Please use this identifier to cite or link to this item: http://hdl.handle.net/11455/20671
標題: 技術策略建構與發展之個案研究
A Case Study on Technology Strategy Configuration and Development
作者: 吳信德
Wu, Hsin-Te
關鍵字: Core Competence
核心能耐
Technology Strategy
Strategy System Maps
Fit
技術策略
策略系統圖
配適
出版社: 企業管理學系所
引用: 中文部分 圖書 麥可波特(1997)。策略是什麼?(上) (李田樹譯)。世界經理文摘,125,22-49。台北市:長河出版社。(原作1996年出版) 麥可波特(1997)。策略是什麼?(下) (李田樹譯)。世界經理文摘,126,74-93。台北市:長河出版社。(原作1996年出版) 麥可波特(1999)。競爭優勢(上) (李明軒、邱如美譯)。台北市:天下文化。(原作1985年出版) 麥可波特(1999)。競爭優勢(下) (李明軒、邱如美譯)。台北市:天下文化。(原作1985年出版) 王興毅、陳梧桐、謝孟玹編著(2003)。2003半導體工業年鑑。台北市:經濟部。 王興毅、陳梧桐、謝孟玹編著(2004)。2004半導體工業年鑑。台北市:經濟部。 張紹勳 (1998)。多變量統計分析。台北市:松崗出版社。 產業情報 (2005)。台北縣:聚富文化。 陳梧桐、覃禹華、范哲豪、謝孟玹編著(2005)。2005半導體工業年鑑。台北市:經濟部。 葉立誠、葉至誠 (1999)。研究方法與論文寫作。台北市:商鼎文化公司。 賴士葆、謝龍發、陳松柏、曾淑婉編著 (1997)。科技管理。台北市:國立空中大學。 謝孟玹、練惠玉、彭茂榮、余瑞琁編著(2006)。2006半導體工業年鑑。台北市:經濟部。 期刊論文 尹啟銘、司徒達賢、黃俊英(1989,7月)。產品創新自由度、企業策略與技術政策之關係-台灣資訊電子業實証研究。管理評論,8,73-98。 李峻明 (1999)。企業技術引進策略、認知與實際整合差距對新產品研發績效影響之研究。未出版之碩士論文,國立中央大學企業管理研究所,中壢市。 沈宗毅 (2006)。研發國際化的組織與策略:以國外在台半導體研發中心為例。未出版碩士班論文,國立清華大學科技管理研究所,新竹市。 周慧瑜 (2002)。營建工程專案承包商風險處置決策模式之研究。未出版之博士班論文,國立台灣大學土木工程研究所,台北市。 林晉寬(1995)。從資源基礎理論探討資源特性與成長策略之關係。未出版之博士班論文,國立政治大學企業管理研究所,台北市。 邱憶惠 (1999)。個案研究:質化取向。國立高雄師範大學教育系教育研究,7,113-127。 翁明祥 (1989)。技術創新政策與事業經營策略的配合,對技術創新績效之影響-台灣合成樹脂業實證研究。未出版之博士班論文,國立政治大學企業管理研究所博士論文。 張玉芬 (2003)。企業能耐基礎成長策略之個案研究。未出版之碩士論文,國立台灣大學資訊管理研究所,台北市。 張雅婷 (2006)。TFT-LCD產業內廠商技術策略與績效之研究:動態能力觀點。未出版之碩士班論文,國立嘉義大學管理研究所,嘉義市。 傅碩玲 (2004)。世界主要半導體製造廠商的生產力評估 /隨機生產邊界之應用 世界主要半導體製造廠商的生產力評估/隨機生產邊界之應用。未出版碩士論文,嶺東技術學院財務金融研究所,台中市。 劉常勇 (1999)。在中小企業技術策略與技術資源管理之探討-以建準電機為研究對象。1999研究發展管理實務案例暨論文研討會,台北市。 賴士葆 (1992)。科技策略與新品發展績效相關之研究。台北市:大葉文教基金會,頁27-50。 羅正普 (2002)。以策略觀點建構資訊時代事業模式理論模型之研究。未出版之碩士論文,國立台灣大學資訊管理研究所,台北市。 網路資源 DIGITIMES科技網:http://www.digitimes.com.tw/ TSIA (2007)。2006年第四季暨全年度我國IC產業營運成果。台灣半導體產業協會。 工業技術研究院:http://www.itri.org.tw/chi/index.jsp 台經院產經資料庫:http://tie.tier.org.tw/tie/index.jsp?data_base_id=DB001 產業經濟與趨勢研究中心(IEK):http://www.iek.itri.org.tw/Home/Home.aspx 聯合知識庫:http://udndata.com/ 聯發科技股份有限公司2000、2001、2002、2003、2004、2005年年報。 聯發科技股份有限公司網站:http://www.mtk.com.tw/ 英文部分 Books Aaker, D.A. (1988). Strategy Market Management, (2nd ed.). New Jersey: John Wiley & Sons. Bitondo, D., & Frohman, A. (1981). Linking Technological and Business Planning. Research Technology Management. Boston: Allyn and Bacon. Dhayagude, T., Jayagopal, M., & Manayathara, T. J. (2001). Is The IDM Model Doomed. IPC Globalization Project. Massachusetts: MIT Industrial Performance Center. Freeman, C. (1974). The economics of industrial innovation. Cambridge: The MIT Press. Glueck, W. F., & Jauch, L. R. (1988). Business Policy and Strategic Management. New York: McGraw-Hill. Hamel, G. and Prahalad, C.K. (1994). Competing for the Future. Massachusetts: Harvard Business School Press. Hamel, G.. (1994). The Concept of Core Competence. In Hamel, G.& Heene, A.( Eds.), Competence-based Competition (pp. 11-13). Chichester: John Wiley & Sons. Hellriegel, D., Jackson, S. E., & Slocum, J. W. (1999). Management ( 8th ed.). Ohio: South-Western College Publishing. Hofer, C.W., & Schendel, D. (1978). Strategy Formulation: Analytical Concepts. MN: St. Paul. Maidique, A. M., & Frevola, A. L. (1988). Technology Strategy. In Burgelman & M. A. Maidique (Eds.), Strategic Management of Technology and Innovation (pp. 233-235). Illinois: Richard D. Irwin. Maidique, M. A. and Patch, P. (1982). Corporate Strategy and Technological Policy. In M.L. Tushman & W.L. Moore (Eds.), The Management of Innovation (pp.273-324). New York: Pitman Publishing. Miles, R. E., & Snow, C. C. (1978). Organizational Strategy, Structure and Process. New York: McGraw-Hill. Porter. M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press. Yin, R. (1984). Case Study Research: Design and methods. London:Sage Publication. Yin, R.K. (1989). Case Study Research Design and Methods. Newbury Park: Sage. Journal Articles Anderson, P., & Tushman, M. L. (1991). Managing Through Cycles of Technological Change. Research-Technology Management, 34(3), 26-31. Andrew, C. B., & Robert W. Z. (1984). An assessment of Critical Success Factor. Sloan Management Review, 25(4), 17-27. Ansoff, H.I., & Steward, J.M. (1967). Strategies for a Technology-based Business. Harvard Business Review, Nov-Dec, 71-83. Benbasat, I., Goldstein, K.D., & Mead, M. (1987). The case study research strategy in studies of information systems. MIS Quarterly, 11(3), 369-386. Bone, S., & Saxon, T. (2000). Developing Effective Technology Strategies. Research-Technology Management, 43(4), 50-58. Bonoma, T., (1985). Case research in marketing: opportunities, problems, and a process. Journal of Marketing Research, 12, 199-208. Briance, M., Aloke, B., & Mamnoon, J. (1998). Dynamics of Core Competencies in Leading Multinational Companies. California Management Review, 40(4), 117-132. Brockhoff, K., & A. Pearson (1992). Technical and Marketing Aggressiveness and the Effectiveness of Research and Development. IEEE Transaction on Engineering Management, 39(4), 318-324. Brockhoff, K., & Chakrakarti, A.K. (1988). R&D/Marketing Linkage & Innovation Strategy: Some West German Experience. IEEE Transactions on Engineering Management, 35(3), 167-174. Burgelman, R. A., & Rosenbloom, R.S. (1989). Technology Strategy: An Evolutionary Process Perspective. Research on Technological Innovation, Management and Policy, 4, 1-23. Clark, H. (2001). Innovation, what Innovation? A Comparison between Product, Process and Organizational Innovation. International Journal of Technologies Management, 22, 83-107. Clarke, K., Ford, D., & Saren, M. (1989). Company technology strategy. R&D Management, 19 (3), 215-229. Dotory, G. N., & Delery, K. (2001). Measuring Performance of Emerging Business. Journal of Business Venturing , 8, 391-408. Drazin, K. (1988). R&D/Marketing Linkage and Innovation Strategy: Some West German Experience. IEEE Transactions On Engineering Management, 35(3), 167-174. Gallon, M. R., Stillman, H. M., & Coates D. (1995). Putting Core Competency thinking into Practice. Research Technology Management, May-June, 20-28. German Experience. IEEE Transactions On Engineering Management, 35(3), 167-174. Hafeez, K., Zhang Y. B., & Malak N.(2002). Core Competence for Sustainable Competitive Advantage: A Structured Methodology for Identifying Core Competence. IEEE Transactions on Engineering Management, 49(1), 28-35. Leonard-Barton, D. (1992). Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13(1), 111-125. Long, C., & Vickers-Koch, M. (1995). Using core capability tocrate competitive advantage. Organizationl Dyamics, 7-20. Marino, K. E. (1996). Developing Consensus on Firm Competencies and Capabilities. The Academy of Management Executive, 10(3), 40-49. Miller, A. (1988) A Taxonomy of Technological Settings, with Related Strategies and Performance Levels. Strategy Management Journal, 9, 239-254. Pegels, C.C., & Thirumurthy, M.V. (1996). The Impact of Technology Strategy on Firm Performance. IEEE Transactions on Engineering Management, 43, 246-249. Porter, M. E. (1996). What is strategy. Harvard Business Review, Nov-Dec, 61-78. Prahalad, C.K., & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review, May-June, 79-91. Purcell, K.J., & Gregory, M.J.(1998). The role of learning agents in the process of building organization competences. Proceedings of the Second International Symposium on Management of Technology, 5-14 Siggelkow, N. (2002). Evolution toward Fit. Administrative Science Quarterly, 47, 125-159. Spital, F.C., & Bickford. D.J. (1992). Successful competitive and technology strategies in dynamic and stable product technology environments. Journal of Engineering and Technology Management, 9, 29-60. Tampoe, M. (1994). Exploiting the core competitive of your organization. Long Range Planning, 27(4), 66-77. Tushman, M. L., & Nadler, D. A. (1986). Organization for Innovation. California Management Review, 28(3), 74-92. Zahra, S., & Covin, J.G. (1993). Business strategy, technology policy and firm performance. Strategic Management Journal, 14, 451-478. Zahra, S., Sisodia, R.S., & Das, S.R. (1994). Technological choices within competitive strategy types. International Journal of Technology Management, 9 (2), 172-195.
摘要: Technology has played an important role in information age. From the perspective of RBV, technology is presently the most important resource for firms in competitive environment, therefore the management issues of technology become an important component of firm's strategy. This research explores the technology strategy configuration and development through a case study of a well established IC design firm in Taiwan, MediaTek. This research also analyzes the logic behind the strategies of MediaTek, attempting to understand the choices that the firm has make to enhance its core competency and to propose useful suggestions to the company. This research provides an explanation that when business develops technology strategies; they must analyze how much contribution this strategy will produce in terms of forming new core competencies. The next step is to establish an appropriate strategic positioning and activities to enhance the firm's core competencies. Hence, when business form technology strategies, they must use strategic objectives to decide the level of involvement. Companies develop business growth strategies should evaluate whether firms' core competency respond to the external opportunities or not.
受到資訊革命的衝擊,技術成為廠商策略選擇之重要考慮變數。就資源基礎的觀點而言,「技術」是現今競爭環境下組織最重要的資源,因此對技術的管理便成為企業策略中重要的一部份。 本研究在於探討全球前十大、台灣第一大IC設計公司-聯發科技,自成立十年以來之技術策略建構與發展,並進一步探索其背後邏輯。期望瞭解公司如何透過技術策略的選擇來不斷地強化自己的核心能耐。並且在本研究的結論中給予公司在技術策略擬定上的具體建議。 本研究說明了企業在發展技術策略時,必須思考其能為企業在建構新核心能耐上,產生多大程度的貢獻,進而透過適當的策略定位與活動來完成技術策略所欲達成的目標以強化企業的核心能耐。因此,企業在面臨技術策略選擇時,應以策略目標作為涉入程度的參考依據。此外,企業在發展企業成長策略時,應該評估企業所擁有的核心能耐是否能夠回應外部機會,無法回應之處必須新建能耐以克服環境的限制,以核心能耐延伸的角度來制定成長策略。
URI: http://hdl.handle.net/11455/20671
其他識別: U0005-2806200722104300
文章連結: http://www.airitilibrary.com/Publication/alDetailedMesh1?DocID=U0005-2806200722104300
Appears in Collections:企業管理學系所

文件中的檔案:

取得全文請前往華藝線上圖書館



Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.