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    Please use this identifier to cite or link to this item: https://tkuir.lib.tku.edu.tw/dspace/handle/987654321/78232


    Title: Untangling the Emergence of Dynamic Capabilities: Variety-inducing Organizational Routines for Technological Innovation
    Other Titles: 探究動態能耐的緣起：誘發多樣化的技術創新例規
    Authors: 文馨瑩;李吉仁
    Contributors: 淡江大學企業管理學系
    Keywords: 動態能耐;策略更新;組織例規;dynamic capabilities;strategic renewal;organizational routine
    Date: 2012-06
    Issue Date: 2012-09-13 11:50:55 (UTC+8)
    Publisher: 台北市：台灣大學
    Abstract: 究竟動態能耐是如何形成與演變的呢？這一直是動態能耐文獻上的核心議題。本研究嘗試從共同演化的觀點，勾勒企業如何交互運用策略更新與組織例規，轉化為技術創新的歷程，進而解構其創新能耐的組織內機制。實證上，我們採用質性研究方法，以台灣積體電路公司(以下簡稱TSMC)為研究個案，深度剖析其做為晶圓專業製造服務廠商，如何歷經開創期的成熟製程創新(1987-1998)、延展期的先進製程創新(1999-2001)、以及更新期的產品創新(2002-2007)等動態發展階段。根據此深度研究的過程，我們提出誘發多樣化與縮減多樣化兩種組合組織例規的構念，並進而歸納出不同創新策略與組織例規間，在同一時期互動的Y路徑，以及跨期互動的Z路徑，作為理解TSMC建構與轉化其創新能耐的機制。最後，歸結本研究對動態能耐文獻的貢獻，以及技術創新策略的管理意涵。
    How dynamic capabilities emerge and evolve in an organization has been a central inquiry in the literature on dynamic capabilities. Applying the lens of co-evolutionary dynamics, we explore how an organization undertakes strategic renewals and uses organizational routines in order to facilitate technological innovation, leading to the emergence of dynamic capabilities. We discuss our qualitative case study of the sequential strategic renewals that enabled a specialized semiconductor foundry (Taiwan Semiconductor Manufacturing Corp., TSMC) to transform from a technology-latecomer to a technology-leader. TSMC's co-evolutionary dynamics for technological innovation started in the creating phase of mature process-innovation (1987-1998), evolved to the extending phase of advanced process-innovation (1999-2001), and then to the modifying phase of product innovation (2002-2007). Each phase illustrates the role of variety-inducing and variety-reducing organizational routines and their interactive patterns co-evolving with core strategies of technological innovation. We show how the organizational mechanisms for the formation and transformation of dynamic capabilities in the TSMC case follow cross-sectional Y-paths and longitudinal Z-paths. Finally, we discuss our research contributions and the managerial implications that can be drawn from our research.
    Relation: 臺大管理論叢 22(2)，頁189-220
    DOI: 10.6226/2012.(22-2).07
    Appears in Collections:[Graduate Institute & Department of Business Administration] Journal Article

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