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E93034
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011
網路學習和策略惰性:LCD產業在台灣
Network Learning and Strategic Inertia: LCD industry in Taiwan
1.洪清德
1.Ching-der Horng
1.國立中正大學企業管理學系
1.Department of Business Administration, National Chung Cheng University
001,002,003,004
1.國立中正大學企業管理學系
1.Department of Business Administration, National Chung Cheng University
002
1.行政院國家科學委員會
1.National Science Council
A.14 計畫執行期間(起):2004-08-01
A.14 計畫執行期間(訖):2005-07-31
2005-08-012005-10-31
A.16 收到日期:2005-11-03
2
光電產業協會廠商資料庫員工人數100人以上之廠商

1

27


27
003
01
C.2 聯絡日期:2005-11-04
2
1.國立中正大學企業管理學系
1.Department of Business Administration, National Chung Cheng University
1
C.7 資料公開日期:2005-08-01
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008
2
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1
1
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3
001,006
1,2
1.LCD產業
2.組織學習
3.網路
1.LCD
2.Network
3.Organizational Learning
 The literature on network learning has advanced toward the stage of differentiating between network’s enabling and constraining effects on firms’ ability to learn from others. Thus, while Uzzi (1997) speculates on the differences between a homogeneous network and a heterogeneous network, Danneels (2003) and Afuah (2000) address the possibility of getting trapped by one’s own current buyers. Here I report a case study based on archival data to trace the development of the LCD business by two firms in Taiwan: Chi Mei (CM) and China Tube (CT). In addition to network theory, I draw on the inertia literature (Burgelman, 2002) and organizational momentum (Miller and Friesen, 1984) to explain the puzzle of why CT is lagging behind CM. Despite coming from a related field (i.e., CRT), with over 30 years of operation, and being the first to mass produce large size LCD panels in Taiwan in 1999, CT not only lags behind CM who entered from the petrochemical field nine years ago, CT is also currently reported to be a likely merger target.

 The literature on network learning has advanced toward the stage of differentiating between network’s enabling and constraining effects on firms’ ability to learn from others. Thus, while Uzzi (1997) speculates on the differences between a homogeneous network and a heterogeneous network, Danneels (2003) and Afuah (2000) address the possibility of getting trapped by one’s own current buyers. Here I report a case study based on archival data to trace the development of the LCD business by two firms in Taiwan: Chi Mei (CM) and China Tube (CT). In addition to network theory, I draw on the inertia literature (Burgelman, 2002) and organizational momentum (Miller and Friesen, 1984) to explain the puzzle of why CT is lagging behind CM. Despite coming from a related field (i.e., CRT), with over 30 years of operation, and being the first to mass produce large size LCD panels in Taiwan in 1999, CT not only lags behind CM who entered from the petrochemical field nine years ago, CT is also currently reported to be a likely merger target.

D.16 完成檢誤日期:2006-04-17
D.17 預定釋出日期:2005-08-01
D.18 初次釋出日期:2006-06-20
D.19_1 最新版釋出日期:2006-06-20
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10.6141/TW-SRDA-E93034-1
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