以資源基礎理論 探討半導體產業的整合趨勢

To Explore Semiconductor Industry Integrated Trend by Resource-based Theory

陳列全

指導教授 ： 林則孟

國立清華大學/科技管理學院/高階主管經營管理碩士在職專班/碩士(2013年)

https://doi.org/10.6843/NTHU.2013.00805

摘要

摘 要
目前智慧行動裝置主導了大部分電子產業的成長，此趨勢也讓半導體產業在後PC的世代能持續向上攀升；然而，半導體的產業鏈與供應鏈仍不斷的演變，相關的企業一定要觀察到水平分工與垂直整合之變化，瞭解並盤點自己的資源，進而提出相對應的策略，才能讓企業保持競爭優勢。
本研究係以資源基礎理論探討半導體產業的整合趨勢；首先以雙螺旋理論，觀察個人電腦的產業到智慧行動裝置產業之演變歷程，並以著名的摩爾定律(Moore’s law)與超越摩爾定律(More-than-Moore)進一步分析探究半導體產業的發展。在產業分析上，發現產業鏈與供應鏈彼此間有著複雜的關係和整合的趨勢。最後，再運用資源基礎理論探討專業晶圓製造服務公司與上下游公司的整合方式，分析企業間藉著本身不同的優勢與資源，如何做到最適切與緊密的整合，企業才能發揮更大的競爭優勢。畢竟電子產業與半導體產業所面臨的競爭是來自全世界一流的公司，沒有兩把刷子是無法在超越摩爾定律的世代存活下來的。
在個案的研究中，以CMOS影像感測器為例，詳細說明專業晶圓製造服務公司與兩家下游公司在製程上的整合，共同服務上游的客戶（IC設計公司），成功且持續推出具有競爭力的產品，並在此產業成為一大龍頭。藉由分析這三家企業整合的競爭優勢，發現其原因不僅來自有形的資產與資源，更重要的是無形的資源與資產，例如：專利、商業機密、資料庫、商譽等：此外，成功的產業整合也攸關個人能力，當企業擁有重要的關鍵人物（其具有創新與技術能力、管理能力、人際網絡能力…），其整合便更加容易！當然，絕佳的組織能力也是不可或缺的，有相同的組織文化對於改善整合效率非常重要！這是一項屬於組織的內隱能力，不會隨著人員的流動而變化，如此整合而形成的競爭優勢，才能更持續向上攀升。
【關鍵字】摩爾定律、超越摩爾定律、雙螺旋理論、資源基礎理論、供應鏈、
垂直整合與策略聯盟

關鍵字

摩爾定律 ； 超越摩爾定律 ； 雙螺旋理論 ； 資源基礎理論 ； 供應鏈 ； 垂直整合與策略聯盟

並列摘要

Abstract
Currently, most of the electronics industry growth is resulted from smart mobile devices. This trend allows the semiconductor industry to continue grow in the post-PC era. The semiconductor industry supply chain, however, is continuing to evolve. Companies must watch the evolution of horizontal collaboration and vertical integration in the industry, understand their own strength and resources, and make relevant change(s) to maintain a competitive edge.
This study is based on the resource-based theory to understand the integration trend in the semiconductor industry. First, the theory of double helix is used to analyze the industry evolution from the personal computer(PC) to the smart device. The semiconductor industry has developed with technology development following the famous Moore’s Law and with a new trend in Moore-than-Moore technology development. We observed complex relationship and trend of integration among companies through the semiconductor supply. Based on resource-based theory, we studies the integration of foundry semiconductor company with her upstream and downstream companies in the semiconductor supply chain. From closer integration between enterprises, companies can obtain a greater competitive advantage to face contestants from some of the best companies around the world.
For the case study, we used CMOS image sensors as an example. A foundry company and two partner companies integrated their manufacturing processes to service the customer(IC design company). They successfully launched competitive products and sustained the competitive advantage to become one of the leading group in the CMOS image sensor industry. Careful analysis of the integration of the three companies shows that the competitive advantage not only resulted from tangible assets and resources and, more importantly, from intangible assets and resources, such as patents, trade secrets, database, and business reputation. Talented people with good personal skills are also critical for such industry integration. These people may have innovation and technical ability, management capability, and interpersonal network that are relevant to the specific industry. Of course, excellent organization culture is indispensable. Having the culture is very important to achieve good integration efficiency. Organizational culture is an implicit capability of the company, and will not change with personal changes. Such, integration and formation of the competitive advantage will be lasting and continue to make new progress.
Keyword: Moore's Law, More-than-Moore, double helix, resource-based theory, supply chain, strategic alliance

並列關鍵字

Moore's Law ； More-than-Moore ； double helix ； resource-based theory ； supply chain ； strategic alliance

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