Strategic Alliance of Semiconductor Industry: A case study of Philips, STMicro, Motorola, and TSMC Alliance

Strategic Alliance of Semiconductor Industry: A case study of Philips, STMicro, Motorola, and TSMC Alliance

卓明金(Ming-King Cho)

指導教授 ： 莊正民

國立臺灣大學/管理學院/國際企業學研究所/碩士(2004年)

https://doi.org/10.6342/NTU.2004.00104

摘要

半導體產業具有資本密集與高度技術的特性，而近年來在競爭激烈的國際市場中，全球各大半導體公司,為了快速取得先進製程技術與產能,紛紛採行併購或者策略聯盟的方式,以掌握商機。本文以飛利浦半導體公司、意法半導體公司和摩托羅拉半導體公司與台積電的策略聯盟為例，探討半導體產業策略聯盟的形成、執行與管理。策略聯盟合作夥伴可利用台積電的製程技術和晶圓產能開發新產品﹐台積電則可透過NextSys 平台與更多國內外客戶合作﹐創造雙贏局面。

關鍵字

策略聯盟 ； 半導體

並列摘要

Semiconductor industry has been known for its capital and technology intensive characteristics as well as global competition. Recently many companies in the industry carry out M&A as well as strategic alliance to access the advanced technology and manufacturing capacity for faster time-to-market. This study, exploring formation, implementation and management in semiconductor industry, is based on Crolles2: the strategic alliance of Philips, STMicro, Motorola, and TSMC. Paving the way to win-win scenario, partners of the alliance can use the technology and capacity of TSMC for their product development, while TSMC as the technology enabler can expand the NextSys platform to other customers.

並列關鍵字

strategic alliance ； semiconductor

參考文獻

M. Yoshino and U. S. Rangan (1995). Strategic Alliances: An entrepreneurial approach to globalization

Y. L. Doz and G. Hamel (1998). Alliance advantage: The art of creating value through partnering

Robert S. Kaplan and David P. Norton (2000) The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment

Robert S. Kaplan and David P. Norton (1996) The Balanced Scorecard: Translating Strategy into Action

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