The semiconductor silicon industry roadmap: Epochs driven by the dynamics between disruptive technologies and core competencies

Walsh, Steven T.; Boylan, Robert; McDermott, Chris; Paulson, A. S.

doi:10.1016/s0040-1625(03)00066-0

Cited by 85 publications

(45 citation statements)

References 14 publications

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“…Technology innovation capabilities are arguably developed by a firm's capacity to deploy and coordinate these dynamic resources in combination, to achieve the next level of innovation and value-creation [19,51,54]. Competencies/capabilities generated from combined resources are the antecedents to technology innovation and, in particular, for knowledgebased innovation to occur [3,47,54]. Mathews asserts that the dynamic interaction involving leapfrogging, learning and leveraging of the global value chain (i.e., existing multinational companies' diffusion of technology and management know-how) has been the trademark of latecomer countries in advancing their technology at the national level [2,4,5].…”

Section: Internal Factorsmentioning

confidence: 99%

“…Three dominant and related theories serve to explain the reasons behind technological innovation at firm level, they are institutional theory [9,46,48], resource-based view [17,18] and competency-based strategic perspective [7,42,47,64]. The institutional perspective suggests that the external pressures influence firms' innovative behaviour.…”

Section: Introductionmentioning

confidence: 99%

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The inner circle of technology innovation: A case study of two Chinese firms

Zheng

2014

Technological Forecasting and Social Change

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Section: Internal Factorsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The inner circle of technology innovation: A case study of two Chinese firms

Zheng

2014

Technological Forecasting and Social Change

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“…The potential of core competencies to be the source of competitive advantage makes them highly regarded and scholars and consultants have acknowledged the concept's central importance by developing it in multiple directions: towards practitioners (Banerjee, 2003;Clark and Scott, 2000;Godbout, 2000;Petts, 1997;Post, 1997), theoretically (Bogner et al, 1999;Lei et al, 1996;Ljungquist, 2007;Unland and Kleiner, 1996), empirically (Ljungquist, 2008;Wang et al, 2004), and in different contexts (e.g. Walsh et al, 2005). Yet, there is a call for greater focus in research endeavours addressing core competencies: in empirical studies (Wang et al, 2004), and theoretically in using the associated concepts (Ljungquist, 2007;Bogner et al, 1999).…”

Section: Core Competencementioning

confidence: 99%

How do core competencies discriminate? Identification of influencing similarities and differences

Ljungquist

2007

Knowl Process Manag

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Core competencies are highly valued by managers since, among other things, they underpin competitive advantage. One stream of research in this area has focused on practical processes relating to the identification of single and multiple core competencies. Yet, identification is insufficient for sustaining core competence‐derived competitive advantage, since a core competence needs continuous development. Organizations typically possess multiple core competencies, which most likely have different origins and requirements of the developments. They typically underpin different markets and products; face different degree of dynamic conditions, and so on. Thus, it is our contention that core competencies accordingly ought to be managed separately.In this paper, we advance existing core competence research by identifying similarities and differences in influences on three core competencies. Three concepts were used to assess the similarities and differences in one case company; the latter to avoid empirical bias. The three concepts are competencies, capabilities, and resources: all commonly applied to core competence issues, such as identification.All three core competencies were heavy influenced by specific competence attributes: technological developments and customers adaptation, which are fundamental to the case‐company's success. This finding brings in a context‐dependency aspect to core competence management.The core competencies were also found to have differences in the less context‐dependent influences. The more complex the core competence, the more it is influenced by transfer and adaptation competencies, as well as by organizational capabilities. Resource influence clearly separates a service‐producing core competence, which is mainly influenced by organizational capabilities, from two goods‐producing core competencies which are not so influenced. The more complex of the goods‐producing core competencies is more strongly influenced by both tangible and intangible resources. Copyright © 2007 John Wiley & Sons, Ltd.

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“…Peng and Chien [1] Shortening cycle time, producing high-quality products, on-time delivery of orders, continual cost reductions, and improving efficiency were considered as the most direct and effective ways to create value for customers. Walsh et al [9] The competitiveness and sustainability of a semiconductor manufacturer are closely related. Liao and Hu [10] Knowledge management is a decisive factor for a semiconductor manufacturer to develop and maintain its competitive advantage.…”

Section: Referencementioning

confidence: 99%

A Systematic Cycle Time Reduction Procedure for Enhancing the Competitiveness and Sustainability of a Semiconductor Manufacturer

Chen

2013

Sustainability

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Cycle time reduction plays an important role in improving the competitiveness and sustainability of a semiconductor manufacturer. However, in the past, cycle time reduction was usually unplanned owing to the lack of a systematic and quantitative procedure. To tackle this problem, a systematic procedure was established in this study for planning cycle time reduction actions to enhance the competitiveness and sustainability of a semiconductor manufacturer. First, some controllable factors that are influential to the job cycle time are identified. Subsequently, the relationship between the controllable factors and the job cycle time is fitted with a back propagation network. Based on this relationship, actions to shorten the job cycle time can be planned. The feasibility and effectiveness of an action have to be assessed before it can be taken in practice. An example containing the real data of hundreds of jobs has been used to illustrate the applicability of the proposed methodology. In addition, the financial benefits of the cycle time reduction action were analyzed, which provided the evidence that the proposed methodology enabled the sustainable development of the semiconductor manufacturer, since capital adequacy is very important in the semiconductor manufacturing industry.

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The semiconductor silicon industry roadmap: Epochs driven by the dynamics between disruptive technologies and core competencies

Cited by 85 publications

References 14 publications

The inner circle of technology innovation: A case study of two Chinese firms

The inner circle of technology innovation: A case study of two Chinese firms

How do core competencies discriminate? Identification of influencing similarities and differences

A Systematic Cycle Time Reduction Procedure for Enhancing the Competitiveness and Sustainability of a Semiconductor Manufacturer

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