從衝突與能力觀點分析
兩岸 6-8 吋專業晶圓代工經營策略

鐘皎文

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從衝突與能力觀點分析兩岸 6-8 吋專業晶圓代工經營策略

An Analysis of the Cross-Strait 6-8 inchs Foundry Service Business Strategy

鐘皎文 , Masters　　Advisor：陳筱琪;蔡文鈞　　

繁體中文

衝突類型；企業能力；策略聯盟；晶圓代工廠；重新整合能力； Type of conflict ； Eenterprise Capabilities ； Strategic Alliances ； Foundry ； Re- integration

Abstract │ Reference (58) │ Times Cited (1) │ Altmetrics

Abstract 〈TOP〉

Parallel Abstract 〈TOP〉

Professional small-to-medium size wafer foundries on both sides of Taiwan Strait are moving leapfrog into high margin and high value-added competitive advantage with innovative strategy. In the global competition, due to shortening product life cycles, increasing research and development expenses, the wafer foundries who particularly rely on innovation, research and technologies as the main source of competitiveness need to take a wide range of strategic alliances and innovation in order to avoid being eliminated in a dynamic industry environment. The present study focuses and analyze on the conflict type and corporate capability of wafer foundries during business transformation process based on questionnaire from top fab management. Finally, this study identifies the most suitable transition model to enhance the brand upgrade and optimize the product structure, innovative model of strategic alliances, and mergers and acquisitions trend.
This study was collected through literature, together with questionnaire from top industry experts. The study covered foundry managers each with at least 15-year professional working experiences from 22 wafer foundries. 10 valid questionnaires were collected using DEMATEL correlation analysis to establish criterion guidelines, and by cause and effect diagram, build the structural model, and then use the New DANP to analysis the weighting factor of each criterion to decide the basis for this program, then based on the SAW selection for foundries business strategy model. Finally further in-depth study of the transition process in all facets of corporate capabilities, using AHP to analyze the impact of weighting factors, will benefit top management in business operation.
This study shows that professional wafer foundries during the transformation process, when facing the overall assessment of conflict types and corporate ability, the order to improve is “objective conflict”, followed by “dynamic ability”, “cognitive conflict”, and “interest conflict”. And the most appropriate strategy model is to "optimize the product structure", followed by "brand promotion". In the corporate capability factor category the order is "re-integration”, “technological innovation”, “resource capability”, and finally “analysis of consumer demand."

Reference ( 58 ) 〈TOP〉

2.李思嫺(2003)，組織內外部因素、建立自有品牌決策與廠商績效之關聯性研究，國立成功大學企業管理研究所碩士論文。
連結：
5.帥韻儀(2003)，以問題解決為導向之衝突問題解決模式建立之研究，中原大學企業管理研究所碩士論文。
連結：
6.張慈文(2005)，自有品牌與代工業務平衡發展模式之分析，國立中興大學企業管理學系所碩士論文。
連結：
12.劉子巍(2009)，台灣代工廠商轉型自有品牌之經營模式，中原大學企業管理研究所。
連結：
13.吳尚橫(2010)，從能耐落差分析台灣高科技企業建立品牌之外部合作模式，中原大學企業管理研究所。
連結：

Times Cited (1) 〈TOP〉

陳冠中(2016)。電動車趨勢下影響台灣汽車產業價值鏈移動之關鍵要素。中原大學企業管理研究所學位論文。2016。1-64。

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