本研究針對台灣IC設計公司，探討其創新資源、創新活動、創新能力與產品轉型能力的關係，本研究希望能從中找出因不同個案所造成的模式，提供IC設計業在選擇新產品開發策略的最佳模式。
本研究歸納分析研究如下：
【研究發現一】IC設計業的創新能力來源為知識的吸收、創造與蓄積，並以核心能力四個構面的知識和技能、實體技術系統、管理系統、價值觀和規範為平台。
【研究發現二】IC設計業的創新活動以原型試製之專案為主。
【研究發現三】IC設計業者可以創新能力區分為兩種：一為創新能力較高的市場領導者，另一為創新能力較低的市場跟隨者。
【研究發現四】IC設計業者的新產品開發模式，其技術路徑相依度較高者，新產品技術由公司自行開發，而區分為增加新產品線的多產品線產品轉型模式與精進原產品線的集中漸進產品轉型模式。
【研究發現五】IC設計業者的新產品開發模式，其技術路徑相依度較低時，新產品技術透過購買、合資、合作開發、購併與技術授權取得，而區分增加新產品線的為多元化產品轉型模式與轉換產品線的脫胎換骨產品轉型模式。
【研究發現六】市場龍頭者由於核心能力介面多、有較多之創新資源，故可採用集中漸進、多產品或多元化轉型方式，永續經營。
【研究發現七】跟隨者由於核心能力少、創新資源欠缺，故以集中資源方式，切入利基型產品之脫胎換骨的轉型。
【研究發現八】跟隨者由於核心能力少、創新資源欠缺，故以集中資源方式於現有領域，爭取市場龍頭而形成集中漸進式的產品轉型。
【研究發現九】IC設計公司可以取得授權或買斷IP，配合既有核心能力，快速使產品轉型。
【研究發現十】由於市場競爭，IC設計業者須先爭第一名才能賺大錢，最終目標才是多元化Diversification，增加產品線、擴大營運規模以分散風險。
研究結果發現，IC設計業者的創新管理是產品轉型的基礎，且四種產品轉型模式可提供IC設計業在選擇新產品開發策略的參考。因此本研究建議IC設計業者在做產品轉型時可依自身的條件選擇適合自己的新產品開發策略。 / This thesis is focused on the relationship of Taiwan IC design companies’innovation resources, innovation activities, innovation capabilities and products transition ability. Also hope to find a model based on different cases, and provide IC design industry an optimal model when choosing new product develop strategies.
We could summarize this thesis to the following findings:
(1) The innovation capability of the IC design industry comes from absorption of knowledge, creation and accumulation, and as a platform of the four construction (knowledge and skills, real technology system, management system, value proposition and regulation) of the core capability.
(2) The innovation ofIC design industries is focused on the projects of prototype pilot run.
(3) There are two kinds ofIC design industries based on their innovation capability, one is the market leader with higher innovation capabilities, and the other is the market follower with lower innovation capabilities.
(4) Regarding the new product develop model of the IC design industries, those companies with higher technology path dependence will develop their own product technology, and therefore separating into multi-product line product transition model and original product line central incremental product transition model.
(5) The new product develop model of the IC design industries, those companies with lower technology path dependence will get the new product technology by acquirement, joint venture, co-development, merge and technology transfer, and separating into adding new product line product transition model and revolution product transition model.
(6) Market leader have higher core capability and innovation resource, so they can use the method of concentrate incremental, multi-product or multi-way transition, and therefore their business could last long.
(7) The follower has less core capability and lack of innovation resource, so they use central resource way and cut in niche product transition model.
(8) The follower has less core capability and lack of innovation resource, so they use central resource way in the current field, and fight for the market leader position to become central incremental product transition.
(9) IC design companies accelerate their product transition by acquiring IP and with their own capability.
(10) Due to the market competition, IC design companies need to fight for number one to make money. The last objective is to reduce risk by diversification, add product line and increase operation scale.
The innovation management of the IC design companies is the base of product transition, and the four product transition models can provide references for choosing new product develop strategy. So this research recommends IC design companies to choose their own new product develop strategy based on their own condition when doing the product transition.
| Identifer | oai:union.ndltd.org:CHENGCHI/A2010000501 |
| Creators | 丁金樹 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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