【作者】 赵倩；

【导师】 乌力吉图；

【作者基本信息】 上海大学 ， 产业经济学， 2023， 硕士

【副题名】以台积电为例

【摘要】 集成电路(Integrated Circuit,简称IC)产业是信息技术产业的核心,是支撑经济社会发展和保障国家安全的战略性、基础性和先导性产业,是全球经济体高度关注的竞争领域。中国大陆的集成电路产业发展至今,产业规模不断扩大,产业结构不断优化,但仍存在核心关键技术不足,对外供应链依赖度过高,专业人才短缺等问题。如何促进集成电路产业的进一步发展,是当前亟需解决的重要问题。中国台湾地区企业凭借尖端产能技术和营收能力在IC制造业取得了全球范围内的竞争优势,是中国大陆值得探索与学习的对象。本文立足于集成电路制造领域,试图探索中国台湾地区IC代工龙头企业——台积电竞争优势的形成机理,为中国大陆及其它后发国家和地区的IC产业发展提供一些借鉴和思考。本文基于组织信息结构理论,构建了组织能力与竞争优势的理论模型。采用案例研究法,从组织信息结构与人力资产类型两个方面探讨了IC代工制造龙头企业台积电竞争优势的形成机理。研究发现:(1)台积电的组织信息结构具有网络一体化功能层级制和决策一体化功能层级制的双重组织结构特征。双重组织结构的优势在于:(1)各晶圆厂之间,组织专用性交流网络与技术委员会相辅相成,使台积电不仅能更加灵活、高效地调配产能,还能够对技术和市场环境的变化作出更快速的反应;(2)晶圆厂内部的决策一体化功能层级制,使各任务单元充分发挥各自的高度专业化技能,形成快速生产高质量产品的卓越制造能力;(3)这些仅仅观察其各自特质性环境信息的厂内部门,通过组织交流网络与相关任务单元进行活动水平与产品特征协调,通过技术委员会不断提升技术水平和生产能力,正是台积电能够以较高良率稳定生产尖端半导体产品(芯片)的组织驱动所在。(2)与台积电组织信息结构相匹配的人力资产类型为个人型人力资产,学习型组织是台积电强化其个人型人力资产的组织学习方式。本文讨论了学习型组织的三个内在机制:持续学习导向、持续改善导向,以及创新鼓励机制。大量具备专业技能和跨组织合作能力的个人型人力资产与组织内部的双重信息结构相辅相成,打造了台积电独特的组织能力,进而表现出竞争优势。根据当前产业现状与本文案例企业研究成果,本文认为中国大陆集成电路产业的发展应当立足于半导体市场需求与技术能力水平,巩固和扩大在半导体成熟制程市场的竞争力与影响力;通过完善组织内部技术培训、公平激励以及创新鼓励机制加强专业人才培养;在集成电路企业内部还需要加强组织能力建设,加强知识创造的能力,才能建立可持续的竞争优势。更多还原

【Abstract】 As the core of IT industry,integrated circuit(IC)industry is a strategic,fundamental and leading industry that supports the development of economy and guarantees national security.It is a highly competitive field that the global economy pays close attention to.So far,the scale of the IC industry in China’s mainland has continued to expand,the industrial structure has been continuously optimized,but there are still many problems,such as insufficient key technologies,excessive dependence on external supply chains,and shortage of professional talents.How to promote the further development of IC industry is an important issue that needs to solve urgently.Taiwan region of China has achieved a global competitive advantage in IC manufacturing industry,which is worth exploring and learning.From the field of integrated circuit manufacturing,this paper tries to explore the formation mechanism of TSMC’s competitive advantage,and provide some reference and thinking for the development of IC industry in China’s mainland and other late-developing countries and regions.Based on the theory of organizational information structure,this paper constructs a theoretical model of organizational capability and competitive advantage,adopts the case study method to discuss the formation mechanism of the competitive advantage of TSMC,a leading IC foundry manufacturer,from two aspects of organizational information structure and human asset types.This research found that:(1)TSMC’s organizational information structure has the dual organizational structure characteristics of network-integrated functional hierarchy and decision-integrated functional hierarchy.The advantages of the dual organizational structure are:(1)Between the fabs,the organization-specific communication network and the technical committee complement each other,so that TSMC can not only allocate production capacity more flexibly and efficiently,but also respond more quickly to changes in technology and market environment;(2)Inside the fab,the decision-integrated functional hierarchy make full use of highly specialized skills of each task unit,and forms an excellent manufacturing capability to produce high-quality products rapidly.(2)The type of human assets that matches the organizational information structure of TSMC is individual human assets,and the learning organization is TSMC’s method to strengthen it.This paper discusses three internal mechanisms of learning organizations: continuous learning orientation,continuous improvement orientation,and innovation incentive mechanism.Individual human assets and the dual information structure within the organization complement each other,creating unique organizational capabilities of TSMC,and thus showing competitive advantages.According to the current industry situation and the conclusion of the case study,this paper argues that the development of the IC industry in China’s mainland should be based on the semiconductor market demand and technical level,consolidate and expand the competitiveness and influence in the semiconductor mature process market;strengthen the cultivation of professional personnel by improving the internal technical training,fair incentive and innovation encouragement mechanism;in order to establish sustainable competitive advantage,it is necessary to strengthen organizational capacity building and knowledge creation ability in IC enterprises.更多还原