A study of OEM strategies to confront disruptive innovations in notebook industry

• Main Authors: TAI, JUI-HUNG, 戴瑞宏
• Other Authors: Tang, Ying-Chan (Edwin)
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/65145723519640266590

碩士 === 國立交通大學 === 企業管理碩士學程 === 98 === Disruptive innovation is not only a famous theory, but most likely a powerful tool for the executives to consider the coming challenges in their industry. Does the same theory apply to OEM companies? This article is trying to make some examinations and discussions. OLPC is the most well-known case of disruptive innovation in notebook industry in recent years. But its follower, netbook, seems to have caught much more attention from the consumers, and created a sub-category product of notebook. This article tries to gather information of OLPC and netbook, and to dig lessons Taiwan OEM companies can learn form. As applying disruptive innovation theory to OEM companies, it should have different key factors measuring their ability to accommodate innovations. Those special attributes of OEM companies, in contrast to Brand companies, will lead to different strategy outcomes when they deal with disruptive innovations.