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    Title: 破壞性創新與研發組織運作
    none
    Authors: 林啟仁
    Lin, George
    Contributors: 吳豐祥
    林啟仁
    Lin, George
    Keywords: 破壞性創新
    研發中心
    不對稱動機
    不對稱能力
    價值網路
    SOC
    Win-CE
    Date: 2005
    Issue Date: 2009-09-18 09:26:01 (UTC+8)
    Abstract: 企業最重要的目地就是追求成長及獲利,而成長是很重要的,因為只有成長,企業才能創造股東價值。不幸的是,企業的核心事業一旦進入成熟階段後,在追求新的成長舞台時,必須承擔令人卻步的風險。成長的關鍵,在於成為破壞者,而不是被破壞者,新進者對在位者的最佳攻擊方法,就是破壞他們。所謂破壞性創新,指的並不是生產更好的產品,提供給既有市場的顧客,而是做出更簡單、更便利、更便宜的產品,提供給新的顧客層,或是要求不那麼高的顧客群。
    在台灣有一家以工業電腦為起家的企業研華公司。根據VDC (Venture Development Corporation)於2001 年4月所作之工業電腦全球市場報告列出全球前五大之工業電腦廠商,包括Radisys、SBS、NI、MERCURY及Kontron在全球工業電腦業界有著相當重要的地位,而研華則是台灣唯一進入全球前五大排行榜。期望透過個案的深入探討和驗証,發掘其成功關連的機制和因素,尤其是在創新部份,如何應用研發中心的機制來完成破壞性創新的目的,不斷地成長。並配合學術上有關「破壞性創新」理論研究,演化出台灣企業應如何進行破壞性創新,才能避開可能的風險,達到成長的目地。
    本研究重點試圖從:一、市場機會點,二、競爭對手評估,三、策略考量與執行,四、研發中心的運作等四個構面,探討其間相互影響,並透過研發中心運作機制,來達成破壞性創新成長目的。主要的項目如下:
    1. 企業在進行破壞性創新時應如何尋找市場可能機會點?
    2. 企業在進行破壞性創新應如何進行競爭對手評估?
    2.1 如何找出並定位出不對稱動機?
    2.2.如何在大環境中建立不對稱的能力?
    3. 企業該用何種策略來進行破壞性創新?
    4. 企業如何應用研發中心來進行破壞性創新?

    研究以研華的研發中心為例子,來探討破壞性創新與研發中心運作,藉由個案的深入了解與探討,得到以下結論
    一、 在破壞性創新中的市場主要客戶是尚未消費者,尚未消費者存在著較大的市場機會點。
    二、 破壞性創新專案,必須要由研發中心專職的單位,有紀律的執行力,且必須提早建立商品化及銷售規劃,否則不易成功。
    三、 研發中心在執行破壞性創新時,要採用應變型組織研發策略,並慎選計劃主持人,妥善應用政府資源,並和先期投入研發的研宄單位合作。
    四、 競爭對手評估中,如何找到其價值主張是最重要的,因價值主張不同而產生不對稱動機及不對稱能力,具有不對稱動機,及不對稱的能力時,則很容易成功。否則寧可選擇利基市場,避開正面競爭,先取得小勝,再累積成大勝
    五、 如果公司規模成長到某一種程度,而必須藉助破壞性創新成長時,最好先成立研發中心或是獨立子公司來運作,而研發中心的風險又低於獨立子公司,但需將研發中心從組織獨立出來,並由CEO親自領軍,否則不易成功。
    關鍵字:
    ◆ 破壞性創新
    ◆ 研發中心
    ◆ Win CE核心平台
    ◆ SOC (System On Chip)
    ◆ 不對稱動機
    ◆ 不對稱能力
    ◆ 價值網路
    For any enterprise, the most important goal is to pursue growth and profits. Growth is especially significant as it creates more value for shareholders. However, once the core business steps into maturity stage, the enterprise usually has to take stunning risk in creating new growth. The key point to grow is to be a destructor rather than a loser whereas the best way for a newcomer to defeat the current opponents is to destroy them. The destructive innovation I refer to is not better products for present customers but simper, faster, and cheaper products for new or less-demanding customers.

    This thesis examines the key factor and mechanism to success of an industrial computer company in Taiwan, Advantech Technology. According to a computer market report by Venture Development Corporation in April 2001, the top five industrial computer companies worldwide are Radisys, SBS, NI, MERCURY and Kontron. Among them, Advantech Technology is the only company from Taiwan listed in the top five. Through studying this case carefully, I wish to uncover the main factor to success, particularly in the innovation part, how they use the R&D center to achieve the destructive innovation and constantly make more profits every year.

    This study analyses the influence from four aspects: 1. market opportunity points, 2. the evaluation of competitors, 3. strategic thinking and execution, 4. the operation of R&D center. Furthermore, it investigates how the R&D center operates with a view to achieving the goal of destructive innovation and growth. The four aspects are further explained as the following:
    1. How to seek the market opportunity while developing the destructive innovation ideas?
    2. How to evaluate competitors while developing the destructive innovation?
    2.1 How to find out and position the asymmetric motivation?
    2.2 How to formulate the asymmetric ability in the overall environments?
    3. What strategy should take in order to carry out the destructive innovation?
    4. How to accomplish the destructive innovation with the aid of R&D Center?

    I take the R&D Center of Advantech as an example to probe into the destructive innovation and the operation of R&D center. From this case study, I conclude the following points:

    1. In the market of destructive innovation, the major customer is those who have not purchased yet. They have larger market opportunity point.
    2. The project for destructive innovation must be executed efficiently by a special task force formed within R&D center, and plan its commercialization and marketing strategy earlier; otherwise, it is not easy to succeed.
    3. While executing the destructive innovation, the R&D center should adopt a flexible organizational research strategy, choose project manager carefully, take good use of government resources and cooperate with the previous research sectors.
    4. While evaluating the competitors, it’s very important to find out their core value because it influences the asymmetric motivation and capability, with which an enterprise is likely to succeed. Otherwise, it is better to choose the niche market, avoid frontal competition, and win little at first and then gradually to a big deal.
    5. If an enterprise keep growing to a certain degree and it needs a destructive innovation growth, it is better to have a R&D center or independent subsidiary company to run the project. R&D center has less risk than a subsidiary company, but R&D needs to be independent of the enterprise and overseen by the CEO to ensure its success.
    Reference: 一、中文部份
    1. 王明妤(2000),新產品開發流程中前置活動之研究-以3C整合產品與專業服務為例,交通大學工業工程與管理學系科技管理組博士論文
    2. 王美音譯(1998),知識創新之泉-智價企業的經營,遠流出版社
    3. 李芳齡、李田樹譯(2003),創新者的解答,天下雜誌出版社
    4. 李芳齡(2005),創新者的修煉,天下雜誌出版社
    5. 吳思華(1996),策略九說,麥田出版社
    6. 吳凱琳譯(2000),創新的兩難,商周出版社
    7. 卓秋季(1998),代工模式與創新能力關聯之研究-知識管理觀點,政治大學科技管理研究所未出版碩士論文
    8. 涂瑞德(1998),技術知識特質、產品開發團隊與組織動態能耐關係之研究,政治大學科技管理研究所未出版碩士論文
    9. 游春琪譯(2002),大突破,遠流出版社
    10.賴義龍(2001),台灣軟體產業技術知識特質網路和組織動態能耐研究-以趨勢科技公司為例,政治大學科技管理研究所未出版碩士論文
    11.劉乾能(2002),策略轉折點的策略構面與競技場分析之個案研究,政治大學科技管理研究所未出版碩士論文
    12.劉震華(2004),資訊通訊系統代工產業之企業創新研發中心研究,政治大學科技管理研究所未出版碩士論文
    二、英文部分
    1. Booz,Allen & Hamilton(1982),New Products Management for 1980s,New York:Booz, Allen & Hamilton
    2. Henderson & Clark.(1990), ”Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms ”, Administrative Science Quarterly, Vol.35, No.1, pp.9-30
    3. Howard ,J. A.and Sheth,Jadish N.(1969),The theory of Buyer Behavior, New York : John Wiley & Sons
    4. Howard ,J. A.(1994),Buyer Behavior in Marketing Strategy,2nd ed.,Prentice-Hall International Inc.
    5. Leonard-Barton, D.(1995), Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation, Harvard Business school Press
    6. Ozane,U. B. and Churchill, G.A.Jr(1971)”Five Dimension of the Industrial Adoption Process”,Journal of Marketing Research, Vol 8, Aug.,pp.322-328
    7. Porter, A. L.;Roper, A. T.;Mason, T. W.;Rossini, F. A., Banks, J.; Wiederholt, B. J.(1991),Forecasting and Management of Technology ,New York:John Wiley & Sons,Inc.,pp94-97,and p.214
    8. Sheth, Jagdish N.(1973)”A Model of Industrial Buyer Behavior”, Journal of Marketing, Vol. 37,Oct.,pp.50-56
    9.Teece ,D.J.(1996),”Firm Organization, Industrial Structure, and Technological Innovation.”, Journal of Economic Behavior & Organization,31,pp.193-224
    10.Tushman, Michael & Nadler, David(1986), “Organizing for Innovation”, California Management Review , v28n3, Spring p.74-92
    11. Utterback. (1994),” Innovation and Industrial Evolution.” Mastering the Dynamics of Innovation. Harvard Business School Press.P89-102
    Description: 碩士
    國立政治大學
    科技管理研究所
    91932930
    94
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0091932930
    Data Type: thesis
    Appears in Collections:[科技管理研究所] 學位論文

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