El trabajo considera uno de los puntos centrales de la investigación de gestiones estratégicas: ¿cómo crear y mantener una ventaja competitiva a largo plazo ? Está basado en una estructura orientada a los recursos y capacidades centrándose en aquellas firmas/empresas con capacidades-clave.Este planteamiento se basa en el concepto de que las firmas/empresas de industrias en continuo desarrollo no pueden sostenerse sobre sus capacidades-clave durante un periodo muy largo. Tienen que desarrollarse, adaptarse y renovar estas capacidades para seguir siendo competitivas. Este proceso de desarrollo de capacidades depende en gran medida del camino seguido anteriormente. Por eso es crucial para el sostén de esta ventaja competitiva la interacción entre el pasado y las necesidades futuras de la empresa.A menudo existe una relación ambivalente entre las capacidades-clave de la empresa y el desarrollo de nuevos proyectos. Los proyectos se ven dificultados por la inercia inherente de la empresa contra toda nueva forma de comportamiento laboral. Los proyectos especiales que se aplicarán a una gran extension desde el negocio principal podrian convertirse en un foco de tension dentro de la organizacion.El trabajo fue conducido con la ayuda de estudios de casos descriptivos/comparativos en el sector de la industria de alta tecnologia. Los datos fueron obtenidos de revistas empresariales, internet, paginas web, entrevistas personales, y observaciones participativas. Un proceso de "pattern matching" fue utilizado para relacionar descubrimientos empiricos con 3 "patterns" construidos apriori.El trabajo puede servir para complementar el marco general de referencia para el manejo de "core-capabilities" dinamicas. El acercamiento busca tambien promover el enlace entre la "intrapreneurship" y la capacidad de aproximacion conducida en el campo de manejo estrategico, corroborando que el contexto intraprenurial soporte la construccion de una organizacion focalizada en los recursos y las capacidades. / The dissertation considers one of the central themes of strategic management research: How to create and maintain a competitive advantage over a longer period of time? It is based on a resource- and capability-oriented framework focussing on the firms' "core-capabilities". The approach follows the idea that firms in fast changing industries cannot rest on their current core-capabilities for a longer time frame. They have to develop, adapt, and renew theses capabilities to stay competitive. This capability development process depends to a great extend on the firm's former development path. Therefore it is crucial for the sustainment of the competitive advantage how the corporate management makes a link between the experience from the past and the firm's future needs.Often there is an ambivalent relationship between the firm's core-capabilities and new development projects. The projects are hindered by the inertia of the incumbent organization against new forms of working behaviour. Especially projects that depart to a great extent from the main business may become a focal point of tension inside the organization. The research was conducted with the help of descriptive/comparative case-studies in the high-technology industry sector. Data were gathered from firm brochures, internet sites, personal interviews, and participating observations. A pattern matching process was used to match empirical findings with 3 apriori constructed pattern. The work may serve to complement the frame of reference for the management of dynamic core-capabilities. The approach seeks also to foster the link between intrapreneurship and the capability-driven approach in the field of strategic management, corrobating that the intrapreneurial context supports the building of a resource- and capability-focussed organization.

Raw material resources in Taiwan are limited; moreover, Taiwan has a small market scale, so Taiwan¡¦s enterprises must develop toward globalization. This research regards passive component industry of Taiwan as research object and examines how the requirements of the global supply chain are when the local industries transform into the global ones through the secondary data. This research also utilizes an innovation model to analyze the change in business model and the core component of IT architecture. What information technology and core capability should the enterprises possess to overcome the challenges of globalization? This research has found that the enterprise has significant changes both in core capability of the IT architecture and business model while it transforms the local business into the global business. Globalization for the Corporation is a radical innovation. This research finally concludes that the passive component industry for global supply chain has to possess 5 capabilities of business model management and 5 IT abilities to promote the competitiveness of globalization.

This article investigates the practical application of open innovation principles within industrial new product development (NPD). Previous research on open innovation has primarily focused on the notion as such and not yet on how to integrating the principles of open innovation with well- established models for NPD. We aim to help close this knowledge gap. The purpose of this study is to explore how firms can benefit from opening up the NPD process by integrating the principles of open innovation with the well-known and widespread Stage-Gate model. To do this, previous literature is studied in combination with case study data investigating the existing occurrences and potential opportunities of employing the principles of open innovation within NPD at a firm within the upstream Oil &amp;amp; Gas business. Our empirical study shows that there are great virtues in the systematization of the already occasionally occurring open innovation practices. Additionally, a noticeable desire to pursue a more open approach to NPD was identified among the respondents. The results of this study allowed the enactment of a practitioner-oriented work model which exploits the advantages of “openness” while simultaneously capturing the benefits deriving from the systematic and structured approach implied by the Stage- Gate model. Furthermore, by opening up the Stage-Gate model, yet another opportunity is exposed: to allow the work model to facilitate a systematic adjustment of the way value is created and captured within the company (I.e. its business model and its underlying core capabilities) to the external environmental dynamics. This aspect is further included in the new work model. The main implications of this study are that is indicates great opportunities and possibilities in opening up the NPD process. It further introduces an easy applicable work model that facilitates the opening. Moreover, our results apply not only to firms within the Oil &amp;amp; Gas industry, but to all NPD processes where a Stage-Gate methodology is employed. / <p>Validerat; 20101217 (root)</p>

摘要 核心能力往往是企業在競爭激烈的商場中賴以生存之憑藉，然而環境變動程度劇烈使得各企業固有之核心能力面臨挑戰，學界紛以提出核心能力僵化、核心能力無效論來解釋此一現象。近來台商赴大陸投資之熱潮，從媒體工作者不斷提出不同標題如「該西進，亦或是上進」可見一斑。然而台商在台灣賴以競爭之核心能力，移轉至大陸後仍能保持其競爭優勢嗎？或是僅需因地制宜而稍加改變後，仍能發揮其效果？ 動態能力說由核心能力說演化而來，而因應環境之改變而迅速調整自身之核心能力乃動態能力說最為強調且關切者。而探討能力移轉模式的學說甚多，但多是考慮因應政治法律、社會文化、經濟，以及教育等因素而選擇不同的模式移轉。而對於經營知識因應環境的修正，本研究將調整方式分為「本質」的調整與「程序」的調整來作為區分其調整經營知識之依據。 本研究依據文獻整理之結論，以核心能力觀點與環境、時間變數提出動態能力之新定義。本研究認為，在母國企業的核心能力，因為母國企業至地主國設廠或合資，使得核心能力至地主國需要調整與修正，而造成核心能力的組成與發展都可能有所不同。此種因應環境而不斷改變組織之核心能力的過程，即為「動態能力」的概念。此種定義與過往學者所強調之不同在於時間變數之加入，能夠清楚看出過去之核心能力與修正後之核心能力其動態變化的過程，以補過往學者僅探討單一時點核心能力之不足。本研究以前往大陸投資之台商為個案探討對象，共計五個個案。個案進行之程序從該公司前往大陸投資之目的為起始，進而找出其在台灣之核心能力。而後，由能力移轉至大陸時，所需因應當地環境等因素之不同而修改的能力有若干、程度為何著手。最末者，將各公司因應當地環境所需新創之能力作一描述與探討。 本研究所探討之個案公司所前往大陸之目的幾乎都以成本為首要考量，其次以市場因素而前往投資者亦不在少數。分析各個案研究公司後，有以下命題：所欲移轉核心能力之技術知識複雜度、內隱程度愈高，能力移轉模式愈傾向直接投資。母公司對於投資之地主國公司所有權擁有程度愈高，能力移轉程度愈高。台商所前往地主國環境愈複雜、條件因素愈弱，以及地主國公司目標差異與母公司愈大者，該企業能力移轉修正與新創能力之程度愈高。地主國之生產條件因素愈差、支援與相關產業表現愈差、地主國對產品需求本質與母國差異愈大、地主國企業策略、結構，以及競爭狀態與母國差異愈大，能力移轉修正程度愈大。企業愈傾向內銷市場導向，需要在地主國創造新能力的傾向愈強。此外，本研究亦發現，企業因其處於產業價值鏈上位置之不同，將因而影響其前往地主國投資之動機。 本研究所提出之動態能力觀點，不僅適用於學術上之研究，亦能給予產業界些許建議。第一，由母國移往地主國之移轉模式是否與該企業核心能力之技術特質相對應。第二，對於地主國企業之所有權擁有程度是否與移轉模式之選擇相對應。第三，欲前往之區域其鑽石體系是否能提供該企業未來策略擬定之支持。第四，內銷導向之企業，對於法令之知曉程度需較外銷導向之企業靈通。第五，瞭解自身處於產業價值鏈之位置，並且對於企業本身所能提供之價值單元做一界定，使得赴大陸投資之動機與核心能力相互呼應與搭配。此外，本研究亦對後續研究之學者提出部分建議。第一，往後可針對企業單一核心能力（如生產能力）作動態能力之分析，可收專精且深入之效。第二，未來研究學者可接續探討能力移轉後，對地主國產業或企業之擴散效應。第三，研究可始自核心能力在母國之形成與背後之原因，如此可與移轉後能力需修正之原因相互對應，或許所研究出之成果，更值得產業界作為赴大陸投資前之參考。 / Abstract Core capabilities are the basic elements by which an enterprise could survive in the competitive business field. However, the violent variation of the environment makes the innate core capabilities of the enterprise face the challenge. Therefore, the academic community proposes “rigidity core capabilities” and “invalidity of core capabilities” to explain why the enterprises’ inability to face the variation of environment would occur. Nowadays, it has been a fever that more and more Taiwan’s entrepreneurs invest in Mainland China. The trend is also definitely revealed by the headline of the magazine such as “should we move westward to Mainland China or go forward by ourselves rooting in Taiwan?” Could core capabilities, which the enterprises implement in Taiwan, still sustain competitive advantages when transferring in Mainland China while transferred into local branches in Mainland China? Or is it possible that core capabilities may be transferred slightly to suit the measure to local conditions and could become more effective in the new region. The theorem of dynamic capabilities, evolving from core capabilities, highly emphasizes and deeply concerns that the ability of adjusting capabilities to fit in the variation of the environment. There are lots of debates over the capabilities transferring models, which is based on differences of the political, social, cultural, and educational factors. In an attempt to clarifying the modification path of business knowledge, this research adopts two business knowledge adjusting methods: nature modification and process modification. Basing on scholars’ concerning research documents, this research generates the new definition of dynamic capabilities: core capabilities, environment variations, and time variables. In this research, originally-existed core capabilities, with corporations investing in or joint ventures in the host countries, will be modified to adjusting into current circumstances. This process, which modified core capabilities of the organization to adopt different environments, is so-called “dynamic capabilities”. This definition could find out the process of the dynamic variation, which is from core capabilities in the past to modified ones. This research discusses those who invest in Mainland China and there are 5 cases totally. The analytic process of these cases is in a logical way. Starting from finding out the objective of investing in Mainland China and then look for theirs’ core capabilities in Taiwan. When transferring capabilities to Mainland China, Taiwan enterprises’ modified capabilities for fitting into the different environments would be found out. The last part, capabilities created for local conditions would be described and discussed. The objective of the 5 cases in this research all concerns about the cost and market issues. After analyzing these companies, we could obtain the proposition: if the complexity of technical knowledge of transferring core capabilities is higher, the tendency of transferring model would be direct investment; if the ownership of the investing company is higher, the level of transferring capabilities would be higher; if the environment of host country is more complex, the level of capabilities modified and created would be higher; if the performance of supporting and related industry is worse, the level of capabilities modified would be higher. Besides, the different places on the industry value chain would affect the objective of investing in host country. The dynamic capabilities perspective proposed by this research not only suits for academic community, but also could give some suggestion for industrial circles. First of all, is the transferring model highly related to the technical characteristic of core capabilities? Secondly, is the level of ownership of host enterprise highly related to transferring model? Thirdly, does the supporting and related industry of that area support enterprise’s future strategy? Fourthly, enterprises selling in the host country should learn more about the legal issues than exporting enterprises. Fifthly, to understand which place enterprises themselves are in the industry value chain and which value unit they could offer to fit in the objective of investing in Mainland China. Besides, this research also proposes some suggestion for future scholars. Firstly, they could analyze dynamic capabilities for the single core capability, such as production capabilities which are usually competitive advantages of Taiwan enterprises. Secondly, diffusing effect for host industry after capabilities transferring could be discussed. Thirdly, future researches could start from finding out the forming reason of core capabilities and then compare to the objective of investing in Mainland China. Therefore, the result would be more practical for Taiwan enterprises’ reference before investing in Mainland China.

台灣資通訊產業面臨毛利率與獲利屢創新低的困境，但國內部分企業仍能維持高於同業的毛利率與獲利水準，本研究將這類企業稱為「藝匠型企業」，研究問題包括：（1）藝匠型企業應如何定義？（2）藝匠型企業的核心能耐為何？（3）藝匠型企業如何培養與延伸新的核心能耐？有哪些途徑？如何選擇？ 本研究採個案研究法，在手機產業設定五家企業為個案進行分析研究，發現藝匠型企業在擴大事業範圍前，會優先深耕特定領域的技術深度；具有主動實驗未來的精神和常態的知識創造活動，因此能把握先機，優先布局下一階段事業成長所需的技術；和該領域全球龍頭業者有深厚的供應商或客戶關係，除了是穩定訂單來源外，也能掌握或共同定義未來技術趨勢。 因此，藝匠型企業的核心能耐資產不斷提升，具有長期競爭力，而非短線的機運或能力，這也是能維持高水準毛利率和獲利率的原因。 藝匠型企業的核心能耐是實體技術系統、管理系統、員工知識與技能和價值觀的組合，這項組合深受創辦人與經營團隊專長影響，且藝匠型企業傾向以師徒制自行培育人才，員工需熟練公司專屬的流程與常規，這也使得外界不易以挖角形式取得該藝匠型企業的核心能耐。 藝匠型企業傾向朝產業上游延伸新核心能耐，延伸途徑可分為內部研發、外部併購與聯結研發三類；又以內部研發、深度聯結研發最能形成長期核心競爭力。 1. 內部研發是在既有資源（人員、時間、資金）充足、目標是重點新能耐時的第一選擇，通常可形成長期競爭力； 2. 外部併購或合資通常是為了快速卡位（快速取得新核心能耐及市場），併購是完整移轉其他企業的核心能耐，若整合成功可形成長期競爭力，合資則僅移轉其他企業的部分核心能耐，因此通常只是短期競爭力； 3. 聯結研發的速度與成本介於中間，有助於借外界長處、同時培養內部專屬知識。其中強勢網絡的深度聯結研發，表示參與者均投入較強的組織承諾，有機會帶來長期競爭力，弱勢網絡則因多方的組織承諾不同，通常只是短期競爭力。 / While the IT and Telecom Industry in Taiwan generally suffers from low gross-margin rate and profit, some companies still sustain these at a higher level than others. In this thesis, these outstanding companies are defined as “Modern Craftsman Companies.” The aim of this thesis is to find out: (1) How to define “Modern Craftsman Company”? (2) What are the core capabilities of a Modern Craftsman Company? (3) How does a Modern Craftsman Company develop its core capabilities and extend into new ones? What are the paths? How to make the choices? Research was conducted using case studies of five companies in the mobile phone industry. The results show that when Modern Craftsman Companies extend the scope of their businesses, they devote themselves to a certain area of technology and go deep into it. Also, their spirit of actively experimenting along with regular knowledge-creating activities results in their ability of foreseeing great opportunities. Lastly, long and strong relationships with leading suppliers and major clients not only brings stable and sustainable orders, but also help these companies have control over or even co-define the trends of future technology. Thus, Modern Craftsman Companies have an ever-improving core competence position and long-term competence, not just luck or abilities that only work in short-term. This is how Modern Craftsman Companies can keep a higher margin rate and profit rate. The core competence of Modern Craftsman Company is the combination of physical technical systems, the managerial system, employee knowledge and skill, and its values and norms. This combination is deeply influenced by the founders’ and management’s expertise. Because this kind of company tends to cultivate its talents using a mentor system and the employees need to know the process very well, it is very unlikely that it obtains its core competence simply by recruiting its staff. Modern Craftsman Companies tend to extend their core competence to the up-stream part of the industry. The paths include internal development, acquisition & development, connection & development: 1. Internal development is the best choice when the existing resources (human resource, time, capital) are abundant and the new aim is an important competence. 2. Acquisition and joint venture are usually used to gain a new core competence and market quickly. Acquisition is to have the other firm’s core competence fully transferred. If successfully integrated into the acquirer itself, a long-term competence is formed. Joint venture is used only to transfer some part of the other firm’s competence and usually merely brings short-term competence. 3. Connection & development works somewhere between the two above-mentioned principles in perspective of speed and cost. It helps by utilizing external expertise as well as developing internal exclusive knowledge. When the network of connection & development is strong, the involved parties commit more and therefore there is greater chance of forming long-term competence. On the other hand, when the network is weak, commitments on different parties bring only short-term competence.

本論文主要在探索作為產業組織核心之「公司」，將其知識以公開或特定之標準或程序加以模組化(modularization)後，進行公司內部與外部以產品開發為主之知識分工(division of knowledge)與再用(reuse)活動，因而衍生的組織與管理問題，以及公司間知識移轉與學習問題。並希望藉由產業實證，發展以「知識模組化與再用」為基礎之技術創新理論。 研究過程採取紮根理論，針對了軟體產業四家公司與半導體設計業四家公司，分別就其採取軟體元件與矽智財之模組化創新現象進行深入訪談研究，進行編碼過程，將觀念類別抽象化為「績效與競爭力」、「研發知識模組技術力」、「知識模組再用力」、「知識模組平台演進力」、「組織政策與文化」、「產業基礎模組主導者之引導力」、「市場異質性」、「知識模組交易/交換成熟度」及「產業中介組織推動力」等九項。 根據實證發現，知識模組創新公司企業常規為(1)採取知識模組再用平台為核心之產品/服務創新模式；(2)以平台為考量之組織構型設計；(3)建立四項公司內部重要能力—包括研發知識模組技術力、知識模組再用力、知識模組再用平台演進力、及組織政策與文化。至於影響產業知識模組交換/交易之因素，則為(1)開放之平台知識模組來源；(2)營造利於知識模組再用之供需脈絡；(3)妥善運用產業網絡。 有關理論之建構，本研究選擇「平台經濟性」作為核心類別，並以「知識模組動態組合價值性」作為演化準則，經由主軸編碼與選擇編碼等程序，發展出九項命題，藉以建構「平台經濟性創新(economies of platforms innovation)」理論。根據該理論，本研究指出知識模組創新公司，可依據能力審視、能力構築、能力持續等三階段，建構其動態核心能力。 本研究最後針對產業與政府等實務界，提出綜合性建議如下： 一、對產業界之建議 應注意與學習辨識所處產業是否正進入後產業化階段之分合(dis-integration)過程所產生之知識分工趨勢，並參考本研究所提出之「平台經濟性創新理論」，研擬以「平台經濟性」為基礎之知識模組化創新策略。同時，應積極運用知識模組供需脈絡與產業網絡之力量。 二、對政府產業政策之建議 針對協助個別企業提升內部能力方面，可加強輔導企業發展以知識模組再用平台為基礎之研發計畫，並且建立標竿案例與最佳實務，以提供企業導入「平台經濟性創新策略」之參考。同時，針對有主導潛力之知識模組創新企業，協助其深化發展產業主流平台。 此外，與國際相較，台灣知識型企業之規模仍屬偏小，政府輔導機制可加強推動國際級產業基礎模組主導者與國內業者結盟、輔導建立夥伴廠商體系(e.g.旗艦計畫)、輔導建立知識模組交易/交換機制、協助釐清知識模組之智慧財產權爭議、以及積極參與國際標準制訂，並快速擴散相關資訊與技術供產業參考等。 / Knowledge modularization is a popular phenomenon in knowledge-based industries. This study explores issues related to companies, which use open or specific stan-dards/procedures to encapsulate their knowledge into modules, and then use such mod-ules to pursue internal and/or external division of knowledge and knowledge reuse activi-ties, for the purpose of developing products. The said issues include the organization and management issues, as well as knowledge transfer and learning. Through the process of empirical field investigations this study aims to develop a new technological innovation theory, which is based on knowledge modularization and reuse. This study adopted the Grounded Theory, together with case studies, as the main methodology to guide the research process. Eight companies were selected as case stud-ies, which included four companies from the software industry and four design houses from the semiconductor industry. We interviewed these companies to discuss in-depth modularization innovation concerning software components in software industry and silicon intellectual properties (SIPs) in the semiconductor industry. The collected data is differentiated into nine conceptual categories, which are the (1) performance and com-petitiveness, (2) technology capabilities for developing knowledge modules, (3) capabili-ties for reusing knowledge modules, (4) evolution of knowledge module platforms, (5) organization policy and culture, (6) leadership in terms of basic industry modules, (7) market heterogeneity, (8) maturity of knowledge module transactions/exchanges, and (9) promotion of intermediary industry organizations. According to the study's findings, knowledge module innovation companies usually adopt the following procedures : (1) use knowledge module reuse platforms as the core of product/service innovation models; (2) organization structure design based on platforms; establish four internal capabilities, including (i) enhance the technology capabilities for developing knowledge module, (ii) reusing knowledge modules, (iii) speed up the evolution of knowledge module reuse platforms, (5) establish organization policy and culture. As for factors impacting industry knowledge module exchanges/transactions, these include 1) knowledge module sources for open platforms, 2) create supply and demand beneficial to knowledge module reuse, 3) making good use of industry networks. Regarding the formation of a theory, the “economies of platforms” are used as the core category, and develop the “dynamic combination value of knowledge modules” as a criterion of evolution. Through axial and selective coding, nine propositions are devel-oped to support and construct the theory of "economies of platform innovation". Accord-ing to this theory, the study finds that knowledge module innovation companies can build their dynamic core capabilities through three phases, including capabilities positioning, building up capabilities, and sustaining capabilities. The study also proposes several suggestions for the industry and government: 1. Suggestions for the industry: Companies should closely watch and learn to recognize whether the structure of the industry in which they operate is entering a dis-integration process leading to division of knowledge. If so, the companies can refer to the theory of "economies of platform in-novation", to take action on knowledge module innovation strategies based on the economies of platforms. Meanwhile, they should utilize the power of the sup-ply-demand of knowledge modules and industrial networks. 2. Suggestions for the government's industry policies: For the purpose of helping individual firms raise their capabilities, the government could improve R&D assistance programs focused on the establishment of knowledge module reuse platforms. The government can also establish benchmarks or best practice cases as references for companies who would like to adopt innovation strategies for economies of platforms. Furthermore, knowledge module innovation companies with the potential to become industry leaders can be further assisted in developing mainstream industry platforms. Besides, compared with international companies, the scale of knowledge-based companies in Taiwan is small. Therefore, the government can strengthen its efforts in promoting alliances between international industry leaders and Taiwanese companies, help Taiwanese companies to establish strategic partner networks, assist companies in establishing transaction/exchange mechanism for knowledge modules, clarify issues re-lated to intellectual properties of knowledge modules, participate in international stan-dards bodies, and provide up-to-date and relevant market and technology information.