台灣IC設計業早期由低階消費性產品IC切入，由於政府大力扶植半導體產業，台灣建立起強大的晶圓代工實力和全球排名第二的IC設計業。近年來，基於晶圓專工模式的普及，已大幅降低了IC設計業的進入障礙，IC設計公司面對激烈的國際競爭，稍一不慎即被競爭者淘汰。IC設計公司如何維持長期穩定的成長與獲利成為一個重要的課題，本論文從進化觀點，資源基礎理論、動態能力、交易成本、與社會網絡等相關研究文獻中，整理出企業有三種基本的成長策略可茲選擇：1.從進化論觀點出發，採行階層式的一般性擴張策略；2. 以交易成本為基礎，透過市場機制功能進行「購倂」活動，將外部資源內部化；3.利用組織間觀點，發展非階層非市場的混合式「網絡關係」，具體型式如策略聯盟。根據三種模式架構，本研究採用比較個案研究法來探討台灣四家IC設計公司─凌陽、義隆、矽統、盛群，在成長過程中策略選擇的差異與共通性。本文最後並討論理論，實務意涵及未來研究建議。

The origins of the Taiwan IC design industry are to be found in the development of low-end consumer products. However, with the backing of long-term government policy support, the Taiwan semiconductor industry has been able to establish first-class semiconductor foundries, in the process allowing Taiwan to become the country with the second largest number of IC design companies in the world. In recent years, with the increasing popularity of the wafer foundry model, the entry barrier for start-up IC companies, has been lowered. It must also be noted, however, that in the face of tough global competition, the slightest wrong move could see a company easily overtaken by its competitors. The ability of the IC design industry, to maintain long-term stability in terms of both growth and profit has become a very important and popular topic. In proposing three basic growth strategic choices, the present paper draws on the perspectives of evolutionary theory, resource-based theory, dynamic capabilities, transaction cost economics and social networks. In the first of these, which is based on the evolutionary perspective, the generic expansion strategy with its insistence on structural hierarchy, is developed. In the second, following transaction cost theories, the strategy of acquisition to internalise external resources, is identified. The third, by using similar organisational points of view, is to develop a mix of non-hierarchical and non-market based network relationships, similar to strategic alliances. By using cross-oriented comparative method, the proposed three models are used to analyse both the uniqueness and commonality in the growth strategies of four Taiwan IC design organizations, namely those of Sunplus, EMC, SIS, and Holtek. Theoretical, empirical, and managerial implications are drawn from this study.

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