| Summary: | 碩士 === 國立高雄應用科技大學 === 資訊管理系 === 101 === The purpose of this research is to realize how working model forms the growth and market operation of Taiwanese computer animation companies, and to insight the growth of dynamic characteristics, as well as the critical success factors of various kinds of working model operating. Depending on research purposes, we focus on the growth behavior of several domestic computer animation companies by using system dynamics, and also use in-depth interviews to get the relevant variables to establish the structure of companies. After analyzing and discussing the working models and graphs of behavior over time (BOT), finally the main research findings are as follows.
First, the reason to affect the growth of computer animation companies mostly are low growth rates and underinvestment, the growth of production would follow up the capacity by taking cases, but the premise is whether to invest appropriately depending on market demand. The companies can train number of experienced senior staff in this way. If a company wants to grow up, they should accumulate experience.
Secondly, the investment production capacity would experience time delay from real output, and cause the enhancing of senior staff’s workload, The manager should adjust the workload by contractors to balance it, It’s easy to cause the remake, redesign and high shifting time of new staffs on project if managers do not notice time delay . It will make a big problem for project results and financial performance.
Then, when companies confront with transition from OEM to ODM, it would bring additional workload on original production capacity; in this case companies face insufficiency of capacity, and cause production capacity conflict.
Finally, the point of project transaction is quality and communication ability, Companies must estimate market's requirement to make appropriate investment and training for human resources to reduce opportunity of redesign and remake, and accumulate quality and communication ability.
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