碩士 / 國立清華大學 / 經營管理碩士在職專班 / 106 / R&D is an important part of the company's core technology. Since the globalization of the market and the shortened product life cycle demand has rised, centralized R&D organizations needed to transform to meet the needs and expectations of global customers. It is a good opportunity for an organization to grow rapidly by acquiring other organizations to get existing markets, plant operations, raw material sources, R&D teams and technologies. How to effectively integrate research and development units in various countries to maximize synergy has become an important research topic for scholars since 1970.
This research illustrate R&D organization planning framework for R&D internationalization from the early stage to the mature stage by summarized several R&D internationalization journal papers. This study uses case study of silicon supplier, G firm, to investigate the linkages establishment between different worldwide R&D units in order to achieve an integrated R&D network from overseas merge and acquistion (M&A) activity in 2016. The results show the evolution of intergrated R&D organizations before and after M&A activity. Some managerial implications and suggestions of short-, mid-, and long-terms development are provided.
| Identifer | oai:union.ndltd.org:TW/106NTHU5457077 |
| Date | January 2018 |
| Creators | Hsieh, Chi-Hsiang, 謝啟祥 |
| Contributors | Chang, Yuan-Chieh, 張元杰 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 48 |
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