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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 李吉仁(Ji-Ren Lee) | |
dc.contributor.author | Chih-Yuan Chen | en |
dc.contributor.author | 陳志遠 | zh_TW |
dc.date.accessioned | 2021-06-17T00:42:26Z | - |
dc.date.available | 2015-01-01 | |
dc.date.copyright | 2012-02-16 | |
dc.date.issued | 2012 | |
dc.date.submitted | 2012-01-13 | |
dc.identifier.citation | Allen, K.R. (2003). Bringing New Technology to Market. New Jersey: Upper Saddle River.
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dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/66553 | - |
dc.description.abstract | 本論文探討企業應如何透過一個有系統的流程架構來評估與採用新技術與創新。企業可以透過新產品開發或推出新的商業模式來提升競爭力及營運成長。在不斷推陳出新的技術與創新中,企業應建立一套有系統性的採用流程,在有限的資源下,依據企業的風險承受能力,決定所要投資的新技術和創新,以獲得最大的效益。
本論文將根據Gartner 公司所發展的STREET 流程,來做為探討解決上述問題的方法論。STREET流程是由六個階段所組成,包括經營範圍 (Scope),技術追蹤 (Track),技術排序 (Rank),技術評價 (Evaluate),宣達(Evangelize),和技術移轉 (Transfer)。透過每階段的重要活動,技術規劃者可以由公司策略、內部需求、及風險承受能力,開始追蹤並評估不同來源的技術。為確保能適時將所篩選出的重要技術和創新移轉給內部產品部門,必須在評價過程中取得產品事業部門的資源投入承諾。 為具體瞭解此一方法論的實用程度,本論文以一家半導體設計公司運用STREET於新技術採用與創新的經驗為基礎進行探討。此個案是此公司第一個採用STREET的試驗。透過此流程,可以讓經營決策和技術規劃者掌握現有技術和創新的現況,以及明確做出符合公司經營範圍和風險承受的資源投資決策。 | zh_TW |
dc.description.abstract | The thesis aims at addressing an adoption process for emerging technology and innovation. The decision to what and when to adopt technology and innovation underlies the success of a new product launch or a competitive business model. The adoption process facilitates the business or technology planners of an enterprise to respond to some basic issues of how to guide and prioritize the investment in technology and innovation, which and when to adopt to benefit most to the organization, and how to develop the targeted technology and innovation within the organization.
In the thesis, Gartner’s STREET process, which comprises of six stages of Scope, Track, Rank, Evaluate, Evangelize, and Transfer, is presented as the framework of adopting emerging technology and innovation at a semiconductor fabless company in Taiwan. The STREET process starts from identifying the business scope and the enterprise personality of risk tolerance at the first stage, forming structured activities of technology track, evaluate, and rank, as well as achieving a successful transfer by considering the suitable participants involved in the evaluation and transfer. In the latter part, a case study that a semiconductor fabless company in Taiwan put the STREET process into practice for the first time to justify its practical extent and usefulness is presented. The process facilitates the business and technology planners to oversee the development status of technology and innovation for making decisions conforming to the business scope and risk tolerance. Besides, reflections from the empirical practices and recommendations are also presented for solidifying the process. | en |
dc.description.provenance | Made available in DSpace on 2021-06-17T00:42:26Z (GMT). No. of bitstreams: 1 ntu-101-P98744016-1.pdf: 3842228 bytes, checksum: 6c718640182fd6d216271cf57b831e84 (MD5) Previous issue date: 2012 | en |
dc.description.tableofcontents | Table of Contents
誌謝 i THESIS ABSTRACT ii 中文摘要 iii Table of Contents iv List of Figures vii List of Tables xi Chapter 1 Introduction 1 1.1 Research Motivation 1 1.2 Research Questions and Purposes 5 1.3 Limitation 6 1.4 Structure of the Thesis 6 Chapter 2 Literature Review 8 2.1 Technology S-Curve 8 2.2 Technology Adoption Life Cycle 9 2.3 Chasm in the Diffusion of Innovation 14 2.4 New Product Development Process 15 Chapter 3 The STEET Process 18 3.1 Scope 21 3.2 Track 23 3.2.1 Technology Scan 23 3.2.2 Technology Profile 24 3.3 Rank 28 3.3.1 Hype Cycle 29 3.3.2 Priority Matrix 38 3.4 Evaluate: Understanding Rewards and Risks 39 3.4.1 Planning the Evaluation Project 39 3.4.2 What to Evaluate: Benefits, Risks and Costs 40 3.4.3 How to Evaluate: Prototypes, Pilots and Champion/Challenger 43 3.5 Evangelize: Spreading the Word 46 3.6 Transfer: Make It Happen 48 3.7 Summary 50 Chapter 4 Technology Adoption In Reality: A Case From an IC Fabless Company 52 4.1 Company Background 52 4.2 Scope 53 4.2.1 Bottom Up: Business needs 54 4.2.2 Top down: Strategic direction 55 4.2.3 Enterprise personality of risk tolerance 57 4.3 Track 59 4.3.1 Technology Scan 59 4.3.2 Technology Profile 60 4.3.3 Challenges 61 4.4 Rank 61 4.4.1 Mobile Device 62 4.4.2 Communication 64 4.4.3 Semiconductor 65 4.4.4 Consolidation 66 4.4.5 Challenges in Practice 68 4.5 Evaluate 69 4.5.1 Wireless Power 70 4.6 Transfer 83 4.7 Challenges 84 Chapter 5 Conclusions and Recommendations 86 5.1 Research Conclusions 86 5.2 Recommendations for the Case Company 87 5.3 Further Research Recommendations 88 REFERENCE 89 Appendix A - Timeline of Wal-Mart’s RFID Program 92 Appendix B - Wireless Power Consortium (WPC) 94 Appendix C – Wireless Power Semiconductor Market Forecast 95 | |
dc.language.iso | en | |
dc.title | 新技術評估與創新採用流程之研究:臺灣半導體設計公司之個案實證 | zh_TW |
dc.title | A Study on Technology Evaluation and Adoption Processes of Emerging Technologies: The Case of a Semiconductor Fabless Company in Taiwan | en |
dc.type | Thesis | |
dc.date.schoolyear | 100-1 | |
dc.description.degree | 碩士 | |
dc.contributor.coadvisor | 林世銘(Su-Ming Lin) | |
dc.contributor.oralexamcommittee | 陳俊忠(Chun-Chung, Chen) | |
dc.subject.keyword | 技術創新,採用流程,技術評價,STREET模式, | zh_TW |
dc.subject.keyword | Emerging Technology,Innovation,Adoption Process,STREET Model, | en |
dc.relation.page | 95 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2012-01-16 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 會計學研究所 | zh_TW |
顯示於系所單位: | 會計學系 |
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