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Technology entrepreneurial styles: a comparison of UMC and TSMC

Technology entrepreneurial styles: a comparison of UMC and TSMC. 報告人 : 鄭雯涵 (94312039) 指導老師 : 張菽萱 博士. Abstract. 1.Technology entrepreneurship concerns the ways in which entrepreneurs draw on resources and structures to exploit emerging technology opportunities.

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Technology entrepreneurial styles: a comparison of UMC and TSMC

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  1. Technology entrepreneurial styles: a comparison of UMC and TSMC 報告人:鄭雯涵 (94312039) 指導老師:張菽萱 博士

  2. Abstract 1.Technology entrepreneurship concerns the ways in which entrepreneurs draw on resources and structures to exploit emerging technology opportunities. 2.On the paper compares technology entrepreneurial styles of two leading Taiwanese semiconductor firms(UMC and TSMC). 3.UMC:(1)agility in organizational networks (2)business diversification 4.TSMC:(1)stability in self-dependent development (2)business focus

  3. Introduction 1.Technology entrepreneurship probes the relationship between entrepreneurship and technological innovation,and examines how entrepreneurs explore and exploit organizational resources and technological systems. 2.The process of undertaking entrepreneurial behavior and entrepreneurial activity may need some endeavors in the area of organizational function.(human resource policy and organizational design) 3.(1) human resource :address the demands of survival,stabilization, and facilitate entrepreneurial processes for start-up firm. (2) organizational design:may be another impulse for entrepreneurial success by different organizational design.

  4. Three sections 1.The evolution of UMC and TSMC is introduced form the technology entrepreneurship perspective. 2.The similarities and differences in the styles of behaviors, activities and technology entrepreneurship between the two firms are discussed. 3.summarize the conclusions and implications for theory and research as well as for managers.

  5. The four eras of Semiconductor technology 1. 1980-1985,LSI/digital era 2. 1986-1990,VLSI/digital era 3. 1991-2000, submicron/network era 4. Beyond 2000,nanometer/internet era

  6. Origin of UMC 1.In the 1960s,the IC industry was targeted as a candidate for Taiwan’s industrial migration, and the Complementary Metal-Oxide-Semiconductor(CMOS) process technology was identified as the potentially dominant manufacturing technology. 2.In the mid-1970s,a development program was initiated by the Taiwan government that aimed to upgrade the structure of industry by shifting the economy away from labor-intensive industries towards knowledge-intensive products and technologies. 3.1976,wafer manufacturing,circuit design,and mask making,together with the management skills required for IC fabrication were transferred by ERSO. 4.UMC was spun-off from ERSO and founded in 1980.

  7. Origin of TSMC 1.In 1985,ERSO established the Common Design Center(CDC),an advanced public computer-aided design facility,to assist start-up design firms. 2.In 1987,overseas Taiwanese engineers had returned to Taiwan(including 張忠謀). 3.TSMC was given Taiwan government support and solicit foreign IC companies to join the venture.

  8. 1980-1985 UMC: 1.focused its capacity on the production(digital watch ICs,musical equipment ICs,and telephone ICs) by ASIC. 2.avoiding standard commodities 3.packaging outsourcing 4.In 1984,develop and sell an 8-bite microprocessor by cooperating with overseas Taiwanese engineers in Silicon Valley.

  9. 1986-1990 UMC:(emphasis on technology and product development) 1.In 1988,develop 1.2-micron 1 MB ROM successfully for consumer electronics products. 2.In 1989,focus mainly on value-added products (computer peripheral and communication products) 3.restructured its corporate organization and established four business units(consumer,computer, memory and communication products) 4.In 1990,develop memory(1.0-micron 256k Low Power SRAM,1.0-micron 2 MB/4 MB ROM…)

  10. 1986-1990 TSMC:(Intel was looking for overseas wafer outsourcing contractors) 1.pure foundry business model 2.semiconductor technology transferring from Philips

  11. 1991-1995 UMC: (flexibility and quick decision-making) 1.product diversification 2.In 1995,organization transformation into a pure-play foundry 3.three joint venture wafer foundry companies (USC ,UICC,USIC)

  12. 1991-1995 TSMC: 1.the world’s largest and fastest growing dedicated semiconductor foundry 2.manufacturing more than one million 6-inch wafers per year in 1995 3.expanding its business in internet, digital consumer electronics, and wireless applications

  13. 1996-2000 UMC: 1. in 1998,entering Japanese wafer-foundry market 2.in 1999,merge four units:USC, USIC, UICC,UTEK 3.reorganization focuses our Taiwan- based more financially efficient and competitive organization 4.developing deep-submicron production

  14. 1996-2000 TSMC: 1.In 1996,technology transferred from Fujitsu 2.emphasis on customized service (virtual fab-the eFoundry platform) 3.in 1998,the first production-volume 0.35-micron process wafers fabricated 4.taking the further step of changing from a pure manufacturer to a provider of semiconductor design services 5.in 2000,successfully advanced process technology to the 0.13-micron level through self-dependent development.

  15. Beyond 2001 UMC: 1.in 2001,joint development with Infineon 2.in 2002,only invested in some potential customer firms and fostered them to become the leading parties in their own industries(MediaTek and AUO),and created a win-win situation.

  16. Beyond 2001 TSMC: 1.In 2001, announced a long-term plan to build six 12-inch wafer plants 2.In 2002,90/65nm technology joint with Philips,ST Microelectronics and TSMC reinforce their R&D efforts in leading edge technology

  17. Comparison of UMC and TSMC UMC TSMC Entrepreneurial 1.acquirement of initial government Behavior support 2.employment of well-educated engineering force 1.agility 1.stability 2.organizational network 2.self-dependent development 3.business diversification 3.business focus

  18. Comparison of UMC and TSMC UMC TSMC Entrepreneur’s 1.growth context in 1.growth context in a background sophisticated Taipei traditional Chinese family 2.domestic education 2.US education in in management science electrical engineering 3.domestic work 3.US work experience experience 4.achievement 4. achievement motivation from motivation from competition patriotism

  19. Conclusion 1.the agile entrepreneurial style of UMC facilitates its entrepreneurial behavior in effective utilization of organizational networks and of diversification.(local entrepreneurial human resource and organizational designs of matrix and network structures) 2.the stability entrepreneurial style of TSMC contributes to its entrepreneurial behavior in self-dependent development and business focus.(international entrepreneurial human resources and organizational design of functional structure) 3.an entrepreneur’s background can impact upon the technological entrepreneurial style in several respects. 4.the success of UMC and TSMC demonstrated to other entrepreneurs that Taiwan,as a technological latecomer,still had opportunities to overcome the barriers to entry and to catch up with the new technology frontiers.

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