李吉仁Lee, Jiren臺灣大學:國際企業學研究所文馨瑩Wen, Hsing-Yin SonyaHsing-Yin SonyaWen2010-05-112018-06-292010-05-112018-06-292008U0001-0807200814313600http://ntur.lib.ntu.edu.tw//handle/246246/182565究竟技術創新是如何形成與演化的呢?本研究試圖由動態能耐的觀點,探索企業組織獨特的資源運用轉化為技術創新的過程,並以之構成創新的動態能耐。為探索技術創新的形成,我採用質性方法的個案研究,深度剖析以製程創新為專業的科技後進者,如何成功地轉變為科技領先者的獨特歷程。為探索技術創新的演化,本研究先後檢視跨組織與組織內之雙重分析層次,以描繪多次策略變革推動下,企業與產業之間的共同演化歷程。研究針對台灣積體電路公司(以下簡稱TSMC,為全球第一家半導體晶圓專工廠)20年來的發展,整理出兩種邁向技術創新的獨特共同演化路徑。首先,跨組織的變革演化路徑顯示,台積電發展技術創新的多機制轉化歷程,先由開創期(1987~1998)以成熟製程創新為主軸的管理選擇機制,轉化為延展期(1999~2001)以先進製程創新為主軸的階層變革機制,進而在2002年後的更新期轉向以產品創新為主軸的整體變革機制。次,我透過建構組織內的能耐演化路徑,辨認其組織策略與常規交織而形塑技術創新的多階段歷程。在能耐開創、延展與更新的三階段中,本研究進一步解析,誘發多樣化與縮減多樣化兩類型的策略與常規四者之間,如何在同一時期、以及跨期產生動態交互作用。根據此台積電與半導體產業的共同演化歷程,本研究進而歸納出催生技術創新的跨組織轉化機制,為連續的策略變革;而組織內轉化機制,為同期Y路徑、與跨期Z路徑。How does technological innovation emerge and evolve? From the perspective of dynamic capabilities, I approached such an inquiry by specifying organization-specific transformation mechanisms from its resource base to dynamic capabilities for technological innovation. To explore the emergence of technological innovation, I studied a technology-latecomer specializing in process innovation and then transforming into technology-leader. To illustrate the evolutions of technological innovation, I examined both inter-organizational and intra-organizational co-evolutionary dynamics through sequential strategic renewals. As a result, this longitudinal case-study on the first dedicated semiconductor foundry, TSMC, located in an emerging economy, shows two unique co-evolutionary paths toward technological innovation. First, the inter-organizational path of multi-motor co-evolutionary mechanisms demonstrated TSMC’s migration from the mechanism of managed selection in its creating phase of mature process-innovation during 1987~1998, to the mechanism of hierarchical renewal in its extending phase of advanced process-innovation during 1999~2001, and then the mechanism of holistic renewal in its modifying phase of product innovation since 2002. Second intra-organizational path of multi-phase dynamic capabilities further demonstrated how interlocking strategies and routines form and transform technological innovation. In each renewal, I highlighted how variety-inducing strategies knit with variety-reducing strategies, as well as how variety-inducing and variety-reducing routines knot those ambidextrous strategies firmly together. Based on such co-evolutionary dynamics, I inducted the cross-sectional Y-paths and longitudinal Z-paths as the transformation mechanisms toward technological innovation.口試委員會審定書…………………………………………… i辭…………………………………………………………… ii文摘要……………………………………………………… iiinglish Abstract…………………………………………… iv錄(Table of Contents)……………………………… v表目錄(Figures & Tables)…………………………… vihapter 1: Research Inquiry …………………………… 1hapter 2: Literature Review……………………………10hapter 3: Research Methodology……………………… 23hapter 4: Inter-organizational Co-evolutionary Dynamics 35hapter 5: Intra-organizational Co-evolutionary Dynamics 62hapter 6: Implications and Conclusions………………………80eferences…………………………………………………………… 91igure 1: Research Framework: In order to explain, not to predict ………………………………………………… 8igure 2: Multi-motor & Multi-phase Co-evolutionary Dynamics………………………………………………… 36igure 3: Strategic Renewal in Extending Phase………………………………………………………52igure 4: Variety-inducing strategies facilitating technological innovation…………………………… 70igure 5: Variety-inducing routines facilitating technological innovation…..…………………………70igure 6: Cross-sectional Y-path: variety-inducing v. variety-reducing Strategies & Routines……………71igure 7: Rotational pattern of core strategy for technological innovation………………………………73igure 8: Longitudinal Z-path: Cascading effects of prior strategies and routines…………………………………78able 1: An inquiry into co-evolution of multiunit firms……………………………………………………………20able 2: TSMS''s growth trends during1998~2006………26able 3: Comparative growth trends of IBM, TSMC, and UMC during 1999~2004……………………………………………27able 4a: Co-evolutionary dynamics of managed-selection path in the creating phase of TSMC for business-model innovation since 1987…………………………………… 42able 4b: Co-evolutionary dynamics of managed-selection path in the creating phase of TSMC for mature process-innovation since 1987………………………………………43able 5: Co-evolutionary dynamics of hierarchical-renewal path in the extending phase of TSMC for advanced process-innovation since 1999………………………………………48able 6a: Co-evolutionary dynamics of holistic-renewal path in the modifying phase of TSMC for advanced process-innovation since 2002…………………………………………50able 6b: Co-evolutionary dynamics of holistic-renewal path in the modifying phase of TSMC for product-innovation since 2002………………………………………………………………51ABLE 7: Variety-reducing and variety-inducing strategies in three phases…………………………………………………68ABLE 8: Variety-reducing and variety-inducing routines in three phases……………………………………………………69135 bytestext/htmlen-US技術創新共同演化動態能耐策略更新組織常規Technological innovationDynamic capabilitiesCo-evolutionary dynamicsStrategic renewalOrganizational routine[SDGs]SDG9由動態能耐的觀點探究技術創新的共同演化Co-evolutionary Dynamics of Technological Innovation: Dynamic Capabilities Perspectivethesishttp://ntur.lib.ntu.edu.tw/bitstream/246246/182565/1/index.html