技術移轉成功因素和成功準則研究— 以華亞科技為例

Abstract

「典型的」技術移轉架構文獻，較少將「人」列入考慮。本研究結合「典型的」技術移轉架構搭配組織氣候因素，建構DRAM技術移轉的關鍵成功因素和成功準則。技術移轉最重要關係人為技術提供者與技術接受者，而「人」是重要因素之一。

本研以英飛凌和華亞科技公司的DRAM製造技術為研究對象，究探討成功因素和成功準則之相關性，利用文獻、觀察法和訪談來進行。成功因素包含：管理階層支持、激勵、人、互動機制和專案團隊特性；而成功準則包含：整體績效、接受者滿意度和移轉過程滿意度。

在DRAM產業技術移轉中，在華亞科技的個案中，本研究得知： 1.管理階層支持的動力建立在雙方的互補性與利益交換上；管理階層支持的程度會與合約內容有關；將對的人擺在對的位置、適當的激勵措施和營造團隊氣候，亦是管理階層支持的重要指標。 2.金錢上或實質上的激勵行為會影響技術移轉的成敗。 3.技術移轉最重要關係人為技術提供者與技術接受者，而「人」是重要因素。技術移轉計劃經理的位階要高，則技術移轉成功的機率會提高。 4.互動程度與組織管理階層的支持程度有關；溝通管道以非正式場所更能發揮效用；監督者有助於雙方溝通，以落實技術移轉成效；雙方組織越對稱，越容易溝通且溝通頻率越高與品質越好；良好的互信基礎可以減少技術移轉所需的時間；溝通型的組織氣候越濃厚，個人與組織的績效也越好。 5.專案團隊進行一些特定的任務，可減少行政干擾。而扁平化組織架構，更能增加專案團隊績效、效率與彈性。 6.華亞科技整體經營績效優於同業，技術移轉和商業模式是成功的。 7.華亞科技接受者滿意度比同業高，尤其是IT系統與KM設立，使技術移轉更容易成功。 8.技術移轉者的技術服務做的越好，會使技術移轉更順利。 9.五個成功因素是一體且缺一不可，而成功準則最重要的是整體績效。這三個準則可以分開來談，且可以個別獨立對應到成功因素。公司到目前為止是賺錢的，所以整體績效良好。

總而言之，技術移轉必須要有管理階層支持、適當的人，配合技術特性、雙方資源、營造團隊氣候和技術提供者的技術服務等等，才有可能成功。

“People” was rarely taken into consideration in “classical” technology transfer literature. This study combines “classical” technology transfer with organization climate and constructs the key success factors and the success criteria to DRAM technology transfer. The most important clients for technology transfer are technology receiver and technology giver. “People” are one of the key factors.

This paper explores the impact of successful factors on successful criteria of a technology transfer. This case study focuses on the DRAM manufacturing technology transfer between Infineon and Inotera companies. Literature review, observation and interviews are the approaches. The successful factors include management supports, incentives, people, interactions, and the characteristics of project teams. The successful criteria include overall performance, recipient satisfaction, and the satisfaction of the transfer process.

Five key factors are viewed as a whole and shouldn’t be deficient of others. The most important criterion to success is overall performance. The three criteria can be separated for discussion and are independent to the key factors. At present, Inotera still makes money and has good overall performance.

The research concludes the following points from the DRAM technology transfer case of Inotera: 1. The motives of management support depend on bilateral complements and benefits exchange. The support level varies from the contracts. Disposing right people in the right positions, appropriate incentives and encouraging organization climate are the key indexes for management support. 2. Monetary or material incentives do affect the success of technology transfer. 3. The most important clients for technology transfer are technology receiver and technology giver. “People” are one of the key factors. The higher the project management level, the higher the probability of achieving success.

4. The degree of interaction is related to management hierarchy of support. Informative communication channel is more effective for management. A supervisor is beneficial to bilateral communication, therefore is constructive to technology transfer. The more parallel the organization hierarchy, the more effective the communication. The more frequent the communication, the better quality the technology transfer. A well trusted foundation reduces the time for technology transfer. The more encouraging climate for communication is the better performances for both the individuals and the organization. 5. It reduces certain administrative interruptions when the project team undergoes some specific tasks. Flattening management hierarchy is increasing team efficiency, effectiveness and flexibility. 6. The overall performance of Inotera Technology is better than peer competitors. The technology transfer and commerce mode is successful. 7. The satisfaction of Inotera technology receivers is higher than peer competitors, especially the set up of IT and KM systems facilitate the technology transfer. 8. The better service the technology transfer provider provides, the smoother the technology transfer becomes. 9. Five key factors are viewed as a whole and shouldn’t be deficient of others. The most important criterion to success is overall performance. The three criteria can be separated for discussion and are independent to the key factors. At present, Inotera still makes money and has good overall performance.

In short, a successful technology transfer needs management support, proper people, well developed characteristics of project team, transferee and transferor resources, encouraging team climate and technology services from technology provider.