台灣產業由盛轉衰歷程之策略探討—以DRAM、LED及Textile為例

Abstract

台灣曾創造了不少在國際上具領導地位的產業，在大量出口的帶動下，使台灣經濟得以持續成長並為台灣帶來可觀的外匯收入，列入「亞洲四小龍」；然而，有部份的台灣產業在全球競逐下，無法持續維持其競爭優勢，逐漸被其他國家/地區所超越，其「由盛轉衰」之過程及其轉變因素，值得深入探討。 本研究參照質性研究的抽樣原則挑選出動態隨機存取記憶體 (DRAM)、發光二極體(LED)及紡織 (Textile)等三大產業，分別從「產業生命週期」的觀點、產業技術世代的演變與投資時機的選擇等面向，探討台灣三大產業上/中/下游在「產業價值鏈」上的定位與變遷，並與所產生的財務績效表現相比對；此外，透過國家競爭力分析—鑽石模型(Diamond Model)中七項要素比較，分析台灣及中國大陸產業的競爭力，並探討紅色供應鏈與台灣產業之競合及影響。最後依據上述，整理出台灣三大產業「由盛轉衰」的因素假設(Proposition)如下 : -以「製造」為主軸的產業發展思維 -組織面對企業「轉型」的決心 -企業在「智慧財產」的佈局及操作 -產業關鍵人才的外流 透過對1990~2015年台灣DRAM、LED及Textile三大產業的研究，找出台灣產業維持國際競爭力之關鍵因素，以提供台灣廠商一些策略發展的建議及方向；同時也期待後續經由長期且大量的資料驗證，並將台灣其他仍具全球領導地位的產業納入研究，並針對個別產業在關鍵時刻所做的決策與其影響，做更進一步的研究與探討，找出更多台灣產業如何維持國際競爭力之關鍵因素，以提供後續廠商在策略發展與關鍵決策的建議及借鏡。

In the past few decades, quite a lot of Taiwanese industries have ever been leading the trend and play an important role in worldwide supply chain. It helps Taiwan undergo rapid industrialization and maintained exceptionally high growth rates. Therefore, Taiwan is known as one of the “Four Asian Tigers”. However, certain portion of Taiwanese industries cannot create their sustainable competitive advantages and lose in the following competitions. The process of rise and fall of Taiwanese industries are the topics worth exploring. According to the rule of purposive sampling, DRAM, LED and Textiles had been selected and studied. This research employed the “Industry Life Cycle”, “Technological Evolution” and “Timing for New Technology Investment” to analysis the rise and fall of these three selected Taiwanese industries. In parallel, some key financial indices have been adopted to verify the related consequences of strategic decisions. Furthermore, considering the growing threat of Red Supply Chain — the “Diamond’s Model” with seven key factors have also been applied for making a systematic comparison between Taiwan and China. At the end, by using the method of analysis generalization, a few propositions stating the causes of the rise and fall of Taiwanese industries have been proposed as follows : -Manufacturing-oriented thinking for industry development -Mindset of facing organizational transformation -Development and allocation of intellectual property -Retention and compensation for key talents Due to certain limitations of this research, some more industries have not been included. Hopefully further research can be applied for various Taiwanese industries with long-term data base. It could help Taiwanese companies figure out their own sustainable competitive advantages and then follow by critical and strategic decision making.