請用此 Handle URI 來引用此文件：
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/92831完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 吳學良 | zh_TW |
| dc.contributor.advisor | Hsueh-Liang Wu | en |
| dc.contributor.author | 卓煜盛 | zh_TW |
| dc.contributor.author | Yu-Sheng Cho | en |
| dc.date.accessioned | 2024-07-02T16:11:32Z | - |
| dc.date.available | 2024-07-03 | - |
| dc.date.copyright | 2024-07-02 | - |
| dc.date.issued | 2024 | - |
| dc.date.submitted | 2024-06-21 | - |
| dc.identifier.citation | 中文文獻
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| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/92831 | - |
| dc.description.abstract | 英特爾公司（Intel Corp.）成立於西元1968年，首先發明了動態記憶體DRAM，曾經市佔率超過80%。後來在日本傾全國之力，英特爾記憶體公司在1985年退出記憶體轉型成英特爾微處理器公司，目前仍是世界桌上型電腦與筆記型電腦CPU最大市佔率的公司。
英特爾是創意及品質的領先者，半導體製程技術曾是世界第一。自從2013年14奈米製程開始顯首次延遲，以及後續10奈米與7奈米的嚴重延遲，這些造成了英特爾在半導體的技術及製造能力由原先領先台積電4年變成了落後4年。英特爾CEO宣示要重返榮耀：4年內完成5個技術節點的推進、2025年超越台積電拿回技術領先地位、並在2030年成為全球晶圓代工業的第2名。 本研究根據Intel前30年的關鍵事件來分析並找出英特爾定性的組織習慣，套用到主導性邏輯，成為它55年來的『策略方程式』。經由這個方程式本研究嘗試推導以下3個問題： (1) Intel技術由領先變成落後於台積電的原因？ (2) Intel在2016年退出行動業務的原因以及影響？ (3) Intel是否能重返榮耀之路？ 本研究應用組織演化理論配合內部生態學來分析/關聯英特爾的成功與失敗—發現其頑強的組織慣性融入主導性邏輯，並且套牢每一代的CEO進而影響整個公司員工的策略行動。使用這個模型，我們連結行動業務的退出及技術的落後，並且分析英特爾重返榮耀之路的可能性。 | zh_TW |
| dc.description.abstract | Intel Corp. was founded in 1968. It was a DRAM based company until 1985, beaten by Japan companies like NEC and Fujitsu. Right now, Intel still owns the biggest market share of CPU in PC and Servers.
As an advocate of innovation and technology leading in semiconductor for decades, for the first time the “Tick-Tock” process-architecture working since 2004 to move technology node forward postponed and revised by “Process-Architecture-Optimization” with 8 months postpone in 14-nm process. The leading character of Intel showed troubles but statement of “...our core strategy has remained unchanged for the last 47 years. Be the number one semiconductor company, lead in process technology, achieve economies of scale. Any questions??”, said by Renée James, President of Intel Corporation, revealed no awareness at all. 2021, Patrick Gelsinger came back Intel as a CEO, the veteran announced the path to restore of Intel’s glory by 3 milestones: 5 nodes manufacturing ready in 4 years (5N4Y MR), surpass TSMC in semiconductor technology leading, and 2nd biggest foundry in the world. The goals are astonishing outcome for a laggard company like Intel. Through the analysis on past critical issues of Intel since 1968, we characterize his “successful factors” to merged and revise “Dominant Logic” to collate with past fails of mobile business retreat and technology lagging from a forerunner position for decades. With the revised dominant logic of Intel, we analyze the 3 goals of his glory path. In the study, we introduce ecology evaluation theory to merged with dominant logic by Intel’s successful factors to come out a new dominant logic model to not include CEO only but also the firm. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2024-07-02T16:11:31Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2024-07-02T16:11:32Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | 口試委員會審定書 ii
致謝 iii 中文摘要 iv Abstract v 目 次 vii 圖 次 x 表 次 xii 第一章 緒論 1 1.1 研究背景與動機 1 1.2 研究目的 4 1.3 研究架構 4 第二章 文獻探討 6 第三章 研究方法、工具與資料收集 9 3.1 歷史研究法 9 3.2 研究工具 10 3.3 資料收集與參考 13 3.4 資料的分析與歸納手法 13 第四章 英特爾的現況 14 4.1 主要獲利模式 15 4.2 行業量化競爭分析 18 4.3 新任CEO上任三年的九項作為 24 第五章 英特爾公司的前30年：策略與組織慣性的形成 27 5.1 歷屆CEO及關鍵影響 28 5.2 策略決定了命運 36 5.2.1 簡介 36 5.2.2 關於策略 37 5.2.3 策略制定的四種模式 38 5.2.4 策略制定與組織進化理論 39 5.2.5 策略制定的概念方塊圖 40 5.3 記憶體們與微處理器交織的30年 44 5.3.1 英特爾記憶體公司時期（1968-1985） 44 5.3.2 英特爾的競爭優勢及組織脈絡 46 5.3.3 英特爾的DRAM退出及策略分析 49 5.3.4 英特爾的微處器競爭優勢及策略（1985-1999） 54 5.3.5 英特爾專屬的主導性邏輯 59 第六章 行動業務鎩羽與製程技術被超越 67 6.1. 英特爾的行動業務 67 6.1.1. 行動業務的最近一次關鍵時刻（2019） 67 6.1.2 對行動業務分神的英特爾（2000年代） 68 6.1.3 高通與英特爾不同的行動業務策略（2010年代） 69 6.1.4 英特爾在2016年退出行動業務的三個原因 77 6.2. 英特爾的製程技術 84 6.2.1 製程技術過往的領先 84 6.2.2 英特爾製程技術落後的分析 88 第七章 結論：重返榮耀之路 95 7.1 高慣性反饋的主導性邏輯 95 7.2 Gelsinger能否帶領英特爾脫困 97 7.2.1 製程技術進展遲緩及葛洛夫文化的喪失 97 7.2.2 英特爾成功方程式的兩項缺失 98 7.2.3 CEO識別力的恢復及瓦解組織慣性 99 7.3 英特爾的榮耀之路 101 7.4 結語 107 參考文獻 109 | - |
| dc.language.iso | zh_TW | - |
| dc.subject | 主導性邏輯 | zh_TW |
| dc.subject | 組織慣性 | zh_TW |
| dc.subject | 摩爾定律 | zh_TW |
| dc.subject | 微處理器 | zh_TW |
| dc.subject | 晶圓代工 | zh_TW |
| dc.subject | Microprocessor | en |
| dc.subject | Dominant logic | en |
| dc.subject | Inertia | en |
| dc.subject | Foundry | en |
| dc.subject | Moore’s Law | en |
| dc.title | 重返榮耀之路：英特爾公司策略演化分析 | zh_TW |
| dc.title | Return to Glory: Case Study on Strategy Evolution of Intel Corp. | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 112-2 | - |
| dc.description.degree | 碩士 | - |
| dc.contributor.oralexamcommittee | 葉峻賓;蕭義祺 | zh_TW |
| dc.contributor.oralexamcommittee | Chun-Ping Yeh;Yi-Chi Hsiao | en |
| dc.subject.keyword | 主導性邏輯,組織慣性,摩爾定律,微處理器,晶圓代工, | zh_TW |
| dc.subject.keyword | Dominant logic,Inertia,Moore’s Law,Microprocessor,Foundry, | en |
| dc.relation.page | 117 | - |
| dc.identifier.doi | 10.6342/NTU202401247 | - |
| dc.rights.note | 同意授權(全球公開) | - |
| dc.date.accepted | 2024-06-21 | - |
| dc.contributor.author-college | 進修推廣學院 | - |
| dc.contributor.author-dept | 事業經營碩士在職學位學程 | - |
| 顯示於系所單位： | 事業經營碩士在職學位學程 | |
文件中的檔案：
| 檔案 | 大小 | 格式 | |
|---|---|---|---|
| ntu-112-2.pdf | 11.24 MB | Adobe PDF | 檢視/開啟 |
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