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研究生:陳守維
研究生(外文):CHEN, SHOU-WEI
論文名稱:ProductInnovationsandPathDependence--TheExperienceofaTaiwaneseHigh-TechCompany
指導教授:于卓民于卓民引用關係
學位類別:碩士
校院名稱:國立政治大學
系所名稱:企業管理研究所
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2004
畢業學年度:93
語文別:英文
論文頁數:93
中文關鍵詞:產品創新路徑相依策略性技術領域
外文關鍵詞:Product InnovationsPath DependenceStrategic Technical Area
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對大多數台灣高科技廠商而言,產品創新已是公司生存及精進之必要。根據研究文獻的探討,我們發現影響產品創新的因素有三個,它們分別是:技術相關性、市場能力、及公司在吸收新知以轉換、內化並應用到新產品開發的能力。每一個因素我們皆根據文獻探討以給予定義的解釋,接著再將三因素皆分為”高” 及“低”兩方向來看。在行成一個三維的矩陣後,我們將其簡化成三個二維矩陣並一一解釋。每一矩陣皆有四個象限,皆有舉例說明探討。
接著,我們在產品創新中考慮路徑相依的特性並以實際個案分析之。首先,我們配合個案公司在過去曾經歷過的變革挑戰依時間點畫出”雙技術樹狀圖”(DTT),接著我們分析出研究個案公司的產品發展路徑。所得出的研究資料告訴我們,在公司產品創新的路徑相依歷程中,產品及客戶能力兩者是彼此互相影響的。
接著,我們討論本研究個案中產品銷售的路徑順序。我們以每五年為一分斷點再各別作出一矩陣並一一分析之。我們發現,個案大多數產品線在不同客戶屬性間銷售路徑幾乎一致。即產品銷售皆由具有技術背景的系統整合商開始,接著銷售及於區域性或連鎖性之代理商,最後在一段時間後當公司產品達到穩定且做出公司名聲後,一些潛在全美國性質或泛歐洲的大通路商、甚至或具有大量銷售能力的競爭對手,雙方便開始以ODM或OEM方式合作。
最後,我們再以策略技術領域(STA)矩陣來分析一公司技術領域之強點與弱點。以公司的技術能力及各個產品線組成此一二維矩陣。研究發現所研究的個案公司其核心能力是在資訊產品元件中的硬體及韌體,而軟體為其弱點。本研究的個案公司以其對區域網路所擁有的專業知識、韌體能力,公司適當的切入策略(以能讓資訊週邊產品具有網附分享功能的周邊加值廠商)及其對PC週邊設備的瞭解,將持續增加個案公司在其網路領域的相對競爭優勢。
For most Taiwanese high-tech companies, their product innovations have been recognized as a primary means of corporate renewal. Based on the literature review, we concluded that three factors affect the product innovations. They are: technology-relevance, marketing-capability and assimilation-capability. Each factor is divided into “high” and “low” conditions. We gave the definition to each factor and depicted their inter-relationships by three 2-dimension matrices accordingly. Each 2-diemsion matrix has four patterns. We explain each of these patterns by examples.
Take into account of path dependence in product innovations, we analysis the real situation from our study case (TDK Corp.). We draw out the DTT (Dual Technology Tree) matching with the firm’s technological challenges in time sequence. We also analysis the TDK product developing paths, this figure offers insight into the resource dynamics through product innovation over time. The present data from TDK suggest that the reciprocal interplay between product and customer competence accounts for these path dependencies.
Following, we also discuss the selling paths and sequence to TDK LAN products by a customers and products segmentation matrix in time sequence (with three different stages and each last 5 years). It shows that almost every of TDK’s product selling sequence is beginning from system integrators or small retail (with tech. background) first then accepted by national distributors. After achieving a good level in product quality and company reputation, some key customers or even competitors will do ODM/OEM business with the firm.
Finally, we analysis a firm’s core abilities by STA(Strategic Technical Area) matrix. This matrix consists of technological abilities and product lines. Our research result shows that the TDK Corp. core competences are both LAN and firmware fields. However, the software area is its weakness. With its LAN knowledge, firmware competence, an appropriate strategy (as an embedded IT company to penetrate into niche markets around PC peripherals with network sharing functions), and the knowledge in different PC peripherals are continuously increasing the firm’s core abilities with higher comparative competition advantages than other firms in LAN field.
Acknowledgements
Abstract
Chapter 1:Introduction 1
1.1 Research Background 1
1.2 Research Objectives and Questions 4
1.3 Outline of This Research 6
Chapter 2 Literature Review 8
2.1 Introduction and Research Framework 8
2.2 Technology Relevancy 11
2.2.1 Technological Trajectories 11
2.2.2 The Dual Technology Tree 15
2.3 Marketing Capability 21
2.4 Assimilation Capability 25
2.5 Path dependency 29
2.6 Synthesis 31
2.6.1 Relations between Activities of Product Innovation Strategy
- ATM Matrix 32
2.6.2 Linking Technology and Marketing 33
2.6.3 Linking Technology and Assimilation 37
2.6.4 Linking Marketing and Assimilation 41
Chapter 3 Research Methodology 44
3.1 Research Scope 44
3.2 Case selection 45
3.3 Data collection 46
3.4 Research Limitation 47
Chapter 4 Cases Study 48
4.1 TDK Introduction 48
4.2 Technology Innovation and Product Evolution 50
4.3 Path Dependence in Product Development 54
4.4 Product Selling Paths in Product-Customer Segmentations 59
4.5 Core Technology Competencies Analysis by the Strategic Technical Area (STA)/Product Line Matrix 66
Chapter 5 Propositions 69
Chapter 6 Conclusions and Implications 76
6.1 Conclusion 76
6.2 Managerial Implications 81
6.3 Suggestions for Future Research 83
References 85
Appendices 91

Lists of Tables
Table 2.1 Product innovations as linkage of technology and customer
competences 23
Table 3.1 The interview records of this research 46

Lists of Figures
Figure 1.1 Research Process 7
Figure 2.1 Research Framework 10
Figure 2.2 Innovation and technological “seams”, Radical, micro-radical
and incremental innovations. 14
Figure 2.3 Dual technology tree 15
Figure 2.4 Innovation and technological “seams”. Radical, micro-radical
and incremental innovatioins and dual technology trees.
A discrete continuum. 18
Figure 2.5 Nature and intensity of technological innovation. Radical, micro-radical, incremental innovations in public switching. 19
Figure 2.6 The Relation Matrix of Marketing-capability,
Assimilation-capability, and Technology-relevancy 32
Figure 2.7 The Marketing-capability and Technology-relevancy Matrix 34
Figure 2.8 The Technology-relevancy and Assimilation-capability Matrix 37
Figure 2.9 The Marketing-capability and Assimilation-capability Matrix 43
Figure 4.1 TDK Network Products’ Evolution By DTT Figure
In Time Sequence 52
Figure 4.2 TDK Network Products’ Evolution With Technology Change
In Time Sequence 53
Figure 4.3 Path Dependence in TDK Product Innovation 57
Figure 4.4 The TDK Product and Customer segmentations for marketing
in high-technology products--1993 63
Figure 4.5 The TDK Product and Customer segmentations for marketing
in high-technology products--1998 64
Figure 4.6 The TDK Product and Customer segmentations for marketing
In high-technology products--2003 65
Figure 4.7 The STA/Product Line Matrix for a Telecommunication Product
Business Unit 67
Figure 4.8 The STA/Product Line Matrix for TDK Corp. 68
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