The Innovation Strategy and R&D Management of Samsung Group – An Explorative Study

• Main Authors: Eun-ha Park, 朴銀河
• Other Authors: Jen-Jsung Huang
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/87540323701807866422

碩士 === 國立中山大學 === 企業管理學系研究所 === 93 === In 2001 the IT industries in the world were in a recession and world top companies were in a deficit storm, but Samsung Electronics(SEC) still could make huge income. The success factors of SEC includes leadership, company culture, recruiting, huge investment, e-business, and sports marketing, etc. This thesis tries to do case study about Samsung Group, one of the representative Jaebol(Korean big companies) of Korea, and the main objects of study are SEC and electronic-related subsidiary companies like SDI, SEM etc., to study Samsung Group’s innovation strategy and R&D management. Firstly, this thesis divided the contents of SEC’s Digital Convergence goal and strategy into B to B and B to C, and named as up-stream innovation and down-stream innovation respectively. As one of the main success factors of electronic industries is R&D, I empathize SEC’s unusual technology learning or R&D strategy in the first part, that is R&D history of semiconductor, mobile phone, and TFT-LCD, and its R&D organization. Secondly is the so-called innovation strategy, and this thesis define it to be consisted of four main factors, that is domestic up-stream innovation, international down-stream innovation, domestic down-stream innovation, and international up-stream innovation, which is its innovation process. Finally, I analyzed SEC’s financial ratio, to prove the above non-financial factors more specifically. As a result, Samsung invested huge money to R&D, which is needed for Digital Convergence product, like semiconductor, TFT-LCD, mobile phone etc, based on the vertical integration of group organization, growing to multinational company throughout the innovation strategy.