標題: | 大型半導體公司內部創業之個案研究:以策略理論為分析工具 A Case Study of the Corporate Venture in the Large Semi-conductor Corporation:Applying the Strategy Theory to Analyze |
作者: | 梁哲國 Liang Che Kuo 王克陸 管理學院管理科學學程 |
關鍵字: | 內部創業;平衡記分卡 |
公開日期: | 2001 |
摘要: | 摘 要
本研究乃應用相關的策略理論為工具來分析大型半導體公司實行內部創業後,對於原企業中之產品設計單位所產生的影響及其競爭優勢的延續。藉由一個大型半導體廠為個案公司,研究該公司之某晶片設計產品線(Chip design product line)實施內部創業的準備及其實行方案,以作為大型企業進行內部創業的評估與參考。
本研究歸納整理出在大型的企業中,若其部門或產品線所開發的產品具有下述特性,則該部門或產品線較適合導入內部創業。
(1)產品競爭激烈,且產品生命週期很短
(2)該部門的產品占整個企業的營收不多,即對整體企業營收無重大影響
(3)該部門開發的產品,其技術與整體企業為可分割,亦即該技術為新領
域的技術與整體企業並無法產生綜效
(4)該部門產品的產業競爭形態與整體企業的產業競爭形態完全不同,例
如,設計業與製造業的產業形態。
內部創業部門對整個企業的影響如下:
(1) 增加組織彈性,打破組織僵化、官僚的流程
(2) 將創新、快速的企業家精神重新帶回企業中
(3) 將授權、負責的機制重新建立
(4) 為整個企業培養更多能獨當一面的經理人。
而內部創業部門對原本部門的影響,可歸納如下:
(1) 由於授權程度增加,可增強原部門員工對自我價值及個人滿意度
(2) 對於部門內的員工能夠給予更正確的評估,使員工能感覺到公平感
(3) 可整合所有的人員於內部創業部門中,減少許多溝通成本及代理成本,將可有效的發揮整合戰力
(4) 實施內部創業後,可增加誘因留住重要員工,保持競爭力。
本研究針對此類科技大廠的特性,以個案研究的方式提出適合此類企業的內部創業模式準備及方案,以達成部門分割獨立運作,甚至獨立為子公司。 Abstract This research applies the theories of strategic management to analyze the influence of product line spin-off in corporate venture activity. A large-scale semiconductor company is used in the case study. This research finds the following characteristics of the divisions or product lines that be suitable for spin-off in corporate venture activities. 1. The market of the product is competitive and the life cycle is very short 2. The revenue of the product line is very small compared with that of the whole company 3. The technology of the product line can’t create synergy in the corporation 4. The product line faces different competition environment compared with other products in the company. The influences on the corporation from the spin-off are as follows: 1. To enhance the organization flexibility and reduce the bureaucracy 2. To encourage the spirits of innovation and entrepreneurship in the corporation 3. To make authorized managers more responsible for the performance 4. To create an environment for training top managers The influences on the spin-off division or product line in corporate venture are as follows: 1. Due to the personnel empowerment, the employee satisfaction will be increased. 2. Performance evaluation is more accurate. 3. The cost for communication and integration can be substantially reduced. 4. It can provide proper incentive package to keep the key personnel. |
URI: | http://140.113.39.130/cdrfb3/record/nctu/#NT901457021 http://hdl.handle.net/11536/69620 |
顯示於類別: | 畢業論文 |