臺灣博碩士論文加值系統

不斷的發展新產品, 是企業維持獲利成長主要的動力與根源。本研究主要是以運用技術能耐槓桿(Leverage)的延伸與能耐創新管理的活動，作為企業成長策略的觀念架構。台灣的IC設計業者在國際IC設計大廠的擠壓之下能夠成功的超越成為市場領導者,並站穩成長的腳步,這樣的傑出成功經驗，與許多技術與產品創新的輝煌成就值得加以深入的探討，以提供相關的企業或產業參考。
　　本研究的主要目的，經過觀念的釐清、文獻探討與整理、研究架構的建立等理論性的架構下，針對技術核心能耐的槓桿運用對於企業在產品創新及維持成長上的影響。本研究以液晶電視控制晶片設計業者之聯發科技與Trident 為實證案例，經過理論與實務的結合來進行探討，並得到下面的主要結論：
1.技術核心能耐槓桿運用的延伸對於聯發科技在進入新產業時的成長有正面的影響，對於槓桿運用的延伸初期就開始延續過去的成功經驗，並在核心技術的基礎架構下建立適當的公司基礎架構，維持高度的成長潛力。
２．Trident在建構新技術能耐,技術導向的運用對於新市場的初期雖然可以站穩市場成為領導者，但是在建立新技術能耐之後尚須取得其他能耐以健全企業營運績效下，產品及市場無法持續的維持其領先地位。
　　根據研究結果，本研究針對聯發科技與Trident的個案在液晶電視控制晶片產業的市場競爭下，進行解析兩個案的能耐佈局與策略的活動，並以聯發科技為研究主體，尋找不同時期所建立之能耐，從而找出聯發科技成長的歷程與能耐發展的關係，並解析聯發科技從光儲存晶片、手機控制晶片到跨入液晶電視控制晶片產業的策略條件。本研究建議企業在規劃成長策略時，應在以技術能耐為基礎，以市場機會為思考中心，建立如何透過策略性的能耐建構，以能耐槓桿、能耐創新來維持獲利。

Companies that have continuously been able to sustain profits have maintained a relatively strong position and power in their industry and most of them have done do because they have been able to innovate and develop new products. This analysis is based on the technological competence leverage and the competence for innovative activity, as the concept of growth of an enterprise’s architecture strategy. Taiwan IC design firms in the international IC design companies under the extrusion can be a success beyond the market leader, and firm growth, so that the outstanding success of experience, with many technology and product innovation achievements worthy of them in depth discussion to provide related reference enterprises or industries.
The main purpose of this analysis is to first clarify the important concepts, to explore and organize the literature, and develop a theoretical framework for the proper evaluation of the technological core competence of leverage in product innovation for the enterprises and how to maintain growth. In this study, LCD TV scalar design firms of the MTK (MediaTek Inc.) and Trident are served as case companies. Then a summary of the theory and practice is presented to form the following major conclusions:
1. A company needs technological competence in order to add products and processes. The value of MTK is affected since the revenue and profit growth of a company is achieved by leveraging their core competencies. For an extension to leverage, and to continue with the successful experiences of the past, a core technology architecture foundation needs to be set up under the appropriate company infrastructure to sustain a high growth potential.
2. Trident built up new technologies in the construction, technology-oriented use of new markets for the initial stage, and has allowed them to be a leader in the industry. But for them to maintain competence and remain its leading position, they will need to set up new technologies and ensure a sound operating performance of enterprises, products and markets.
　　To further examine the interaction between MTK and Trident, they will need to resolve the issue with LCD TV scalar market competition, the competence building and leveraging. MTK is a main example where the firm focused and set up competence, and found related growth and capital competence. MTK was able to move from the optical storage chips, mobile control chip into the LCD TV industry''s strategy to maintain and control its leading position. This study reveals that the firm needs to develop a growth strategy on the basis of technological competence in order to capture market opportunities, and to maintain a descent profit return.

書名頁 …………………………………………………………………………… i
論文口試委員審定書 …………………………………………………………… ii
授權書 ………………………………………………………………………… iii
中文摘要 ………………………………………………………………………… iv
英文摘要 ………………………………………………………………………… v
誌謝 ……………………………………………………………………………… vi
目錄 ……………………………………………………………………………… vii
表目錄 …………………………………………………………………………… viii
圖目錄 …………………………………………………………………………… x
符號說明 ………………………………………………………………………… xi
一、緒論 ………………………………………………………………………… 1
1.1 研究背景與動機 ……………………………………………………… 1
1.2 研究目的 ……………………………………………………………… 2
1.3 研究範圍 ……………………………………………………………… 3
1.4 研究架構 ……………………………………………………………… 4
二、文獻探討 …………………………………………………………………… 5
2.1 技術能耐 ……………………………………………………………… 5
2.1.1 技術能耐的槓桿運用 ……………………………………………… 6
2.2 能耐基礎理論 ………………………………………………………… 7
2.2.1 核心能耐的發展 …………………………………………………… 7
2.2.2 建構核心能耐展 …………………………………………………… 8
2.2.3 技術能耐的槓桿運用 ……………………………………………… 9
2.3 創新的定義與創新型態 ……………………………………………… 10
2.3.1 持續性創新 ………………………………………………………… 12
2.3.2 突破性創新 ………………………………………………………… 13
2.3.2.1 新市場或潛在市場的突破性創新 ……………………………… 14
2.3.3.2 低階市場的突破性創新 ………………………………………… 14
三、研究方法 …………………………………………………………………… 15
3.1 研究流程 ……………………………………………………………… 15
3.2 個案研究 ……………………………………………………………… 16
3.3 研究步驟 ……………………………………………………………… 16
3.4 研究限制 ……………………………………………………………… 16
四、產業現況與市場分析 ……………………………………………………… 18
4.1 TFT-液晶電視產業總體環境分析 …………………………………… 18
4.1.1 液晶面板市場產業發展動向 ……………………………………… 18
4.1.2 液晶電視產業現況描述 …………………………………………… 20
4.1.3 液晶電視市場之競局 ……………………………………………… 23
4.1.3.1 北美市場 ………………………………………………………… 24
4.1.3.2 歐洲市場 ………………………………………………………… 24
4.1.3.3 中國大陸市場 …………………………………………………… 24
4.1.3.4 日本市場 ………………………………………………………… 25
4.1.4 液晶電視市場品牌發展動向 ……………………………………… 26
4.2 液晶電視控制晶片產業發展趨勢 …………………………………… 28
4.2.1 市場機會 …………………………………………………………… 30
4.2.2 市場焦點 …………………………………………………………… 31
4.2.3 數位電視晶片供應商 ……………………………………………… 32
4.2.4 液晶電視控制晶片產品技術規格趨勢 …………………………… 34
4.2.5 液晶電視控制晶片主要廠商佈局狀況 …………………………… 35
4.2.6 從液晶電視市場競爭模式來看控制晶片業者的機會 …………… 37
五、個案研究- 聯發科技 ……………………………………………………… 38
5.1 公司的歷史演進 ……………………………………………………… 38
5.2 槓桿運用的技術能耐 ………………………………………………… 39
5.2.1 技術核心能耐的掌握 ……………………………………………… 41
5.2.2 槓桿運用技術能耐的管理 ………………………………………… 43
5.2.3 技術核心能耐的創新 ……………………………………………… 44
5.3 突破式的創新管理 …………………………………………………… 45
六、個案研究-泰鼎科技………………………………………………………… 48
6.1 公司的歷史演進 ……………………………………………………… 48
6.2 建立新的技術能耐 …………………………………………………… 49
6.2.1 建立新技術能耐的程序 …………………………………………… 50
6.2.2 創造新技術能耐的價值模式 ……………………………………… 51
6.3 維持性創新分析 ……………………………………………………… 52
七、研究發現 …………………………………………………………………… 54
7.1 能耐發展軌跡的演變 ………………………………………………… 54
7.2 新市場創新 …………………………………………………………… 55
7.3 低階市場創新 ………………………………………………………… 56
八、結論與建議 ………………………………………………………………… 58
8.1 研究結論 ……………………………………………………………… 58
8.2 建議與後續研究方向 ………………………………………………… 59
參考文獻 ………………………………………………………………………… 61
附錄一 …………………………………………………………………………… 65
附錄二 …………………………………………………………………………… 70

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