在台灣，半導體產業為龍頭產業，產業鏈內的相關企業，比比皆是且競爭激烈。但在相同的外部環境與產業特性之下，為何有的新創公司能避免創業失敗且立足於此產業？

若僅從外部環境的觀點來分析，顯然無法說明此現象，因此，本研究從企業內部的資源基礎理論出發，透過質性研究中的個案研究法，探討個案公司自新創期到成長期的資源能力與競爭策略。

根據研究結果，本研究提出以下主要發現:1.新創期的核心能力為人際網路，競爭策略為差異化；2.發展期的核心能力為專業技術與顧客服務，競爭策略為差異化、低成本領導與聚焦；3.成長期的核心能力為市場決策與經營團隊，競爭策略為差異化、低成本領導與差異化聚焦。

Semiconductor industry is the leading industry in Taiwan where large number of firms in the industrial chain and the competition is quite fierce. However, within the same external environment and industrial characteristics, why can some start-up firms avoid entrepreneurial failure and find their feet in this industry?

If we analyze this phenomenon only from the perspective of the external environment, it is obviously insufficient to explain this phenomenon. Therefore, this research starts from the internal resource-based theory of the enterprise and uses the case study in the qualitative research to explore the growth period of the case firm L for L’s resource, capability and competitive strategy.

By conducing the whole research, this study proposes the following main findings:
1. In the new creation period, social network is the core competence while the competitive strategy is differentiation;
2. In the development period, the technology capability and professional customer service constitute the core competence of firm L, and the competitive strategy is differentiation, low-cost leadership and focus;
3. In the growth period, the market decision-making and management team are the core competence of firm L, and the competitive strategy is differentiation, low-cost leadership and differentiated focus.

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網絡資源
1.臺灣東芝電子零組件股份有限公司 http://tsksolution.com
2.東瑞電子股份有限公司 http://www.aeneas.com.tw