- 學位論文
技術演進下垂直分工廠商經營疆界變遷之研究－以台積電及聯電為例
Business Boundary Transformation of Vertically-Disintegrated Firms under Technology Evolution: Case Studies on TSMC and UMC
摘要
半導體產業價值鏈經歷了四次結構性變革之後，雖然呈現高度專業分工的現象；但隨著技術的不斷演進，又逐漸演變出一些協同合作的新模式，顯示出目前半導體產業似乎有由完全專業分工轉為部分整合的傾向，只是幅度不大。因此至今仍沒有一明朗的趨勢顯示，未來產業的走向究竟會在整合與分工的光譜中哪個位置達成平衡。在此一觀察之下，本研究欲探討台灣半導體產業傾向垂直整合與專業分工的情形，以及其各種協同合作模式的情況為何？為了縮小範圍，本研究聚焦於半導體產業中的晶圓專製廠商（Foundry），欲探討的問題為：「在技術演進之下，Foundry的公司經營疆界（Boundary）有何變遷？」 本研究為一探索性的研究，因此採用個案研究方法中的質性研究法。在強度抽樣的原則下抽取具有較高資訊密度和強度的個案，遂選取有晶圓雙雄之稱的台積電與聯電作為個案樣本進行研究。並根據公司組織、客戶結構、夥伴關係、資訊交換與人力資源五項探討公司經營疆界的構面，搭配深度訪談，蒐集整理個案公司的各種初級與次級相關資料。 本研究結果針對Foundry經營疆界的實際變遷軌跡歸納出五種層面。發現在製程技術與設計複雜度的演進之下，Foundry經營疆界的變遷在垂直部份包括了繼續深化其製造能力，以及向前整合設計方面的能力。水平部分則涵蓋了本業規模的水平擴充，以及多角化擴充至其他產業。最後公司在自身核心業務的層次上也會產生變化，由原本製造代工轉向專製服務以及品牌經營。此外本研究應用交易成本理論，試圖針對Foundry經營疆界變遷的現象與原因進行分析及解釋，並據此提出了十八項準命題，可供後續研究進行進一步的驗證與討論。
並列摘要
In the history of semiconductor industry, it has evolved from a vertically integrated structure into a vertically disintegrated structure. However, as the semiconductor industry evolves into the era of sub-wavelength process technology and ULSI products, the paradigm has a trend toward to a “virtual intergration” status. It is not clear whether this trend will continue to envlove or the disintegration stuucture will remain the main stream. This research aims to explore such an industrial evolution pattern from the foundry point of view, and study how foundry companies collaborate with others under technology evolution. To be more specific, this research studies the business boundary transformation of foundry companies. The research methods of this study are based on case study method and qualitative research method consisting of empirical data collection and in-depth interviews with industrial experts. TSMC and UMC, two leading foundry companies in semiconductor industry, were selected as the sample companies. Business boundry transformation was analysed from five perspectives including organization deisgn, customer profile, business partnership, information exchange, and human resource. In addition, though the use of Transaction Cost Theory, 18 quasi-propositions were proposed. The business boundary transformation of foundry companies under technology evolution could be summarized as five dimensions: (1) Foundry companies continue to enhance thier manufacturing capability; (2) Foundry companies have partially integrated design capability in order to attain complementary resources to provide complete IC solutions to customers; (3) Foundry companies continue to expand their manufacturing capacity; (4) Foundry companies might spin off some specialized functions and form new companies. (5) Foundry companies have transformed their core business from manufacturing outsourcing to manufacturing service and brand development.