The Governance Change of Organization Value Chain: Cases for PC, Semiconductor and TFT-LCD Industries in Taiwan

• Main Authors: Yu-Chuan Lin, 林玉娟
• Other Authors: Kuang S. Yeh
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/r8xkza

博士 === 國立中山大學 === 企業管理學系研究所 === 96 === From the perspective of contingency theory, this study investigates the governance change of the organization value chain between upstream and downstream firms in three most important high-tech industries in Taiwan: PC, semiconductor, and TFT-LCD. Many scholars and experts have thoroughly studied governances of value chains. Their findings are valuable to the competitiveness of organizations and industries. However, most of them are focused on the Western industries. Very few studies are based on Taiwanese industries. Besides, most of these researches on the characteristics of Taiwanese organizations and industries emphasize the flexible production collaborative networks and the quick responses of small and medium-sized enterprises (SMEs). Even fewer studies have recognized that Taiwanese high-tech industries have evolved into large integrated business groups. This study complements previous literature from a different perspective. Employing case research method, this research has interviewed 20 experts that are familiar with the operation of these three high-tech electronic industries. It is found that all PC, IC and TFT-LCD industries adopted network models at the emerging stage. When these industries getting matured, however, the IC industry adopted the market model, while the PC and TFT-LCD industries moved to hierarchy models. Using Boolean method, this study has reached four major findings for Taiwan’s high-tech industries: 1. The industries’ governance of organization value chain moved toward the personal network model at the emerging stage due to technology uncertainties, relatively high profitability and not enough capital munificence. 2. The industries’ governance of organization value chain moved toward the impersonal network model at the emerging stage due to technology uncertainties, low complexity of technology, relatively high profitability, and enough capital munificence. 3. The industries’ governance of organization value chain moved toward the market model at the mature stage due to technology certainties, enough capital munificence, high complexity of technology and relatively high profitability. 4. The industries’ governance of organization value chain moved toward the hierarchy model at the mature stage due to technology certainties, enough capital munificence, low complexity of technology and relatively low profitability. In the concluding chapter, this thesis presents management implications and future researches based on this study.