A Case Study on Strategic Innovation Motivation of Taiwanese WiMAX Manufacturers

• Main Authors: Hu, Ming-Hsiu, 胡明秀
• Other Authors: Chang, Chao-Ching
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/85583111153932110952

碩士 === 輔仁大學 === 管理學院經營管理碩士學程 === 99 === 　　Taiwan Original Design Manufacturers (ODMs) account for more than 70% of global production. Their capacity for manufacturing and flexibility is well known. However the overall demand of industrial innovation and business growth is rising, therefore the manufacturers continuously participate in the new technical research and development, with the goal to bring growth opportunity to the industry and their organization, consequently WiMAX technology came into being. 　　This paper uses case study methodology by in-depth interviews with two WiMAX upstream and downstream manufacturers in Taiwan to interpret how Taiwanese ODM manufacturers open up emerging markets and drive the development of mature industry through the emerging WiMAX technologies. This study adopts the conceptual frameworks of disruptive innovation which was developed by Christensen and value net framework by Brandenburger generalizing the success of these two manufacturers which subsequently can be used as an example and case reference for the enterprises which face such transformation. 　　This study finds the overlap of value network influencing innovation capability and reinforces their relationship is complementor and a transferable resource. The similarity of value network will affect the manufacturers’ innovation motivation and capability, and if the resources can be transferred quickly among the value networks and the products with complementary characteristics. When these two factors are present, the firms will prefer to adopt new technologies by setting up a separate organization dedicated to developing new technologies, otherwise the firms will prefer to acquire external organizations to achieve their goals. The summary of this study is that in Christensen’s framework the overlap of value network will limit the firm’s disruptive innovation, but this study finds if we add complementary and transferable resource into consideration, then the overlap of value network will reinforce the disruptive innovation. 　　The conclusion of this study shows how Taiwanese ODM manufacturers using established resources and value network to develop new products and emerging markets, as a mature product markets and industries in transition, and through this process establishes competitive advantage and improves overall organizational performance. This study provides a direction and suggests future researchers using this conclusion for future quantification research.