Technology management and strategy composition: innovation of IC foundry
Abstract The goals of this research are two-tiered: The first goal is to analyze the evaluation criteria used by integrated circuit (IC) designers when selecting foundry service providers. The second goal is to use an in-depth case study on the global IC foundry leader, TSMC, to explore the strategi...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Lin, Grace T. R. [verfasserIn] Yu, Hsiao Chen [verfasserIn] Hsieh, Aaron Y. L. [verfasserIn] Chou, James C. [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2009 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Journal of intelligent manufacturing - Dordrecht [u.a.] : Springer Science + Business Media B.V, 1990, 21(2009), 6 vom: 09. Apr., Seite 885-896 |
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| Übergeordnetes Werk: |
volume:21 ; year:2009 ; number:6 ; day:09 ; month:04 ; pages:885-896 |
| Links: |
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| DOI / URN: |
10.1007/s10845-009-0265-y |
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| Katalog-ID: |
SPR013676717 |
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| 520 | |a Abstract The goals of this research are two-tiered: The first goal is to analyze the evaluation criteria used by integrated circuit (IC) designers when selecting foundry service providers. The second goal is to use an in-depth case study on the global IC foundry leader, TSMC, to explore the strategic compositions of IC foundry’s process development, since the process technology has been found, through our survey at the prior stage, to be the most significant evaluation criterion in view of competitiveness in the customer market. As a result, for the foundry industry, technology no longer counts for everything, although it is a priority; coordinated strategies, in contrast, should assure more business merits for all concerned. This study has drawn the strategy matrix with eight categories of IC foundry process strategies. | ||
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10.1007/s10845-009-0265-y doi (DE-627)SPR013676717 (SPR)s10845-009-0265-y-e DE-627 ger DE-627 rakwb eng 004 620 ASE 52.72 bkl Lin, Grace T. R. verfasserin aut Technology management and strategy composition: innovation of IC foundry 2009 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Abstract The goals of this research are two-tiered: The first goal is to analyze the evaluation criteria used by integrated circuit (IC) designers when selecting foundry service providers. The second goal is to use an in-depth case study on the global IC foundry leader, TSMC, to explore the strategic compositions of IC foundry’s process development, since the process technology has been found, through our survey at the prior stage, to be the most significant evaluation criterion in view of competitiveness in the customer market. As a result, for the foundry industry, technology no longer counts for everything, although it is a priority; coordinated strategies, in contrast, should assure more business merits for all concerned. This study has drawn the strategy matrix with eight categories of IC foundry process strategies. IC foundry (dpeaa)DE-He213 IC designers (dpeaa)DE-He213 Evaluation criteria (dpeaa)DE-He213 MCDM (dpeaa)DE-He213 AHP (dpeaa)DE-He213 IC process strategy model (dpeaa)DE-He213 Yu, Hsiao Chen verfasserin aut Hsieh, Aaron Y. L. verfasserin aut Chou, James C. verfasserin aut Enthalten in Journal of intelligent manufacturing Dordrecht [u.a.] : Springer Science + Business Media B.V, 1990 21(2009), 6 vom: 09. Apr., Seite 885-896 (DE-627)315293519 (DE-600)2015292-9 1572-8145 nnns volume:21 year:2009 number:6 day:09 month:04 pages:885-896 https://dx.doi.org/10.1007/s10845-009-0265-y lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 52.72 ASE AR 21 2009 6 09 04 885-896 |
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10.1007/s10845-009-0265-y doi (DE-627)SPR013676717 (SPR)s10845-009-0265-y-e DE-627 ger DE-627 rakwb eng 004 620 ASE 52.72 bkl Lin, Grace T. R. verfasserin aut Technology management and strategy composition: innovation of IC foundry 2009 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Abstract The goals of this research are two-tiered: The first goal is to analyze the evaluation criteria used by integrated circuit (IC) designers when selecting foundry service providers. The second goal is to use an in-depth case study on the global IC foundry leader, TSMC, to explore the strategic compositions of IC foundry’s process development, since the process technology has been found, through our survey at the prior stage, to be the most significant evaluation criterion in view of competitiveness in the customer market. As a result, for the foundry industry, technology no longer counts for everything, although it is a priority; coordinated strategies, in contrast, should assure more business merits for all concerned. This study has drawn the strategy matrix with eight categories of IC foundry process strategies. IC foundry (dpeaa)DE-He213 IC designers (dpeaa)DE-He213 Evaluation criteria (dpeaa)DE-He213 MCDM (dpeaa)DE-He213 AHP (dpeaa)DE-He213 IC process strategy model (dpeaa)DE-He213 Yu, Hsiao Chen verfasserin aut Hsieh, Aaron Y. L. verfasserin aut Chou, James C. verfasserin aut Enthalten in Journal of intelligent manufacturing Dordrecht [u.a.] : Springer Science + Business Media B.V, 1990 21(2009), 6 vom: 09. Apr., Seite 885-896 (DE-627)315293519 (DE-600)2015292-9 1572-8145 nnns volume:21 year:2009 number:6 day:09 month:04 pages:885-896 https://dx.doi.org/10.1007/s10845-009-0265-y lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 52.72 ASE AR 21 2009 6 09 04 885-896 |
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10.1007/s10845-009-0265-y doi (DE-627)SPR013676717 (SPR)s10845-009-0265-y-e DE-627 ger DE-627 rakwb eng 004 620 ASE 52.72 bkl Lin, Grace T. R. verfasserin aut Technology management and strategy composition: innovation of IC foundry 2009 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Abstract The goals of this research are two-tiered: The first goal is to analyze the evaluation criteria used by integrated circuit (IC) designers when selecting foundry service providers. The second goal is to use an in-depth case study on the global IC foundry leader, TSMC, to explore the strategic compositions of IC foundry’s process development, since the process technology has been found, through our survey at the prior stage, to be the most significant evaluation criterion in view of competitiveness in the customer market. As a result, for the foundry industry, technology no longer counts for everything, although it is a priority; coordinated strategies, in contrast, should assure more business merits for all concerned. This study has drawn the strategy matrix with eight categories of IC foundry process strategies. IC foundry (dpeaa)DE-He213 IC designers (dpeaa)DE-He213 Evaluation criteria (dpeaa)DE-He213 MCDM (dpeaa)DE-He213 AHP (dpeaa)DE-He213 IC process strategy model (dpeaa)DE-He213 Yu, Hsiao Chen verfasserin aut Hsieh, Aaron Y. L. verfasserin aut Chou, James C. verfasserin aut Enthalten in Journal of intelligent manufacturing Dordrecht [u.a.] : Springer Science + Business Media B.V, 1990 21(2009), 6 vom: 09. Apr., Seite 885-896 (DE-627)315293519 (DE-600)2015292-9 1572-8145 nnns volume:21 year:2009 number:6 day:09 month:04 pages:885-896 https://dx.doi.org/10.1007/s10845-009-0265-y lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 52.72 ASE AR 21 2009 6 09 04 885-896 |
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10.1007/s10845-009-0265-y doi (DE-627)SPR013676717 (SPR)s10845-009-0265-y-e DE-627 ger DE-627 rakwb eng 004 620 ASE 52.72 bkl Lin, Grace T. R. verfasserin aut Technology management and strategy composition: innovation of IC foundry 2009 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Abstract The goals of this research are two-tiered: The first goal is to analyze the evaluation criteria used by integrated circuit (IC) designers when selecting foundry service providers. The second goal is to use an in-depth case study on the global IC foundry leader, TSMC, to explore the strategic compositions of IC foundry’s process development, since the process technology has been found, through our survey at the prior stage, to be the most significant evaluation criterion in view of competitiveness in the customer market. As a result, for the foundry industry, technology no longer counts for everything, although it is a priority; coordinated strategies, in contrast, should assure more business merits for all concerned. This study has drawn the strategy matrix with eight categories of IC foundry process strategies. IC foundry (dpeaa)DE-He213 IC designers (dpeaa)DE-He213 Evaluation criteria (dpeaa)DE-He213 MCDM (dpeaa)DE-He213 AHP (dpeaa)DE-He213 IC process strategy model (dpeaa)DE-He213 Yu, Hsiao Chen verfasserin aut Hsieh, Aaron Y. L. verfasserin aut Chou, James C. verfasserin aut Enthalten in Journal of intelligent manufacturing Dordrecht [u.a.] : Springer Science + Business Media B.V, 1990 21(2009), 6 vom: 09. Apr., Seite 885-896 (DE-627)315293519 (DE-600)2015292-9 1572-8145 nnns volume:21 year:2009 number:6 day:09 month:04 pages:885-896 https://dx.doi.org/10.1007/s10845-009-0265-y lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 52.72 ASE AR 21 2009 6 09 04 885-896 |
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Lin, Grace T. R. |
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Lin, Grace T. R. ddc 004 bkl 52.72 misc IC foundry misc IC designers misc Evaluation criteria misc MCDM misc AHP misc IC process strategy model Technology management and strategy composition: innovation of IC foundry |
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004 620 ASE 52.72 bkl Technology management and strategy composition: innovation of IC foundry IC foundry (dpeaa)DE-He213 IC designers (dpeaa)DE-He213 Evaluation criteria (dpeaa)DE-He213 MCDM (dpeaa)DE-He213 AHP (dpeaa)DE-He213 IC process strategy model (dpeaa)DE-He213 |
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ddc 004 bkl 52.72 misc IC foundry misc IC designers misc Evaluation criteria misc MCDM misc AHP misc IC process strategy model |
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ddc 004 bkl 52.72 misc IC foundry misc IC designers misc Evaluation criteria misc MCDM misc AHP misc IC process strategy model |
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Technology management and strategy composition: innovation of IC foundry |
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Journal of intelligent manufacturing |
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Lin, Grace T. R. |
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verfasserin |
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technology management and strategy composition: innovation of ic foundry |
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Technology management and strategy composition: innovation of IC foundry |
| abstract |
Abstract The goals of this research are two-tiered: The first goal is to analyze the evaluation criteria used by integrated circuit (IC) designers when selecting foundry service providers. The second goal is to use an in-depth case study on the global IC foundry leader, TSMC, to explore the strategic compositions of IC foundry’s process development, since the process technology has been found, through our survey at the prior stage, to be the most significant evaluation criterion in view of competitiveness in the customer market. As a result, for the foundry industry, technology no longer counts for everything, although it is a priority; coordinated strategies, in contrast, should assure more business merits for all concerned. This study has drawn the strategy matrix with eight categories of IC foundry process strategies. |
| abstractGer |
Abstract The goals of this research are two-tiered: The first goal is to analyze the evaluation criteria used by integrated circuit (IC) designers when selecting foundry service providers. The second goal is to use an in-depth case study on the global IC foundry leader, TSMC, to explore the strategic compositions of IC foundry’s process development, since the process technology has been found, through our survey at the prior stage, to be the most significant evaluation criterion in view of competitiveness in the customer market. As a result, for the foundry industry, technology no longer counts for everything, although it is a priority; coordinated strategies, in contrast, should assure more business merits for all concerned. This study has drawn the strategy matrix with eight categories of IC foundry process strategies. |
| abstract_unstemmed |
Abstract The goals of this research are two-tiered: The first goal is to analyze the evaluation criteria used by integrated circuit (IC) designers when selecting foundry service providers. The second goal is to use an in-depth case study on the global IC foundry leader, TSMC, to explore the strategic compositions of IC foundry’s process development, since the process technology has been found, through our survey at the prior stage, to be the most significant evaluation criterion in view of competitiveness in the customer market. As a result, for the foundry industry, technology no longer counts for everything, although it is a priority; coordinated strategies, in contrast, should assure more business merits for all concerned. This study has drawn the strategy matrix with eight categories of IC foundry process strategies. |
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Technology management and strategy composition: innovation of IC foundry |
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https://dx.doi.org/10.1007/s10845-009-0265-y |
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Yu, Hsiao Chen Hsieh, Aaron Y. L. Chou, James C. |
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Yu, Hsiao Chen Hsieh, Aaron Y. L. Chou, James C. |
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| doi_str |
10.1007/s10845-009-0265-y |
| up_date |
2024-07-03T21:24:32.992Z |
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| score |
7.400176 |