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題名：由動態能耐的觀點探究技術創新的共同演化
作者：文馨瑩 引用關係
作者(外文)：Hsing-Yin Sonya Wen
校院名稱：國立臺灣大學
系所名稱：國際企業學研究所
指導教授：李吉仁
學位類別：博士
出版日期：2008
主題關鍵詞：技術創新；共同演化；動態能耐；策略更新；組織常規；Technological innovation；Dynamic capabilities；Co-evolutionary dynamics；Strategic renewal；Organizational routine
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究竟技術創新是如何形成與演化的呢？本研究試圖由動態能耐的觀點，探索企業組織獨特的資源運用轉化為技術創新的過程，並以之構成創新的動態能耐。為探索技術創新的形成，我採用質性方法的個案研究，深度剖析以製程創新為專業的科技後進者，如何成功地轉變為科技領先者的獨特歷程。為探索技術創新的演化，本研究先後檢視跨組織與組織內之雙重分析層次，以描繪多次策略變革推動下，企業與產業之間的共同演化歷程。
本研究針對台灣積體電路公司（以下簡稱TSMC，為全球第一家半導體晶圓專工廠）20年來的發展，整理出兩種邁向技術創新的獨特共同演化路徑。首先，跨組織的變革演化路徑顯示，台積電發展技術創新的多機制轉化歷程，先由開創期（1987~1998）以成熟製程創新為主軸的管理選擇機制，轉化為延展期（1999~2001）以先進製程創新為主軸的階層變革機制，進而在2002年後的更新期轉向以產品創新為主軸的整體變革機制。
其次，我透過建構組織內的能耐演化路徑，辨認其組織策略與常規交織而形塑技術創新的多階段歷程。在能耐開創、延展與更新的三階段中，本研究進一步解析，誘發多樣化與縮減多樣化兩類型的策略與常規四者之間，如何在同一時期、以及跨期產生動態交互作用。根據此台積電與半導體產業的共同演化歷程，本研究進而歸納出催生技術創新的跨組織轉化機制，為連續的策略變革；而組織內轉化機制，為同期Y路徑、與跨期Z路徑。
How does technological innovation emerge and evolve? From the perspective of dynamic capabilities, I approached such an inquiry by specifying organization-specific transformation mechanisms from its resource base to dynamic capabilities for technological innovation. To explore the emergence of technological innovation, I studied a technology-latecomer specializing in process innovation and then transforming into technology-leader. To illustrate the evolutions of technological innovation, I examined both inter-organizational and intra-organizational co-evolutionary dynamics through sequential strategic renewals. As a result, this longitudinal case-study on the first dedicated semiconductor foundry, TSMC, located in an emerging economy, shows two unique co-evolutionary paths toward technological innovation. First, the inter-organizational path of multi-motor co-evolutionary mechanisms demonstrated TSMC’s migration from the mechanism of managed selection in its creating phase of mature process-innovation during 1987~1998, to the mechanism of hierarchical renewal in its extending phase of advanced process-innovation during 1999~2001, and then the mechanism of holistic renewal in its modifying phase of product innovation since 2002. Second intra-organizational path of multi-phase dynamic capabilities further demonstrated how interlocking strategies and routines form and transform technological innovation. In each renewal, I highlighted how variety-inducing strategies knit with variety-reducing strategies, as well as how variety-inducing and variety-reducing routines knot those ambidextrous strategies firmly together. Based on such co-evolutionary dynamics, I inducted the cross-sectional Y-paths and longitudinal Z-paths as the transformation mechanisms toward technological innovation.
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