台灣半導體設備廠商之開放式經營模式研究—以F公司為例

Abstract

本研究以Chesbrough著作之開放式創新三部曲—開放式創新、開放式經營模式與開放式服務創新為模型，參考F公司案例，提出一個適合台灣半導體設備廠商發展之開放式創新經營模式。此經營模式之形成是以開放式創新為典範，藉由各項流程工具整合內外部流程，架構出經營模式之各項要素，朝向以服務為導向的開放式平台。 台灣半導體設備廠商依其在產業的定位以及其經營模式，採取不同價值鏈來發展，因而產生多元的產業生態，解構各種廠商既有由外而內以及由內而外之各種創新活動關鍵流程，本研究發現當半導體設備公司以服務導向來看待所處的產業，其價值鏈將會被重新塑造，許多新的創新流程可以被開發出來，並引導公司逐漸朝向更開放的平台經營模式前進，開放式創新理論在這裡得到實務上的印證。 當企業不能再依賴舊有封閉式創新活動與經營模式，台灣半導體設備廠商應思考如何朝向開放式創新轉型，本研究發現其過程可以是漸進的由局部而全面，按部就班達成。無論企業規模大小，企業都有機會藉由開放式創新使企業經營模式變得更有效率。 本研究將台灣半導體設備之開放式經營模式歸納整理，可作為未來台灣傳統半導體設備廠商轉型為開放式創新模式之參考藍圖。其中的開放式平台模式是一個「多方共同最佳」之經營模式，企業如能更積極與外界創新來源共同創造並扮演中介角色，成功建立具備適應性的服務平台，將服務也打造成品牌，將有助於維持企業長遠競爭力，朝向永續經營之目標前進。

This research proposes an open innovation business model that suits the evolution of semiconductor equipment manufacturers in Taiwan. The conceptual framework is proposed through the open innovation trilogy by Chesbrough (2003) and is applied to F Company. The formation of this open innovation business model is to integrate enterprise’s internal and external innovative processes with procedure tools illustrated by open innovation paradigm; and then an open platform is proposed to take service as the orientation. Taiwanese semiconductor equipment manufacturers play differentiated roles in the value chain according to their location in the industry and their type of business model. Af-ter analyzing key processes of the innovative activities these equipment manufacturers adopt outside-in or inside-out, this research discovers that a lot of new innovative procedures can be developed out and lead the companies to move toward more open business model of platform once the companies treats the industry that they are in as a service. The open innovation theory gets the proof in the practice here. As enterprises can't rely on the old closed innovative activity and the type of business model anymore, Taiwanese semiconductor equipment manufacturers should think how to transform toward open innovation. This research also discovers that the companies progress gradually, from partial to overall, and reach the goal step-by step. No matter what scale en-terprises are, enterprises all have an opportunity to make the business model of enterprises more efficient by innovating openly. This research recommends a referable blueprint of transforming into the open innova-tive way for the traditional semiconductor equipment manufacturer of Taiwan in the future. Open platform business model could be a commonly best way for them within all types of business model. If enterprises can create and act the intermediary role with the external in-novative sources together more actively, set up adaptive service platform successfully, and facilitate the service as a brand, enterprises will contribute themselves to maintain the long-term competitiveness and gain continuous advantages of operation forever.