研究生: |
謝啟祥 Hsieh, Chi-Hsiang |
---|---|
論文名稱: |
海外併購後研發的分工與整合:以矽晶圓供應商G公司為例 The R&D Integration and Division of Labour after Overseas Merge and Acquisition: The Case of G Silicon Supplier Firm |
指導教授: |
張元杰
Chang, Yuan-Chieh |
口試委員: |
蔡林彤飛
Tsai, Lin, Tung-Fei 謝英哲 Hsieh, Ying-Che |
學位類別: |
碩士 Master |
系所名稱: |
科技管理學院 - 經營管理碩士在職專班 Business Administration |
論文出版年: | 2018 |
畢業學年度: | 106 |
語文別: | 中文 |
論文頁數: | 48 |
中文關鍵詞: | 海外併購 、研發國際化 、矽晶圓產業 |
外文關鍵詞: | Overseas merge and acquisition, R&D internationalization, silicon industry |
相關次數: | 點閱:3 下載:0 |
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研發是公司核心技術的重要一環,以往只將研發技術保留在母國的中央集權研發組織受到市場全球化及產品生命週期縮短的影響而逐漸需要轉型來滿足各地客戶對於產品的需求及期待。同時,企業為了能快速的成長,靠海外的購併擴大版圖取得既有市場、廠房營運、原料來源、研發團隊及技術等會是一個很好的機會,自1970年起這種組織朝多國籍企業發展的趨勢,如何有效地分工與整合各國研發單位使提早發生綜效的相關研究即成為學者探討的重要議題。
本研究透過數篇研發國際化相關文獻說明組織面對研發國際化初期至成熟期各階段所對應到的研發組織規劃架構,並以半導體供應鏈上游矽晶圓產業的兩間公司作為研究對象,由個案研究法探討G公司於2016年國際併購後,如何透過組織間的調整規劃使原本技術範疇及專精領域各自不同的研發單位的分工,得以互通並朝向整合型研發網路發展,本文亦針對個案公司之規劃提出導入量化評估及短中長期發展的建議。
R&D is an important part of the company's core technology. Since the globalization of the market and the shortened product life cycle demand has rised, centralized R&D organizations needed to transform to meet the needs and expectations of global customers. It is a good opportunity for an organization to grow rapidly by acquiring other organizations to get existing markets, plant operations, raw material sources, R&D teams and technologies. How to effectively integrate research and development units in various countries to maximize synergy has become an important research topic for scholars since 1970.
This research illustrate R&D organization planning framework for R&D internationalization from the early stage to the mature stage by summarized several R&D internationalization journal papers. This study uses case study of silicon supplier, G firm, to investigate the linkages establishment between different worldwide R&D units in order to achieve an integrated R&D network from overseas merge and acquistion (M&A) activity in 2016. The results show the evolution of intergrated R&D organizations before and after M&A activity. Some managerial implications and suggestions of short-, mid-, and long-terms development are provided.
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