本文採用主題模型，探討台積電與聯電在策略變化上的差異。台積電與聯電 是台灣代表性的晶圓代工廠，起初由政府主導集資、從工研院衍生出來，但是可 以發現到兩者隨著環境的變化，所採用的策略產生差異，表現在產能、行銷、研 發與投資等活動。為了具體探究兩者在策略上的差異，本文鎖定聯合知識庫作為 實證資料的來源，蒐集自 1980 年的新聞報導，進行 LDA 演算法的自然語言處理 與分析。本文分別建立 8 個潛藏主題的模型，並觀察兩者在發展過程中每一個主 題的歷年權重變化。我們發現到台積電和聯電都同時強調客戶關係、西進、經營 狀況、公司理念、合作夥伴這 5 個主題，但權重變化有所不同。另外，兩者各自 發展出一些獨特的主題。透過主題模型的比較與後續質性的詮釋，本研究提供一 個結合資料科學與個案研究的實證曲徑，來分析廠商層級的策略變化。

This paper used topic modeling approach to analyze the differences of strategic change between TSMC and UMC. TSMC and UMC are representative wafer foundry in Taiwan. Both of them founded by the government and derived from ITRI(Industrial Technology Research Institute). As the environment changes, the strategies they used make a difference shown in activities such as productivity, marketing, R&D, and investment. To research the differences between TSMC and UMC specifically, this article locked UDN as a source of empirical information and collected the newspapers from 1980 to perform natural language process and analysis by LDA algorithm. This article established 8 latent topics and observed the changes in the weight of each topic over the years. We found that both TSMC and UMC emphasized the five topics of Customer relationship, Westward advancement, business effectiveness, company philosophy, and partners, but the changes of weight are different. In addition, they developed some unique topics respectively. Through the comparison of topic modeling and qualitative interpretation, this study provides an empirical approach that combines data science and case study to analyze strategic change at manufacturer level.

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