臺灣半導體產值已佔全球半導體產值的百分之二十，而臺灣IC設計產值亦已佔全球第二位之重要位置，然而現今在全世界之市場、產品定義、及產品規範都掌控於歐美世界大廠之手，臺灣IC設計產業如何擺脫低價競爭之厄運，甚至有時就算低價競爭，也無法在歐美IC設計大廠已攤平開發成本下，在價格上取得任何優勢；因此在原有臺灣IC設計產業舊有之經營模式，大陸山寨市場提供一個絕佳從資通訊產業上、中、下游之產業鏈重組之模式，臺灣IC設計產業因此在經營模式上必須找出一可以創造產業鏈上、中、下游多贏之經營模式。山寨手機是目前相當成功的一個案例，也創造出一個華人市場特有的手機產業鏈模式，因此此一成功案例也成為目前臺灣IC設計產業最想複製並找出其中致勝之道。 本研究主要探討之問題有四：晶片設計產業，在擴散其核心競爭力時，往往是跨產業別之新的開始，應考量之要點為何？ 為切入成熟市場，新的晶片設計公司從”邊陲市場”切入該產業時，產品需提供何種差異化?需提供何種服務並如何取捨? 晶片設計公司原本為腦力密集產業，強調是小而美；然而面對現今山寨產品之風行，山寨系統廠將營運重心轉往銷售及量產管理，則晶片設計公司在組織上如何因應此種產業分工之改變? 晶片設計公司之核心能耐擴展，在山寨市場所需具備之條件為何？ 本研究主要藉由策略與組織、技術能力、與市場因素三個構面做為主要分析架構。由三主要架構再細分各架構之變項，在策略與組織中，共有企業經營團隊、核心競爭優勢、組織架構、及網絡定位等變項；在技術能力中，則有過去所累積之產品開發經驗、內部知識傳遞之效率、外部可利用之資源網絡、產品開發管理制度、組織學習能耐及企業之知識管理系統等變項；在市場因素中，則有市場需求之變化、產品行銷、產業合作網絡、及政策因素。 本研究所獲得之研究發現則針對於策略與組織、技術能力、與市場因素此三構面分別描述如下： 一、 在IC產業擴展產業別時，穩扎穩打以鞏固進入產業核心競爭力之根基為企業領導者之主要任務，因此循序漸進為較適當之策略展開作法。 二、 IC設計公司為對客戶提供更多的服務，且面對新的挑戰時，從現有組織分出一獨立組織，或是在公司內部創造出新的組織結構，以便重新定義新流程或定義新的工作型態。 三、 當IC設計產業為因應山寨產業之生態，若需跨足原先IT產業分工中，屬於品牌廠所需負責之工作時，因財務之負擔，必須審慎以對。 四、 企業以”邊陲進入”之模式切入成熟產業，若在硬體平台相類似下，僅以低成本之差異，但無法取得消費者在其他產品特性方面之認同，則將難以形成產品認同。 五、 企業在跨入其他產業時，利用購併之方式快速取得核心技術，重新定義新任務所需之流程及價值觀為首要任務。 六、 技術追隨者在進入市場時，選擇以”邊陲市場”進入為一正確之選擇，然而利用”五力分析”分析市場競爭者之動態，隨時調整本身策略為更重要之功課。 / According to the market report, 20% market share of world wide semiconductor market is supplied by Taiwan’s companies, and the total market share of Taiwan’s IC design house is ranked as second within world wide IC design companies. But until now, all of the product definition and product specification are dominated by USA or Europe companies. Even to offer the price competition strategy to the target market, sometimes Taiwan’s IC design house also cannot break even by the traditional quickly follower business model. China market offers a good market, which is different with the traditional business model, to re-organize the business chain, and we called it as “Shanzhai” market. Taiwan’s IC design company could define a new business supply chain to win back some market share within the mature market. “Shanzhai” mobile phone market is a successful case, and it also create a special business supply chain within Chinese countries. Based on this successful case, other Taiwan’s IC design companies also want to analyze and find out the successful business model. Within this research, there are four questions should be covered, and shown as below.  Within the IC design industry, what’s kind of consideration should be discussed when it try to expand it’s core competition?  When a new IC design company want to cut in a mature market, what’s kind of service should be considered except the product differentiation?  IC design house is a high technology company and focus on small size but with high quality engineers. If IC design companies tried to target on servicing the “Shanzhai” market, they how to re-organize the traditional organization to meet the different models with small quantities business models.  To expand the IC design house core competition for servicing “Shanzhai” market, what’s kind of conditions should be prepared? Within this research, it consists and discussed from three dimensions which are strategy and organization, technology capability, and market factors. Under the three dimensions, there are some detailed key factors should be covered. Under the strategy and organization, it should cover company management team, core competition analysis, organization structure, and the position within the supply chain. Under the technology capability, it should cover the product development experience, the knowledge communication efficiency internally, the learning capability of new technology, and knowledge management system. Under the market factor, it should cover the analysis of market demanding, market promotion, business cooperation, and policy consideration. By the three dimensions(strategy and organization, technology capability, and market factors), this research have the following finding. 1. When the IC design company expand it’s core business, it is better to expand the core business sequentially as it’s strategy. 2. In order to provide more new services other than traditional services of IC design company, the IC design house is much better to organize a new supporting organization or re-organize a new section to support to re-define the working SOP or define a new working model. 3. In order to service the “Shanzhai” market, the IC design company may involve the service of traditional brand name company’s business. The financial burden is a critical issue should be considered at first. 4. When the IC design house tried to step into a mature market as technology follower, it should try to find other differentiation point other than lower price only. 5. When the IC design house try to merge other IC design company for quickly step into a new market, the first priority is to re-define the new working SOP and target task for new group. 6. The technology follower select a second/or third priority market as their target market is a correct selection. But the most important is to adjust the own strategy dynamically according to competitor’s status.

台灣半導體業自1970年代發展至今，垂直分工完整，從上游的IC設計、製造，到下游的封測與配銷，都有眾多企業投入。本研究著眼於台灣半導體產業中，最上游的IC設計公司之競爭策略與經營模式，主要有幾個原因： 1.台灣有超過300間IC設計公司，吸納了眾多理工相關人才。 2.在全球範圍內，近年的產業結構劇變導致IC設計公司消長迅速。 3.IC設計可靠著正確的產品崛起，但也容易後續乏力，是高風險高獲利的產業。 4.經20餘年發展，世界前20大IC設計公司中，台灣企業已佔到5席。此時回顧IC設計公司的發展歷程，探究其成長策略，當可做為未來其他新進業者參考。 企業成長的策略模式是多樣化的，本研究整理相關文獻與個案發展歷程，針對四家台灣不同領域的IC設計公司所做分析，提出IC設計公司成長策略的擬定，可以由「市場面」、「技術面」，和「策略面」出發。目的在於，探討台灣IC設計業在成長過程中，面對外部競爭環境如何擬定競爭策略以建立、維持競爭優勢。 本研究實證結果摘要以下幾點： 1.技術面：新創IC設計公司資源不足，專攻特定技術可盡速累積經驗與未來發展資源。為了補足資源缺口，可以考慮緊跟產業標準制定者，進行產品規劃。 2.市場面：透過挑選指標型客戶，建立穩定的訂單來源，以及市場聲譽。 3.策略面：引進重要客戶或業界龍頭入股，加深合作關係。 關鍵字：IC設計、競爭模式、創新策略、成長策略、競爭優勢。 / Since 1970s, the semiconductor industry in Taiwan has formed a complete vertical specialized system which consisted of numerous companies from the upstream IC design, manufacturing, assembly & testing to the downstream IC distribution. The reasons why this study focused on the competitive patterns and business models of IC design includes: 1.There are more than 300 fabless IC design house in Taiwan and the whole industry attracted lots of young engineering talents and became remarkable to Taiwan economy. 2.Significant structural transformations changed the whole industry recently. 3.IC design house can rise rapidly by just one right product and fall even faster if they missed the right timing. So the industry is about high operation risks with high return on investments. 4.To learn the successful stories of Taiwanese IC design could be reference classes for the coming start-ups. The growth strategies of corporations are quite diversified, therefore, this study induced the related documents and generalized the history of four case companies to find how they develop growth strategies. This study proposed the growth strategies could be formulated out of three dimensions: the market orientation, the technology orientation and the strategy orientation as below: 1.Technology orientation: In order to accumulate necessary resources for future growth, IC design start-ups may concentrate on core technologies and keep in step with the industry standard setters to plan their product line. 2.Market orientation: Collaborate with key clients to gain stable purchasing orders and reputations. 3.Strategy orientation: Leverage key clients or industry leaders to do market development. Keywords: Fabless IC Design, Competitive Patterns, Innovation Strategy, Growth Strategy, Competitive Advantage.

台灣IC設計產業的技術並非是最尖端的，也不具有低人力成本與低價格的優勢，並且夾擠在先進的「創新領導型聚落」（例如：美國矽谷）與低成本優勢的「製造成本控制型聚落」（例如：中國大陸上海）之間發展。但台灣新竹的IC設計產業聚落卻仍能在知識快速流動的空間趨勢中，持續且擴大地理群聚效應，成為全球IC/半導體產業的重要節點。因此，本論文旨在回答以下的研究問題：在知識快速流動的空間趨勢中，為什麼台灣IC設計產業仍鑲嵌在台灣的經濟社會環境中持續群聚與成長？ 本論文有以下主要研究結論：（一）IC設計廠商在台灣形成新竹與台北兩個產業聚落，新竹產業聚落包含「快速跟隨型」與「專業化型」兩種台灣IC設計廠商，台北則是「專業化型」廠商群聚。「快速跟隨型」IC設計廠商採取「次進市場」時間策略，「專業化型」IC設計廠商則以「市場區隔」時間策略切入產品生命週期；（二）新竹地區廠商的快速跟隨策略，由速度、彈性與成本控制的制度環境所支撐，其群聚效應與成長速度高於台北產業聚落；（三）本論文驗證了知識的快速流動空間，有助於地方空間的快速技術學習與產業群聚效應。 / Taiwan’s IC design industry, located mainly in the Taipei-Hsinchu corridor, has important status in the global value chain of the world semiconductor industry. Nevertheless, it neither has cutting edge technology nor has the lowest cost advantage; it is besieged between leading innovative cluster (eg. Silicon Valley) and catch-up cluster that is based on production cost (eg. Shanghai). Most significantly, it still continues to grow in the age in which place is said to be meaningless due to the tendency of space of flows. This study thus aims to answer the following question: why does IC design industry still continue to embed in and to grow in the northern part of Taiwan? My research findings can be summarized as follows. First of all, it is found that there are two major IC design clusters in the northern part of Taiwan: Hsinchu and Taipei. Secondly, it is found that firms in Hsinchu cluster have both “fast follower” and “specialist” characteristics, whereas IC design firms in Taipei has only “specialist” features. Fast follower firms adopt “second-to-market” strategy and specialist firms adopt “market-segmentation” strategy to enter the product market in the product-life-cycle. Thirdly, due to the fact that fast follower firms in Hsinchu are supported by institutionalized features that can sustain speed, flexibility, and cost-control which Taipei lacks, Hsinchu thus has better agglomeration effect and growth rate. Finally, this study concludes that current tendency of space of flows in which knowledge can be transmitted through space is contributive to Taiwan’s fast technological learning and clustering effect.

<p>У докторској дисертацији изведени су модели за фотоакустички одзив рефлексионе и трансмисионе конфигурације за оптички провидне двослојне узорке са топлотном меморијом, који представља генерализацију до сада коришћених модела и то у три правца: урачунат је утицај коначне брзине простирања топлоте кроз оба слоја, генерализован је модел тако да узме у обзир постојање запреминске апсорпције кроз оба слоја и урачунат је утицај ћелије минималне запремине која се понаша као Хелмхолцов резонатор. Применом овог модела на експериментална мерења показано је да се може проширити фреквентни опсег користан за карактеризацију и осликавање (имиџинг) различитих узорака чиме се повећава тачност одређивања термоеластичних и оптичких особина материјала, а посебно структура са ниским степеном уређења.</p> / <p>U doktorskoj disertaciji izvedeni su modeli za fotoakustički odziv refleksione i transmisione konfiguracije za optički providne dvoslojne uzorke sa toplotnom memorijom, koji predstavlja generalizaciju do sada korišćenih modela i to u tri pravca: uračunat je uticaj konačne brzine prostiranja toplote kroz oba sloja, generalizovan je model tako da uzme u obzir postojanje zapreminske apsorpcije kroz oba sloja i uračunat je uticaj ćelije minimalne zapremine koja se ponaša kao Helmholcov rezonator. Primenom ovog modela na eksperimentalna merenja pokazano je da se može proširiti frekventni opseg koristan za karakterizaciju i oslikavanje (imidžing) različitih uzoraka čime se povećava tačnost određivanja termoelastičnih i optičkih osobina materijala, a posebno struktura sa niskim stepenom uređenja.</p> / <p>In this dissertation, the models of photoacoustic (PA) response are derived for both reflection and transmission PA setup configurations of two-layered optically transparent samples with thermal memory. These models are considered a generalization of the models used so far, in three directions: first, the impact of finite heat propagation velocity through both layers is included, second, the existence of volume absorptionin both layers is taken into account, and third, the effect of the minimum volume cell acting as a Helmholtz resonator is examined. The application this model on the experimental measurements has shown the possibility of the extending the frequency range useful for characterization and imaging of different samples, thus increasing the accuracy of thedetermination of thermoelastic and optical properties of various</p>

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.

本研究之目的，以S公司的IC設計服務專案問題解決方式為案例，運用Dorothy Leonard的基本架構為分析主軸，試圖對S公司IC設計服務部門（台灣工程中心）核心能力建構提出學術性的解釋。本研究採用非實驗性之質性個案研究法，以S公司的三個設計代工及一個內度專案為研究對象。本研究發現如下： 　　壹、技術知識特質對內部技術網路之影響 　　一、本研究發現S公司的IC設計服務專案所面臨的技術問題主要為與設計工具相關知識的改變所導引出來的模組式創新或突破式創新。 　　二、本研究發現面對的問題創新程度高的專案，其內部技術網路連結關係愈強。 　　貳、內部技術網路對知識流通之影響 　　一、本研究發現知識經驗的分享有助於組織知識在轉換過程中創造與蓄積。知識經驗透過師徒制、在職訓練及內部經驗分享，有助於知識在共同化過程中蓄積與傳播。知識經驗透過文件資料撰寫，有助於知識在外化過程中蓄積與傳播。知識經驗透過內部網路分享，有助於知識在結合過程中蓄積與傳播。 　　二、本研究發現組織擁有知識創造型團員有助於組織知識的流通。例如S公司的知識工程師將其內隱知識文件化，加上知識主管的鼓勵，透過共同化、外化的過程，促進了組織的知識流通。 　　三、本研究發現S公司在實驗與原型的活動中，有助於解決知識創造過程中的問題。 　　參、S公司的核心能力 　　一、本研究發現S公司台灣工程中心的核心競爭力如下： 　　　　1. 員工知識和技能－一群對設計工具相當熟悉的I型工程師 　　　　2. 實體技術系統－公司發展的設計工具 　　　　3. 管理系統－經理個人魅力鼓勵員工進行知識經驗的分享 　　　　4. 價值觀和規範－以客為尊，建立長期合作夥伴關係 　　二、本研究發現組織知識流通愈強的專案，有助於組織核心能力建置。 / The intend of study is trying to identify core competency of S Company IC Design Service Department, Taiwan Engineering Center, using the framework proposed by Dorothy Leonard-Barton in 1995. This study is a descriptive and exploratory case study for S company Taiwan engineering center handling three customers’ IC implementation project and one internal new design methodology development project. The major conclusions for this study as below: 　　1. The characteristics of technical knowledge affect internal networking including: 　　　● The technical knowledge challenge, which S company is faced, is mainly derived from module innovation and/or radical innovation when new design tools introduced. 　　　● When the problem project team encountered is lower dependency of organizational technical knowledge, then internal networking work closely is required to resolve the problem. 　　2. The internal networking affects knowledge flow process including: 　　　● Sharing of knowledge experiences is contributive to organizational knowledge creation and storage during conversion process. Making use of master and apprentice system and on-job training to share knowledge experiences is contributive to knowledge storage and spread during socialization process. Making use of writing documents to share knowledge experiences is contributive to knowledge storage and spread during externalization process. Making use of intranet to share knowledge experiences is contributive to knowledge storage and spread during combination process. 　　　● Having knowledge-creating crew is contributive to organizational knowledge flow process. 　　　● During problem solving stage, experimental and prototyping making is helpful for creating organizational knowledge. 　　3. S Company core competency analysis 　　　● S company Taiwan engineering center core competency is concluded as following: 　　　　1. Employee knowledge and skill — There is a group of I type engineers who are skillful in using design tools, 　　　　2. Technical system — Employees have early and un-limited access to S company’s well-developed design tools 　　　　3. Managerial system — Knowledge officer personal inference power 　　　　4. Value and norms — Company motto “Your Long Term Design Partner” 　　　● High throughput knowledge flow project helps S company creating core competency.

一家成功的企業，背後都有一段鮮為人知的試煉歷程，其中「管理思維」也最常為企業主或企業CEO所津津樂道。 因應不同的時期、環境，高階經理人無不追求最新、最適當的管理方式、技巧以使企業體的潛能發揮到極致，為股東帶來最大利益，為公司創造永續經營。 台灣的中小企業在第二次世界大戰後，展現了勤奮、努力、誠實、可靠、彈性的特性，在物質缺乏，百廢待舉的環境下蓬勃發展。當時採取所謂的大策略亦即「粗放管理」，幸運的隨著經濟的浪潮賺到了第一桶金，緊接著，追求高效率生產管理的OEM模式為台灣奠定了代工王國的基礎，再隨著歐美大廠要求台灣企業進一步的貢獻研發智慧的能力，ODM的模式繼之成形。 近年來，大自然環境的變遷影響了供應鏈的功能，歐、美國家國債危機導致全球經濟振盪、失業率高居不下、消費緊縮以及競爭國際化、經濟成長趨緩、資訊隨網路透明化等因素，大部份企業都已淪落至反應型的管理，無法應付突如其來的變數，企業面臨挑戰時，頭痛醫頭，腳痛醫腳。如何在需要策略抉擇時做出適切的決定，甚或預測未來局勢的變動，提前作好準備，正考驗著企業管理者的智慧，而企業經營也必須邁入更高段的小策略亦即「精緻管理」以提高競爭優勢，提昇管理能力，才能立企業於基業長青的不敗之地。 本研究以全方位的「精緻管理」為主軸，以國際IC設計大廠 - C公司的案例驗證「精緻管理」的實施過程與結果並探討台灣IC設計產業的競爭優勢以及管理能力和公司價值兩者之間的關聯性，屬質性與量化混合型的研究。

由於無形資產之重要，有效的管理方法亦相形重要，本文即探討其管理方法─智慧資源規劃。該方法強調智慧資本之管理應以全球為舞台，配合外界資訊並連結企業營運機能，與企業決策相輔相成，進而運籌智慧財產的型態、權能、組合及其佈署，再輔以網絡系統平台。其中智慧資本包括人力資本、關係資本、結構資本，結構資本下又包含已權利化的專利權、商標權、著作權等；外界資訊可藉由產業結構、價值鍊、產品組合、營收結構、技術結構進行分析；企業營運機能則包括研究開發、生產製造、市場行銷、侵權訴訟、授權技轉、財務會計、人力資源等企業活動。唯有如此，方能將提升智慧資本及企業之經濟價值。 本文就智慧資源規劃與傳統無形資產管理方法進行比較分析。其後並選擇IC設計產業之數位電視DVB-T技術為研究對象，並以智慧資本下已權利化、較具體之專利權進行分析，作為智慧資源規劃之實證，藉以觀察管理過程如何與企業外部資訊結合進而協助企業策略、如何與企業其他營運機能配合、如何進行智慧財產佈署，進而影響智慧資本及企業之價值。 無形資產重要性凌駕有形資產，而過去台灣企業也因為授權、訴訟而付出不少代價，若能有效管理無形資產，將有助於產業、企業之發展，希望本文之探討對此能有一點點助益。 / As intangible assets are becoming more important, so is the need for effective methods to manage them. This study provides support for one such management method ─ Intelligence Resources Planning. Intelligence Resources Planning emphasizes that the management of intellectual capital should be based on a global perspective, taking into account the entire world. Intelligence Resources Planning is a method which analyzes external information, links the operations and coordinates the strategies of an enterprise, plans the types, powers, functions, and clusters the applications of intellectual capital, and finally structures the supporting network system. By employing Intelligence Resources Planning enterprises can improve their intellectual capital and economic worth. Intellectual capital includes human capital, relationship capital, and structure capital. Structure capital includes certain rights, such as patent rights, trademarks, and copyrights, etc. External information can be analyzed and collected by considering the industry structure, value chain, product portfolio, profit, and technology structure. The operation activities of an enterprise include research and development, manufacturing, marketing, infringement lawsuits, transfers of technology, technology licensing, financial accounting, human resources, and other enterprise activities. This study sets out to compare Intelligence Resource Planning with traditional methods used to manage intangible assets. Furthermore, it applies Intelligence Resources Planning, specifically patent analyzing, to DVB-T technology of the IC design industry and observes how to use an enterprise's external information to assist with strategy development, coordinating operations functions, planning intellectual property, and improving the value of intellectual capital and the enterprise as a whole. The importance of intangible assets is becoming more significant in comparison to physical tangible assets. Taiwanese organizations, in the past have had to incur high costs for licensing, transfers, lawsuits and other intangible assets. Large contributions and gains can be realized with the development of these enterprises and industries if intangible assets could be managed effectively.

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