針對台灣高科技產業的研究重點，學術上常常會從產業生命週期、公司內部的核心能耐或是從產業結構的定位作為出發加以探討。而本篇研究將會從策略行銷、技術採用生命週期、核心能耐三方面的角度進行技術創業公司價值創造及商業模式的分析。實務上，本篇研究也將致力於技術採用生命週期、核心能耐、策略行銷三方面角度的架構予以整合，如此一來，就能夠透過整合性架構幫助業主在實務上的思考。 本研究採取的是個案研究方法。個案研究法中對於個案的選擇，並非重其全面性與系統性，而是重在選擇有代表性與對比效果的個案，以獲得較為豐富的個案內涵以供對研究議題之深究。本研究選擇了龍彩科技、群聯電子、訊連科技以及茂林光電四家較為年輕且分屬不同產業龍頭的公司作為技術創業的個案分析公司。 本研究得到的結論為技術創業公司在保齡球道確認自己的核心技術所能為顧客創造的價值之後，由於台灣新創公司通常無法自行掌控技術採用生命週期，因此隨著產業的發展與產業間的互動，會決定未來新創公司所走的技術採用生命週期的路徑。技術創業公司通常會在康莊大道開始積極培養新的能力來因應下一波的創新。價值創造方面以降低顧客的外顯單位效益成本為關鍵重點。商業模式若從本篇研究的角度來看，即是在技術採用生命週期上，價值創造與核心能耐的互動。若價值創造與核心能耐產生良性循環，則公司的商業模式會開始強化，這樣就能協助公司在各個技術採用生命週期的階段站穩腳跟。 / Academically, we usually use the standpoints of Product Life Cycle, Core Competence or The Position of the Industrial Structure to study high-tech companies in Taiwan. This research would combine the standpoints of Technology Adoption Life Cycle, Core Competence and Strategic Marketing Analysis to study the technological entrepreneurship in Taiwan, especially in value creations and business models. This is a multi-case study, choosing the representative and comparable cases, including HC Photonics Corp., Phison Electronics Corp., CyberLink Corp. and Global Lighting Technologies Inc., which are younger and playing important roles in their industries. By analyzing the four companies, this study concludes that： 1.A business model means the core competences interact with the costumer values at the Technology Adoption Life Cycle. A great business model means it’s a positive cycle of interaction and the positive cycle can help companies stand firmly at the Technology Adoption Life Cycle. 2.The most important costumer value is Over Cost per Unity (C1).

本研究目的在於探究組織面對外在壓力下所形塑的組織變革能耐內涵，以及智慧資本觀點HRD實務在組織變革過程中所扮演的角色與實質內涵。研究個案來自於1994-2005年天下雜誌所選出的標竿企業，包括9家個案公司與21項變革事件，透過深度訪談與次級資料進行資料蒐集，並採用紮根理論進行資料分析。 研究結果發現，有二種路徑影響個案公司形塑或強化組織變革能耐，不同路徑的走向來自於在組織變革過程中遭遇變革阻力的類型。當個案公司未遭遇變革困境或員工心態衝擊程度小時，採行第一種路徑，即企業平時透過智慧資本觀點之HRD實務扮演的策略性角色所累積的智慧資本，有助於在變革當下轉化為組織變革能耐，並順利推展變革活動。另一方面，若遭遇內外部衝擊的交互作用，產生變革困境，原有的組織能力無法因應時，個案公司會採行第二種路徑自主性的調整與學習，透過促進性角色的智慧資本觀點之HRD實務，持續強化與形塑組織變革能耐，以克服組織困境，並有助於成功推行變革。 二種路徑所形成組織變革能耐內涵包括：穩固人心的企業文化價值、領導者的信任式領導能力、領導者持續性的執行力、專業導向的員工賦權、參與式的變革承諾、管理制度系統化、跨越邊界的系統化溝通、以及開放式的組織學習能力。外在環境壓力僅是引起組織改變的導火線，因為影響組織變革能耐內涵的差異化，同時包括了幾項連結性因素：變革驅動因子、變革行動類型、變革阻力的類型、與組織變革能耐的發展路徑，而外部環境壓力僅是變革驅動因子中的起始點。 在以上二種組織變革能耐發展路徑中，智慧資本觀點的HRD實務扮演了策略性或促進性的角色，有助於培植組織變革能耐，或強化組織變革能耐促使變革成功。除了策略性與促進性角色，智慧資本觀點之HRD實務在變革過程中也扮演維持性的角色，產生作業性能耐協助組織維持每天正常運作的績效。這些作業性能耐包括：員工的工作職能、員工的工作績效、組織成員平時的互動等等。 無論是扮演維持性、策略性、或促進性角色，智慧資本觀點HRD實務的組成內涵包括發展型、建構型與合作型的HRD構形，但是不同角色的HRD實務具有差異化的組成要素。透過發展型、建構型與合作型HRD構形，得以發展人力資本，建構組織資本，培養社會資本，而經由長時間所蓄積的智慧資本，有助於形成組織變革能耐或作業性能耐。本研究依據研究結果推展出10項研究命題，建構形塑組織變革能耐的變革模式，並提出相關的管理意涵。 / This study aims to explore the organizational capacity for change (OCC) under external pressures facing firms and the roles of intellectual-capital HRD practice in the organizational change process. Cases were obtained from benchmarking enterprises selected by Commonwealth Magazine from 1994 to 2005, including nine cases and twenty-one change events. In-depth interviews and secondary data were collected and analyzed by grounded theory procedures. The research findings show that the target companies adopted two paths to develop and shape OCC. Change resistance is obvious to be the influential factor. First, under low-degree of employee resistance, the intellectual-capital HRD practice plays the strategic role to accumulate intellectual capital, which is transformed into OCC during the organizational change. Second, change difficulties are generated from both external and internal shocks during transformation, then the target cases develop or strengthen new OCC to solve problems. And intellectual-capital HRD practice plays the facilitating role in the second path. Eight dimensions forming OCC are derived from the above two paths, including company culture value, trustworthy leadership, continuous execution, employee empowerment based on expertise, participative change commitment, systems management, systems communication across boundaries, and open organizational learning. External environmental pressure only is the fuse in change drivers, and the sequential process of change drivers, change types, change resistance, and the OCC path determine the differential OCC. Intellectual-capital HRD practice plays the strategic or facilitating role in different OCC development path to make change implementation successful. Besides, it is a maintaining role to generate operational capability, including employee competence, employee job performance, and employee interaction, to sustain operational performance. The components of intellectual-capital HRD practice are developmental, constructive, and collaborative HRD configuration, which yield human capital, organizational capital, and social capital, respectively. The long-term intellectual capital accumulation facilitates to shape OCC or operational capacity. Finally, the research proposes ten propositions to construct the change model shaping OCC and derived managerial implications.

網際網路(Internet)於1990年代中期蓬勃發展以來，營運模式(business model, BM)成為創投業者(venture capitalists, VCs)評估新興dotcom廠商能否在競爭中勝出的準則。從相關文獻指出，成功的營運模式不僅可形塑新產業，甚且重新分配新價值。因此，營運模式對廠商在市場的持續競爭力，求取生存與成長，具有重大的影響。 市場競爭的本質是以動態呈現，本研究嘗試探索具有動態性之營運模式架構。依循Eisenhardt(1989)個案研究法，本研究以6個新創廠商個案進行深度訪談，將訪談逐字稿進行逐句、逐段分析，歸納整理個案研究發現，並進行跨個案分析以取得個案的型態(pattern)。 從個案研究發現與分析，廠商必須面對環境、技術及競爭者等不確定性因素，廠商的營運模式須從外部不確定性因素中，發現具有利基的創業機會，也就是：廠商須提出能夠打造具利基市場之定位與地位之「價值主張」，以及提供生存與成長的動能之「獲利能耐」。從本研究發現與分析萃取出4個營運模式要素，亦即：廠商必須能夠擁有與動員「關鍵資源與能力」；建立「網絡與平台分享機制」；注重能夠產生領導趨勢、深度體驗及高築障礙之「產品/服務之設計與品質」；充分發揮擴展共創雙贏之「在地智慧」。然而，營運模式在動態的環境中，並非一成不變，廠商必須持續透過「配適、校準、嘗試錯誤及快速商品化」之動態調整機制，才可讓營運模式具有與時俱進的持續競爭力。 / In mid of 1990’s, the era of Internet booming, business models (BMs) had become the most important evaluation tools of venture capitalists to emerging dotcoms whether they can be successful competition from the market or not. From the literature review, it showed that the successful BM not only had reshaped the whole industry, but also had redistributed billions of dollars of value. For above reasons, BMs heavily influence to firms’ performance for getting survival and growth in competitive markets. The competitive nature of markets presents a dynamic characteristic. Under this circumstance, this research tries to explore the architecture of BM that is with the adapting mechanisms to a dynamic and competitive market. The research employs case study methodology and conducts 6 new venture cases. The first research question is to explore new ventures how to seize entrepreneurial opportunities. It can be found out new ventures how to confront uncertainties including environments, technologies, and competitors, which construct antecedents of BMs. From research findings, there are two antecedents, one is value propositions which make firms to craft a special position in a niche market, and the other is profitability capabilities. The second research question is to explore new ventures how to build up BMs and adapt to the dynamic settings. Extracting of case studies findings, there are four elements, including key resources and capabilities, sharing mechanism in network and platform, design and quality in products/services, local intelligence. Also, from the research findings, there are four mechanisms of dynamic adaptation, including alignment, fit, trial and error, and commercialization. In the dynamic markets, the optimal status to BMs is to adapt and renew automatically. On one hand, it makes firms to sense and seize opportunities which are coming from external uncertainties; on the other hand, firms have to keep their BMs on the right trajectory with mechanisms of dynamic adaptation. BMs with adapting mechanisms can make firms keep competitive advantages.

當社會進入以創意為主的經濟型態，如何促進豐沛創意快速衍生，是大眾關注的焦點，也為企業興衰的關鍵。創意泉源始於創造新構想的個人。許多文獻多以探究創意者出發，卻忽略創新實為創意者、守門者、社會系統互動所建構。因此，過去創新管理，多以創意者角度思考，鮮以守門觀點探討；創新、研發、創造力理論脈絡，也甚少直接研究守門內涵。 因此，本文以Lewin守門理論為基礎，整合演化、技術守門、創造力系統、體制理論，推衍何為創意構想守門，提出其運作包含：守門能耐-贏取信任基礎的能力、提供動機誘因的能力、具備專業能力；體制規則-評估標準、互動程度等二構念五因子。之後，依此多構念架構，Hinkin（1998）嚴謹發展程序，以三群不同獨立樣本，發展具信效度的量表，驗證專案團隊內創意構想守門概念結構模型的合宜性；接著，本研究進一步嘗試以上述整合性的守門觀點，探討其內涵與創新績效的關係，釐清篩選構想的守門活動，是否真為阻礙創新的絆腳石，或其實為促進創新的關鍵；最後，本研究釐清篩選創意構想的守門活動，是阻礙創新的絆腳石，或為扶植創意構想成長，催化創新的關鍵後，探討創意構想守門是如何促進創新的發生。 本研究以結構方程模式，分析專案團隊創意構想守門之守門能耐及體制規則、創新實踐作為與專案團隊創新績效的關係，以具創意構想守門經驗之專案團隊為研究對象，自433家公司回收111份團隊有效問卷。 結果發現，創意構想守門能耐及創新型體制規則與專案團隊創新績效呈正相關，且體制規則調節守門能耐與創新績效之關係，且創新實踐作為亦中介創意構想守門與創新績效之關係。而本文除強調以守門角度思考對管理創新的重要性；也提出創意構想守門內涵供經理人設計創意構想守門時，一個有系統的思考框架；而所發展具信效度之量表及創意構想守門與創新績效關係的實證結果，亦可作為後續研究的基礎。 / Nowadays, the raise of economy in our society is from creative ideas. Thus, people care about how to promote abundance creative ideas growing fast. In addition, firms also get survive in serious competitions by these creative ideas. The sources of creative ideas are from brilliant creators. So, researchers of innovation management often begin their studies from the creator’s perspective. There are rarely researchers starting their researches from another actor’s view. However, this perspective ignores that the creativity is the interactions among creators, gatekeepers, and whole society. Therefore, this study tried to clarify what the gatekeeping is. The study follows the logic of Lewin’s gatekeeping theory, introduces the evolution perspective, and integrates the technology gatekeeper, Csikszentmihaly’s system model, and institutional theory to approach the gatekeeping in selecting creative ideas. This study proposes there are five key factors, the abilities of earning creators’ trust, raising creator’s motivation, selecting ideas’ professional abilities, evaluating standards, and the degree of interactions in the gatekeeping construct. Then, according to the Lewin’s gatekeeping theory, this study classifies these five factors into two dimensions, the gatekeeping capabilities and institutional routines. Then, basis of this theoretical model and Hinkin’s (1998) procedure, this study develops and tests the questionnaire of the gatekeeping creative ideas inside the project teams. After that, the aim of this article explores how and why the gatekeeping and the innovation performance are related. This research involved a survey, comprised of four sets of questionnaires concerning the gatekeepong capabilities, institutional routines, innovative enabling behaviors, and innovation performances. 111 project teams participated in the study. The quantitative analysis of the questionnaires was conducted through descriptive statistics, Pearson correlation, and structural equation modeling in order to indicate the direction and relationships among the four sets of variables. The result proves the concept theoretical model of gatekeeping creative ideas is reasonable and the questionnaire has fair reliability and validity. Furthermore, results of this study also showed a medium level of consistence among the four variables of the gatekeeping capabilities, institution routines, innovative enabling behaviors, and innovation performances. To conclude, this study may be of importance in explaining the relationship between gatekeeping and innovation performance, as well as in providing the researchers and managers with a better understanding of how and why gatekeeping in creative ideas relate to the innovation performances. Therefore, this research can be the foundation of creative ideas’ gatekeeping for innovation studies in the future. It also reminds the managers the importance of gatekeeping and provides a thinking model in managing innovations.

策略的目的是在特定的競爭環境中，憑藉企業的特質條件為它創造競爭地位或發展的方向，也就是創造具競爭性的差異優勢，使企業得以順利發展和持續成長。在競爭的環境中，組織能耐常會隨著時間經過而演化；演化的方式會隨著技術本身的特性、外部市場競爭強弱、與內部的組織與管理特性的差異，而有所不同。除此之外，體制環境會影響整個產業內的創新速率，因而對廠商的能耐演化造成影響。但是在環境急速變動的情況下，組織能耐要完全由內部產生不但不可能，而且其速度亦嫌過於緩慢，再加上現代企業的專業分工網絡，企業必須與客戶、供應商、甚至競爭同業合作，以獲得相關的資訊與技術；在企業的發展歷程中，如何有效提升內部經營管理及促進組織之間的知識交流與能耐移轉，便成為組織管理的重要課題。 本研究以一家台灣本土醫藥公司，在台灣生技製藥產業的架構下，創業、轉型、成長的發展歷程，仔細描述影響企業發展的關鍵因素 ─ 企業策略轉變、環境變動、能耐演化，以及企業內部管理提升，彼此之間如何相互配適，並塑造出企業的獨特發展路徑；茲藉由個案公司過去的回顧，描繪其成長的軌跡，作為其未來發展路徑的參考。 / Under the favorable government policy support and a well-established regulatory environment, there are more and more new start-up companies established in Taiwan biotechnology and pharmaceutical industry in the past dacade. However, most of the new emerging companies are still facing very difficult situation. New drug discovery is one kind of long-term time-consuming and heavily cash-investment-needed business. Besides, Taiwan is a small market in the world. The market potential can not afford to develop a R&D based local pharmaceutical company. However, biotechnology and pharmaceutical industry is a very diversified and versatile industry. Under such circumstances, how does a biotech and pharmaceutical company make use of the limited resources and scarce capital assets to identify the niche market, create a new business model, develop the corporate competence, and construct the internal operation to strengthen the core business and secure a sustainable growth in the industry? Besides, due to the evolution of the modern tools including genomic science, bioinformatics, high-through-put screening machine, and gene therapy, the speed of new drug discovery becomes much faster and much more efficient, but the product life cycle also becomes much shorter. How does a local company play in such a highly competitive, technically professional, and dramatically changed environment? This study tracks the growth path of a local pharmaceutical company to show how the key factors, which are, environmental uncertainty, the development of core competence in the firm, and the choice of a successful strategy by top management and the organization, can be manipulated in the entrepreneurial firm that grows rapidly and formalizes its structure and internal operation. The growth path of the company in the past years could be interpretated as the mutual interactions (dynamic fit) of those key factors. Evenmore, the interaction consequences influence the strategic intent to confront the changing environment, and facilitate the practice of the law and the establishment of a government policy. Besides, in order to improve the whole healthcare system in certain medical care, the company develops a new operation model to run the specific business. Traditionally, most pharmaceutical companies are pursuing market-oriented product management, instead of sales-oriented business management. Nowadays, most multi-national firms are actively involved in disease management to expand the market share of certain disease. However, how to integrate the healthcare system and strengthen individual disease management under the specific healthcare system has become a new operation model of a pharmaceutical company to a specific market segment. The company has to work together and closely with the stakeholders, such as health authorities, medical societies, patient associations, healthcare personnel, and the patients themselves to improve the whole healthcare system and even the policy of the law, regulatory, social, and welfare system in the specific medical care, as well.

本文針對臺灣以技術創新作為策略發展主軸的企業案例，以五芒星模型（Five Star Model），分析其從代工轉為品牌經營商時，在組織設計上，所採取的措施和手段，作為後進者依循的組織設計原則。 五芒星模型，以策略、組織結構、流程、薪酬制度和人力資源五大組織設計的基本元素，分析各項元素中組織設計的原則。而本文以華碩電腦、宏達國際電子兩家分別在個人電腦及手機業內卓然有成的臺灣企業作為分析案例。觀察他們在從代工，轉型到品牌經營商時，在策略、組織結構、流程、薪酬制度以及人力資源上，所採取的行動，並將這五大組織設計元素分析出來的結果，作歸納整理，形成一套可資遵循的準則，俾使後續臺灣其他有心以技術創新作為發展品牌的廠商，能夠在進行組織變革時，依著此準則，降低失敗的風險，提高成功的可能。 / This thesis will focus on Taiwanese enterprises which run their business with innovative technologies. We try to analyze these cases with Five Star Model. Figure out what they have done during their organization changes for transition from OEM to OBM. Through the five basic elements in the model, we could easily observe their actions and build the rules for those who want to find organizational design guidance. The Five Star model list Strategies, Organization Structure, Process, People, and Reward System, as the five basic elements in organization design. Researchers could use this model to analyze the enterprise and identify the organization design principles. In this thesis, Asustek Computers, and HTC are the enterprise which we are interested in. They both are the outstanding Taiwanese companies in PC and Mobile phone categories. Both companies are famous on their innovation thinking and design. They also do the same thing to change their business model – from OEM to OBM (Own Brand Manufacturing). We observe their actions in the transition from OEM to OBM, and use Five Star Model to analyze their policy in strategies, organization structure, process, people, and reward systems. Try to identify what they have done and list their organization change thinking in these categories. We will build the guidance through Five Star Model, and provide them to those who want to use the same scheme to build their own brand. Lower the risk of failure and promote the chances to be successful.

台灣中小企業的發展歷程，從創造台灣經濟奇蹟的原始動力到1980年代後期起，因國內外環境改變而面對嚴重的挑戰並歷經重大的改變。直至今天更因全球化的衝擊，正面臨嚴苛的考驗。其中能成長為跨國大企業者，實在寥寥可數，而大部份均歷經生存與滅亡的不斷輪迴。加上台灣企業逐漸大型化，大型企業開始獲得台灣經濟的主導權，中小企業在台灣經濟的比重逐漸降低。然而，在全球供應鏈上，台灣不論是大型企業或中小企業大部份均只是扮演中段生產與代工的角色，供應鏈上的上游原料與材料技術卻無法占有一席之地。這樣的現況我們似乎只歸因於市場機制的優勝劣敗而鮮有進一步的具體解決方案與實際創新商業模式之深入探討。然而，從一些成功的案例我們發現其實有一些具特異性與價值性資源及能耐的中小企業在面對常態資源不足，市場生態丕變、與組織對應不良的困境中，善用自己的核心能力，從理論與應用科學的發展、核心能力的延伸與擴張，競爭策略的預應彈性與組織能力的強化做為變革的基礎，逐步發展其成功的創新商業模式。 本研究以”台灣中小型科技公司之競爭策略與競爭優勢”為架構，以” 噴墨列印產業 ”之利基創造為導入實例，進行對台灣中小企業科技核心能力的認知，應用策略、經營模式、與變革創新的階段性探討與分析。期能從競爭策略的面向，提出問題與理論驗證，並提出一成功營運模式的研擬。此外，再以其在高競爭障礙市場的成功實績，進一步探討台灣中小企業如何善用獨持資源與策略轉折，創新創造利基市場，由小做大，建立跨國的成功創新商業模式，甚至建立自有品牌。最後，期望本研究的理論參據與實績驗證的內容和建議對台灣中小企業在困境中的力爭上游能有所助益。 / Since the time of creating the original driving force of Taiwan's economic miracle to late 1980s, the development of Taiwanese SMEs has been facing serious challenges and experiencing major changes due to rapid changes in domestic and international environment. Even today they are facing a more severe test because of the impact of globalization, and very few of them are able to grow to large multinational companies while most of them have been going through the continuous cycle of survival and extinction. Furthermore, Taiwanese enterprises have become larger in scale gradually, and large companies have begun to gain dominance of Taiwanese economy. The proportion of SMEs in Taiwanese economy has gradually reduced. However, in the global supply chain, most of the enterprises in Taiwan, no matter SMEs or MNCs, play the role of “ production and OEM/ODM” and rarely place the upstream of the supply chain as suppliers of raw materials and technology. This current situation seems to be attributed to the market mechanism fitness and few further specific and practical solutions have been discussed and conducted earnestly into the innovative business model in depth. However, from a number of successful cases, we discover that there are some SMEs, who are capable of core competencies and special advantages yet inadequate resources and capabilities, the changing market ecology, and the plight of organization corresponding ability, have successfully developed their own business models by their core competencies and the development of theoretical and applied science, the precise implementation of extension and expansion of core competencies and the strengthen of pro- action flexibility of competitive strategies as well as the capability of organizing, and gradually achieved the innovation and progressive development of the unique successful business model. In this research, the technical core competences, application strategies, innovative transformation and new business model of Taiwan's SMEs will be carried into analysis and discussion based on the framework of " competitive strategy and competitive advantage of High-Tech SMEs in Taiwan " setting the foundation of "The ink jet printing industries" as an illustration. For each stage of competitive strategies, the questions will be presented with theories to verify, and the simulation of successfully-operated models will be brought out. In addition, from the successful examples in high competitive barrier market, this research will further explore how good Taiwanese SMEs are by using the core capabilities and strategy transition to gradually innovate the global niche market with successful innovative business models, and even establish their own brands. Finally, I hope the theoretical reference, content and recommendations of performance verification can be helpful to get through the plight of the striving SMEs in Taiwan.

2007年6月，華碩電腦發表Eee PC精簡式筆記型電腦，此創新產品俟後由臺灣資訊工業策進會市場情報中心（MIC）統稱為精簡型小筆電，簡稱小筆電，英文名稱則採用美商英代爾對於這款產品的統稱：Netbook。 Eee PC所設定的目標市場著眼於消費性市場，將產品定位於已開發國家使用者的第二臺電腦以及開發中國家使用者的第一臺電腦。產品上市後掀起銷售高潮，由於小筆電的加入，筆記型電腦在2008年第三季出貨量首度超越桌上型電腦，比先前2007年預估提早兩年，Eee PC因而被譽為臺灣電腦廠商價值創新的一大步。 本研究主要的探討問題有四：核心技術能耐發展策略對於產品創新的影響為何？ 品牌與ODM廠商在創新產品開發上的合作與分工為何？ 品牌廠商因應競爭者之破壞性創新的作法為何？ 核心技術能耐為基礎的產品創新在市場上所需具備的成功條件為何？ 在研究設計上以策略與組織、技術、市場三構面做為主要分析架構。策略與組織構面由領導者企圖心、核心競爭優勢、企業文化、組織架構、企業網絡定位等變項構成；技術構面上由產品研發經驗、內部知識傳遞、外部資源網絡、產品開發管理等變項構成；市場構面由品牌效益、顧客需求、產品行銷、產業合作網絡等變項組成用以探討對於破壞性創新產品構思及開發階段的影響。研究方法上採用「個案研究法」，以領導廠商華碩與宏碁為研究對象。在資料上透過企業訪談與次級資料蒐集的方式來了解個案公司在創新產品的發展過程，並結合核心競爭力、產業價值鏈、破壞性創新、新產品開發程序、吸收能耐與知識傳遞、技術面競爭策略等學理加以分析，本研究所獲得的研究發現如下： 一．建立核心競爭能耐的方向及重點決定了企業在產業價值鏈的位置與所從事的價值活動。 二．企業基於核心技術能耐發展策略而對產品創新方向做出技術領導者與技術追隨者的不同策略選擇。技術領導者著重產品的破壞性創新設計，技術追隨者著重於產品成熟技術的市場性。 三．品牌廠商與ODM的研發製造合作關係上，考量中心點在於顧客對企業的認知價值。品牌廠商並以平均分配（Allocation）與相互制衡（Leverage）為策略，取得各家資源之長為己用。 四．設計代工廠從OEM經營模式進入ODM經營模式，在逐步接手研發價值活動後，ODM設計製造廠開始投入自主研發，成為個人電腦產品技術提供者。但在缺乏通路品牌下，所創造的產品創新價值只能透過品牌廠技術採用將創新價值傳達至消費者。 五．企業發展破壞性創新產品時，原價值網絡上具產業主導地位的供應商透過關鍵技術的掌握，並經由品牌行銷掌握終端使用者，形成不易突破的慣性，對於廠商產品創新產生鉗制作用。 六．企業發展破壞性創新產品若無法取得市場客戶對產品的價值認同，則雖有技術成就，但難以成為產品的競爭優勢。 七．企業在發展破壞性創新產品過程中，若缺乏行銷業務部門參與，將可能造成產品上市後的市場資訊掌握失準。 八．破壞性創新產品所設定於原價值網絡的目標市場，往往因為高科技產業的不確定性因素，在實際執行時意外產生新應用，產品因而進入新價值網絡的新市場。 九．破壞性創新產品進入新市場時不確定因素多，廠商因需求不易掌握而經常發生嘗試錯誤的探索行為，但市場晚入者觀察先驅者經驗，往往能立即掌握正確資訊而迅速反應市場需求。 十．企業發展破壞性創新產品，若未造成有效技術差距，技術領導者與市場先驅者將不易維持首動者優勢。技術追隨者與市場晚入者藉由學習領導者經驗將有機會快速超越。 本研究最後並提出一些實務上建議，以做為產業界發展核心技術能耐策略與發展破壞性創新產品的參考。 / In June, 2007, Asus Computer announced her Eee PC in Computex Taipei, Taiwan International Computer Exhibition. The simplified notebook then named “Netbook” due to its lightweight design and focused internet application. Eee PC was aimed on consumer market of developed countries, targeted as “Secondary Computer” for existing computer users, as well as first computer to the user of the developing world, the name “Eee” derives from "the three Es", an abbreviation of its advertising slogan for the device: "Easy to learn, Easy to work, Easy to play". By third quarter of 2008, notebook shipped quantity including netbook, had exceeded desktop computer, two years advance from prior market research report’s estimation made before netbook product rollout in 2007. Eee PC was praised as stride-out of value innovation of Taiwan computer industry. Problem discoveries and definitions in this research are: first of all, what is the influence of core technology development strategy toward product innovation? Second, how brand owner works with ODM suppliers on innovative product development? Third, how brand owner reacts to disruptive innovation? Last, what are market successful factors of an innovative product which based on core technology competence? Analysis framework of this research consists of three aspects: strategy and organization, technology, marketing. As an exploratory study, research design is qualitative research and case study over certain firms: Asus and Acer, with 90% market shares of netbook in year 2008. For data gathering, primary data came from interviews to firms’ management team members, specifically R&D and PM Directors, secondary data studies came from varies sources: research reports, annual reports, and so on. To explore the influence of core technology competence toward product innovation in idea generation and product development stage, study of related theories in advance is necessary: core competence, value chain, disruptive innovation, new product development procedure, absorptive capability, knowledge transmission, and competitive strategy of technology. Discoveries of this research are: 1.Direction and focus of establishing core competence decides the firm’s position in value chain and the value activities firm engaged. 2.Core technology competence development strategy directs firm’s choice of technology leader or follower, leader focuses on innovative product design, follower focuses on mature technology’s market taking. 3.Customers perceive value is the key consideration that brand owners work with ODM suppliers. “Allocation and Leverage” are strategy that brand owners manage multiple ODM suppliers. 4.From OEM to ODM business model, ODM firms start to develop own independent research projects, this trend leads ODM to be technology supplier in foreseeable future. But, research results can only go through brand owners to consumer market. 5.Key technology suppliers of existing value network will obstruct disruptive innovation products through market’s inertia. 6.Technology based innovative products can’t have competitive advantage in the market without customer’s perceive value. 7.Sales marketing team’s participation is important for disruptive innovation during product development stage. 8.Unexpected new value network will emerge due to uncertainty of high-tech industry, new application out of target market leads to new value network which is different from existing one. 9.Pioneer frequently tries and error for disruptive innovation product due to uncertainty of market, late entrant learned from pioneer’s experience, and react to market demand efficiently. 10.Innovative product without technology gap, firm can’t maintain first mover advantage too long, technology follower have chance to transcend in short period. Conclusions of this research are summarized from above discoveries, and suggestions to industry firms made by this research can be reference to firms’ development strategy of core technology competence as well as product development of disruptive innovation.

台灣隨著聯電與台積電陸續成立晶圓製造廠以來，帶動了整個半導體高科技產業的蓬勃發展，也因而創造了台灣的經濟奇蹟。以電子資訊業為首的高科技產業，無論在營收成長、獲利力或個人產值等方面均有傑出的表現。雖然過去，台灣高科技產業能持續在市場上生存並佔有一席之地，乃在於擁有完善的製造能力與完整的產業供應鏈。但今日，高科技產業長期的經營與運作模式已面臨嚴重挑戰。企業間過度擠壓所造成的削價競爭、產業外移，供應鏈失調等問題，正是高科技產業停滯不前瀕臨生存威脅的最大因素。因此，台灣企業該如何提升其自身的競爭優勢與經營管理能力，並且妥善運用有限的資源進而轉化成對外的競爭策略，將是企業是否能安然渡過該波擠壓洪流，而得以永續經營的關鍵成功因素。 因此，本研究將探討『台灣電腦晶片組設計業經營問題與競爭優勢分析』，藉由分析探討國內兩大電腦系統晶片組設計廠商－矽統科技與威盛電子公司的實際經營狀況，來了解台灣電腦系統晶片組設計業現今所面臨的經營問題。 針對上述探討研究方向，除了參閱多方理論文獻與次級文獻資料外,吾人亦以十多年來實際參與電腦產業經營運作的經驗，並收集分析矽統科技與威盛電子公司發展推動市場的手法，試圖來解釋分析本論文所發現的問題，同時在總結各方面的研討後，提出可能性的對策與方案，使之能在既有的核心能耐與有限的資源下，對其所擁有的核心能力加以強化及發揮，進而產生另一層的經營優勢並提昇該產業的核心競爭力。 本研究結果發現台灣電腦系統晶片設計業： 一、 台系電腦晶片組廠商目前所面臨經營上的機會與問題 劣勢與威脅部分： 1. 新產品的創新能力、類比技術及系統整合能力較差，加上電腦系統晶片組功能整合開發難度與日俱增，在國際競爭上始終無法超前國際大廠（如Intel與nVIDIA）。 2. 由於新技術能力的不足，造成產品推出時程落後；沒有新穎產品的創新能力，無法提供附加價值，不得不採取低價策略。 3. 同業間惡性競爭、下游廠商代工成本提高、獲利不佳引發財務資源不足。 競爭優勢部分： 1.台灣半導體產業專業分工，群聚效果顯著，產業供給鏈完整，對電腦晶片組產品開發設計幫助大。 2.人力素質佳，上下游產業垂直分工，能力強。 3.專業晶圓代工關係密切，並帶動上下游產業發展。 4.營運彈性大，效率高，以達經濟規模，具成本競爭優勢。 5.下游PC資訊產業為堅強支援。 6.設計技術高、能力強、產品運用靈活、整合力佳。 其機會在於： 1.大陸PC/數位消費性電子市場胃納大，台灣具同文同種優勢。 2.IA產品衍生的零組件商機。 3.業界聯盟、技轉和併購增加實力。 4.台灣矽島計畫（IP Mall）成立。 5.與中國市場提供規格制定的可能，進而能利用中國人才加強研發能力。 6.低價電腦需求持續成長，帶動低價的台灣晶片組產品出貨量。 關鍵性成功因素： 台灣廠商應持續強化其競爭優勢，使此優勢有持續性與不可取代性。因此，台灣廠商應憑藉著自身有限的資產與技術能力為競爭的基礎，採用最佳的競爭手段來對抗後進的ATi與nVIDIA的激烈競爭，如：提供更多的產品組合以發揮其綜效的產品策略、最低價產品的定位策略、利用台灣產業群聚效益的優勢發掘最有效率的製造策略等；採用正確的競爭方式以避開正面與外商優勢產品的直接競爭，如：基於目前擁有成熟的技術，運用其技術延展性的特性，積極開發新產品並鎖定中國、印度、印尼、俄羅斯及巴西等新興電腦市場之選擇。 二、 台灣廠商的整合核心技術能力普遍不及外商，尤其在整合性產品中的繪圖核心邏輯部分與類比技術；不過值得慶幸的是新技術的市場推廣往往必須花費許久時間，台灣廠商可藉此發展較便宜的產品，一旦新技術被市場接受時，迅速推廣至市場達到後發先至，後來居上的成功策略，畢竟類似的產品其價格仍佔優勢。 三、 近年來，電腦晶片組所賴以為生的上下游產業，多數廠商雖被迫遷至中國設廠以降低製造成本來爭取較高獲利，原以為此種現象將會造成台灣電腦產業群聚效益的喪失，但所幸的是新的產業群聚效益逐漸於中國的上海地區形成，就如同台灣的竹科與南科一般；因此，台灣電腦晶片組廠商仍擁有較國際大廠較佳的電腦產業群聚效益的優勢。除了該優勢外，台灣廠商若能在有限的資產與技術能力的基礎下，更持續強化其自身的競爭優勢，使此優勢具有持續與不可取代性。如此方能統合己身的資源優勢，進而得有能力來對抗後進的ATi與nVIDIA等廠商的激烈競爭。 / Following the establishment and operations of TSMC（Taiwan Semiconductor Manufacturing Company Limited）and UMC（United Microelectronics Corporation）in Taiwan, the high-tech industry of wafer production flourished and created a reputation nothing short of an economic miracle for Taiwan. In the electronic information field, it became the leading business; outperforming in all aspects showing outstanding profits, income, growth, and personal production value. The high-tech industry of Taiwan then occupied a strong-hold of the market continuously, owing to its manufacturing capability and complete supply chain. Today however, the long time operational model of this industry confronts a serious challenge because of compression among local enterprises. Prices have been cut, factories have been moved abroad, creating a disorder in the supply chain and all can be seen as life or death threatening risks to this systematic industry. The key success factors for sustainable management objectives is going to be how the Taiwanese enterprisers promote their competitive advantage; utilize their business management ability for better efficiency of factories; manipulate the limited resources; and further divert all of the above into a competitive strategy. Through analysis of actual practice and business operations of two PC chipset design house companies（Silicon Integrated Systems Corporation and VIA Technologies, Inc.）, this study will examine and predict『The operational problems related to business management and competitive advantages analysis which are in front of the PC chipset design industry in Taiwan』. Aiming at directions of above stated examinations and analysis by using my experience of participating in management and review of all aspects in PC industry for more than ten years and by reading of papers at sublevels; also by collecting marketing methods of the above two companies; I will explain the problems I have revealed. At the same time, I will provide applicable stratagem and programs for PC chipset industry of Taiwan to upgrade its core competencies and strengthen its competitive force. Results of this study are stated below: A. The operational problems related to business management and competitive advantages in front of the PC chipset design industry of Taiwan A/1: Weaknesses and Threats 1. The PC chipset vendors of Taiwan cannot compete or overtake Intel or nVIDIA in the international market until the following is addressed. In addition to extended difficulties in PC chipset integration, there is an inferior ability in the following aspects: the invention or creation of new products; analogy techniques, and system integration. 2. Due to inadequate new technologies, the new products cannot put into market on schedule. Further, without innovation of products to create added value to a product low price policy has become the only strategy. 3. Vicious competition among similar enterprisers and an increase of labor cost of factories in the production line may induce monetary crises at any point of the chain of the PC industry. A/2 : Competitive Advantages 1. Specialty divisions, clustering of the Taiwan Semiconductor industry and good supply chains all contribute a lot to the development of PC chipset products. 2. Good quality of labor and vertical division of top to bottom production are the factors which enforce the industry. 3. Close ties to the chip production manufacturers promote development of top to bottom enterprisers. 4. Flexibility of management facilitates higher efficiency to reach the economics of scale. A definite cost competitive advantage. 5. The PC information industry constitutes concerted support. 6. Design technology at high level, good capability, splendid flexibility on product applications and fine integration of these elements. A/3: Opportunities 1. Markets for PC and digital consumer appliances for Taiwan and the mainland China is huge because of population and economic growth there in recent years. Consumers share the same culture; belonging to same race also is an advantage. 2. Opportunity deriving from IA products for companies to produce peripheral parts. 3. Through alliance of enterprisers, transit of techniques and business merging is an opportunity. 4. Establishment of Taiwan IP mall. 5. To formulate protocols and define specification together with enterprisers in mainland China for a market there. Further to utilize local professionals to promote research and development. 6. Demand for low cost PCs will increase steadily which will enable Taiwan to export more PC chipset products. A/4: Key Factors for Success The Taiwan companies should continue to strengthen their competitive advantages to maintain their continuity and non replaceable character. Also apply the limited resources and technical know-how as a base of competition. Furthermore by adopting better competitive measures to confront the new more advanced competitors such as ATi and nVIDIA. These measures may include a greater product portfolio synergy; the assembly of more complex and efficient products made in Taiwan; a low cost product positioning strategy in order to avoid face to face competition; a redirection of the current mature technologies into technology extensions for products aimed at the emerging PC markets such as China, India, Indonesia, Russia and Brazil. B. The ability to integrate core technologies by the Taiwan industry is less efficient than foreign companies especially the graphics core-logic and analog techniques. It is fortunate that it often needs a long time for a new technique to appear in a market. The Taiwan companies can use this time gap between the existing mature technique and another generation of know-how to develop modified low price alternative products. Once the new technique is accepted by the market, it can be spread to the market with a faster speed to achieve a better result. After all, prices of similar products still occupy the good position for profit. C. In recent years many factories, from top to bottom producers were forced to move to the mainland China in order to lower the cost of their production for higher profits. At first it was thought that these phenomena may cause the disappearance of industry clustering in Taiwan adversely affecting the supply chain. Fortunately the outgoing factories were clustered in the Shanghai area very similar to Hsienchu Science Park and Southern Taiwan Science Park in Taiwan. The PC chipset design industry of Taiwan can thus still maintain their clustering advantages to confront the big factories world wide.

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