個案探討台灣太陽能電池公司新進企業動態能力發展

太陽能電池產業在台灣可謂為近年來接續半導體及TFT-LCD產業的新興產業，除了2009年因為2008年金融風暴及西班牙調整補貼政策影響略為衰退外均是正成長，太陽能電池為台灣太陽能產業中產值最高的。而且相關的生產技術與半導體與TFT-LCD生產技術均有相關，製程時間短及簡易。技術上的關聯，再搭配台灣生產管理技術，未來的發展應是可以期待的。本研究以台灣地區兩家太陽能電池新進公司為個案，探討兩家新創太陽能電池公司如何運用動態能力觀點面對外界激烈競爭的環境，如何面對產業無常的變化，仍能使公司持續保持及提升競爭力。太陽能電池市場的產業環境，除了受到補貼政策的牽引及市場需求影響，亦受到矽原料產量與價格的限制，另不斷下降的售價均為主要影響因素。每一項目的變動便對整個產業造成影響。兩家個案公司均經歷過這樣的環境變動，亦表現出其動態能力，能因應環境變動提升競爭能力，而累積出其目前的地位。兩家個案公司均能取得技術切入市場，快速擴充產能，透過策略聯盟取得料源。一家成為整合型的大廠，以經濟規模降低成本的成本領導方式為出發點再求技術上的開發，而另一家以技術為出發點，朝專業廠方向進行，產出高轉換效率電池來做成本領導、差異化及集中化作為產業競爭策略。最重要的競爭要點，仍然是在成本，相關的策略、技術與能力，最後的目的仍是要降低成本，使達到市電同價，使太陽能電池能成為世人能接受的再生能源。政府既然無法提供國內市場滿足業界需求，建議政府再加強政策鼓勵大力扶持國內設備業者，與太陽能電池業者合作開發生產設備及製程，使台灣太陽能電池技術能真正的技術生根發展，並降低生產成本。台灣太陽能電池業者的真正對手，並不是國內業者，真正的威脅是對岸完全上下游整合一條龍的大陸業者，連製程設備都能自行生產的真正威脅者。

關鍵字

新進企業；個案分析；動態能力；太陽能電池

並列摘要

Solar cell industry in recent years in Taiwan can be an emerging industries to continue the semiconductor and TFT-LCD industry, in 2009 solar industry was recession because the 2008 financial crisis and the impact of the Spanish incentive policy adjustments, solar cell revenue is the highest in Taiwan solar industry. And solar cell production technology are family with semiconductor and TFT-LCD production technology, solar cell process time is short and simple. Associated technology, and then with Taiwan production management technology, future development should be is to be expected. There are two new Taiwan solar cell Companies in this case study, to explore two new solar cell maker making use of dynamic capabilities perspective to face the outside competitive environment, how to face the uncertain industry, the company can still continue to maintain and enhance competitiveness. Industry environment of solar cell market is effect by the incentive policy and the impact of market demand, but also by the production of silicon raw materials and material price restrictions, and the other falling solar cell price are all the main factors. Changes in each factor will affect the entire solar industry. The two companies have experienced such a case the environment changes, but also demonstrate its dynamic capabilities, in response to environmental changes can enhance their competitiveness, and accumulate its current position. Both companies have achieved rapid expansion of production capacity with technology into the market, the silicon material obtained through strategic alliances. First one become big integrated company, cost leadership principle reduced the cost by economic scale as the starting point and then seek the development of technology. Second one have chosen technology as a starting point towards the direction of professional solar cell company, output high-efficiency solar cell do cost leadership, differentiation and focus are as its industry competitive strategy. The most important point of competition is still the cost, the relevant strategies, technology and abilities, the final purpose is to reduce the cost and reach grid parity, so that solar cells can be acceptable to the world of renewable energy. Since the Taiwan government can not provide the domestic market to meet the requirements of the solar industry, recommended that the government policy to do more encourage the support of domestic equipment industry, and the solar cell industry both to develop production equipment and processes, so that Taiwan''s solar cell technology can be rooted in Taiwan and reduce production costs. Taiwan solar cell industry''s real opponent, not the domestic company, the real threat is China company who can provide the one-stop fully integrated upstream and downstream of the solar industry, with its own made production process equipment.

並列關鍵字

Dynamic capabilities ； case studies ； new enterprise ； Solar cells

參考文獻

2. 新日光能源科技股份有限公司http://www.neosolarpower.com/

4. 昱晶能源科技股份有限公司http://www.gintechenergy.com/tw/

8. 太極能源科技股份有限公司http://www.tainergy.com.tw/index.asp

2. 光電科技工業協進會PIDA(2010) 2010年太陽光電市場與產業發展年鑑

1. Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management,Vol.17:1

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個案探討台灣太陽能電池公司新進企業動態能力發展

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