoC (System-on-Chip), Si-Soft project, IP Mall

本研究的個案是系統單晶片企業，系統單晶片是電子系統的核心，因此該企業對於下游電子產品的發展扮演著舉足輕重的角色，是積體電路產業價值鍊最高價值的一環。本研究的主要目的是藉著一個極為成功的系統單晶片設計公司的成長軌跡與其相關的產業歷史，透過還原當時的時空環境了解並分析其經營策略的本質，以建立適合系統單晶片設計公司之經營策略本質的分析架構，同時實證其分析的結果，藉以尋求其研究問題「後進者的成功經營策為何?」的解答，並從個案企業的歷史中找出常被忽略的寶貴的經營智慧，而另一目的是能夠藉著收集具有時間標記的經營事件，提供豐富的研究素材給有興趣系統單晶片設計產業做更進一步或其他主題的研究。 一開始的動機是為了解答「後進者的成功經營策為何?」這個問題，但研究之後發現這是一個很有可能沒有通用解的問題，因此本研究轉從「策略本質的思考」出發，試著從個案公司的各個不同系統單晶片產品及其下游相關的產業的事件中，進行分析、推理、歸納與實證所關心的議題，其中個案分析主要包括四個產業：（一）光碟機產業；（二）DVD播放機產業；（三）數位電視機產業；（四）手機產業。其中每一個產業的故事都以某一個案的企業發展為中心，以時間的先後呈現，描述當時的產業環境、企業狀態、決策的因果關係，以及如何執行與執行結果。為了解答「後進者的成功經營策為何?」這個的大問題，同時從個案的分析與理論推論研究，從不同方向的思考並嚴謹的歸納與分析提出以下的研究發現：（一）從行銷理論分析策略本質；（二）以利潤方程式分析策略本質；（三）SOC晶片訂價策略；（四）從動態能耐的架構分析策略本質；（五）後進者的經營策略；（六）成長與新產品選擇的策略；(七)經營智慧的闡述。希望能提供企業經營者策略思考的架構，而建構出適合自己的經營策略。 本研究藉著邱志聖「行銷理論」中產品的「外顯」與「內隱」之價值分析方法，發展出「（一）從行銷理論分析策略本質」之研究發現中一系列的理論，並以此為基礎，輔助論證其他的研究發現，再根據「利潤彈性」的定義，提出可以以嚴謹的數學証明的一系列有關訂價的創新的理論，以此為基礎進而提出「（三）SOC晶片訂價策略」，再藉著「（四）從動態能耐的架構分析策略本質」的個案研究，發現組織的能耐與低成本優勢有的強烈的相關性，整合以上相關的研究發現，進而提出「（五）後進者的經營策略」，以創新「先進者支援的兩難」理論為切入點，並根據以上研究的結論，提出「後進者的成功經營策為何?」的參考解答。當企業成功之後，必然會面臨成長的困境，因此本研究從個案的深入分析，提出所應採取的「（六）成長與新產品選擇的策略」，以及最後提醒經營者一些知易行難的「(七)經營智慧的闡述」。 根據TEEC的「動態能耐」的理論，企業的策略深受「路徑相依性」的影響，且當不同企業的內部狀態或外部環境不同時其所需的策略也不一樣，因此後進者僅採用模仿的策略是不易成功，所以企業必需要思索適合自身的策略，並透過策略本質的分析，檢驗其策略是否有效，然而任何策略分析的方法都有其盲點，因 此分析或擬定策略時要依據競爭對手與產業特性選數種適合分析的架構進行分析，才能夠互相印證與互補，並思考其矛盾之處以避免致命的盲點，因此本論文提出專為系統單晶片設計企業策略本質的思考之架構以檢驗其策略有效性。 / The System on Chip (SOC) is the core of the electric system of an electric end product. Therefore, the firms that design and produce the SOC play the critical role in the development of the end product and contribute the most valuable part in the IC industry chain. The purposes of this paper are to develope the strategies and wisdoms of management as well as the frame structure for analyzing the essence of management strategies for the late comer. In the case study, there are the companies have been very successful in the world. In the cases, there are a lot of time-marked traces of the growth of the successful firm and its related industry history so that we can clarify what and why the strategies were executed at that time by analyzing the sequences of the management decisions and their consequences. Additionally, I hope the case stories can be utilized for the further research or another related research. Initially in this research we focused only on the topic of the question“What are the effective management strategies for the late comer”. However, after further studies we found that the general answers for the big question might not exit; therefore, we adjusted the research direction and converted to focus on the topic of the essence of the analysis of the management strategies. In the studied case, there are four different kinds of SOC products including optic storage chip, DVD player chip, digital TV chip and handset chip and their related industries. In the story of each product case, the main stream of the story keeps close track of the situation of the management decisions making, the status of the execution by the studied firms and their consequences in timing sequence so that the evolution of the environment of the firms and the industries can be shown clearly. To study for the answer of the big question “What are the effective management strategies for the late comer”, firstly we analyze the cases and simultaneously study the related theories. Secondly we transform the big question into the following seven research subtopics: (1) Analyzing the essence of the management strategies based on the marketing promotion theory, (2) Analyzing the essence of the management strategies by the net profit, (3) Pricing strategies for the SOC products, (4) Analyzing the essence of the management strategies by the perspective of the“Dynamic capabilities”, (5) Management strategies for the late comer, (6) Strategies for the growth and new products selection, and (7) Wisdom of management. Finally, we hope this thesis can provide managers with the frame structure for both thinking and analyzing the strategies so that managers can develop the best strategies for themselves. There are some kinds of logical relation among the theories developed in the above subtopics. The foundation of theories of“Analyzing the essence of the management strategies”is the value proposition that bases on the analysis of the explicit value and implicit value in the marketing promotion theory. Theories of“Analyzing the essence of the management strategies”are one of the most fundamental pillars that support the other theories in this thesis. According to the definition of elasticity of net profit in this thesis, we can deduce some innovative and valuable theories by the rigid mathematical reasoning. Furthermore, we can develop the innovative theories “(3) Pricing strategies for the SOC product”. In addition to developing the above theories, we apply the theory of “Dynamic capabilities” to analyze the strategies in the case stories to find the effective cost advantage is supported by the capabilities of organization with effectiveness and efficiency. We integrate the above theories to propose “(5) Management strategies for the late comer”. A firm will eventually confront the saturation of the growth after its successful startup. To solve this issue, we base on the deep investigation of the cases and some theories developed in this thesis, we propose “(6) Strategies for growth as well as new products selection”. Finally from the case stories, we abstract some both valuable and critical wisdoms that are easy understood but they are hard to be practiced due to the human natural weakness. According to “Dynamic Capabilities and Strategic Management” by TEECE, the strategies for a firm strongly depend on the path that the firm has experienced, thus the imitative strategies from its rival is usually not effective just because their paths they passed are different, not to mention that neither their environments nor the conditions of the firms are totally different. Therefore, a firm works out any strategies and then its managers have to carefully check the effectiveness of the strategies by analyzing their essence of the strategies and then modify them before they are executed. However, any framework for analyzing strategy has its blindspots. To avoid the strategic blindspots, we have to use several different and suitable frameworks to analyze the strategies, and then check if there are any conflicts among the results from different frameworks analyzing, we have to deliberate to find why and how to solve the conflicts. Therefore, we develop a new frame work that appropriately analyzes the strategies of both the SOC firm-level and their products with a totally different perspective