A Study on the Developments of Technical Innovation of High-tech Manufacturers– From Technological Learning Perspective

• Main Authors: Wei-Shun Sha, 沙偉順
• Other Authors: Kun-Yu Hung
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/c7p4sj

碩士 === 銘傳大學 === 資訊管理學系碩士在職專班 === 94 === In 21st century, it has been the most important issue in high-tech manufacturer management that how to innovate constantly, in order to draw competitive advantage. In the early development, as a result of the limited knowledge and resources, Taiwan’s high-tech manufacturers usually absorbed extrinsic technology by imitating and learning, in order to increase the technologic ability of their own. However, few efforts have continued to address that how high-tech manufacturers to incease their own technologic abilities successfully by imitating and learning technology. Therefore, the major purpose of the present study was to investigate the following questions: what was the progress of absorbing technologic ability of high-tech manufacturers, which developed from substitute manufactur to R&D autonomy successfully? How did they transfer the external technology to their own technologic knowledge? And, what’s the relationship between the progresses of increasing technologic abilities, the structures of organizations, and the business strategies? There were several findings of this study as follows: 1. The progress of absorbing technologic ability can be differentiated as “duplicate imitation”, “creative imitation” and “innovation”. 2. In the extrinsic learning dimension, the closer high-tech manufacturers develop to “innovation” stage, the more cooperation activities will be take between manufacturers and reaserch institutes. 3. In the internal learning dimension, if there are barriers of knowledge communication between employees, the enterprises must enforce their management regimes by unifying the management of knowledge. 4. The functions of leaders take very important role in internal learning activities; meanwhile, there is a replacement relationship between educational regimes and the functions of sharing knowledge by leaders.