| 摘要: | 國際企業在全球化研發的佈局的議題，近年來逐漸地被討論，主要是受到激烈的市場競爭，與技術不斷的精進與科技不斷地推陳出新，導致誇國企業必須開始積極拓展研發據點，把新產品從研發推上市場上，並透過新資訊的取得與新技術的合作來建立企業的長期競爭優勢。
本研究的個案公司是德國企業，迄今已成立352年，集團的版圖已遍佈全球，企業營收也是逐年增加，企業的經營模式值得研究。本論文將研究其研發國際化研發管理的模式，以過去相關文獻之研究為基礎，來探討德國百年企業的研發組織轉型發展軌跡，由研發樞紐發展到高度分權的整合式研發管理模式，來建立一個高效溝通的研發組織。對於多國籍企業研發全球化的三個面向中，分別利用動機面、策略面和組織面之研究，來分析動機的形成到研發策略的發展到研發網路發展的關聯性，作為研發佈局時的決策參考，並建立有效率的內外部研發組織網路。
個案公司所屬的產業是液晶顯示器，這幾年版圖變化非常快速，面對著日本的沒落、中國大陸崛起後及韓國面板廠紛紛宣布要退出液晶顯示器的市場，發揮台灣的研發單位的優勢來鞏固台灣客戶的競爭力，並要擺脫同業競爭對手的削價競爭。客戶因應市場的轉移已做適時的研發轉型，而個案公司也早在2018年個案公司宣布開啟動為期五年的「光明未來」轉型計劃，是為了適應新的市場變動和滿足客戶需求。「光明未來」為維持營運持續增長奠定了基礎，除了獲取吸引力的利潤，並保有競爭力。
本研究發現在動機面的研究中，為了能更貼近客戶與了解當地市場需求，與客戶共同開發技術；在策略面的研究中，成立產品開發實驗室策略在於專注市場，漸漸地累積特定的基礎研究的能力；在組織面的研究中，複合式組織為最佳的研發組織類型，同時可兼顧現有客戶與新市場的開發，很多企業都已發展成相似的研發組織，善用與強化當地的優勢與專業化與綜效的結合，又能掌握研發的主動權，成為一個高效能的研發團隊。;The issue of the deployment of international enterprises in the globalization of R&D has been gradually discussed in recent years, mainly by the fierce market competition, and the continuous refinement and innovation of technology to lead multinational corporation must start to actively expand their R&D base, new products from R&D to the market, and through the acquisition of new information and cooperation with new technologies to establish the long-term competitive advantage.
The case company is a German enterprise, has been established for 352 years, the group′s territory has been spread around the world, corporate revenue is also increasing year by year. This paper aims to study its international R&D management model, based on the relevant literature research. To explore the German centennial enterprise’s R&D organization transformation and development trajectory, from the R&D hub to a highly decentralized integrated R&D network model to establish an efficient communication of R&D organization. For the three perspectives of the globalization of R&D of multinational corporations as the research of motivation, strategy and organization are used to analyze the formation of motivation through R&D strategy development to R&D network development as a reference for decision-making for R&D development and to establish an efficient network of internal and external R&D organizations.
The case company belongs to liquid crystal display’s industry and the change of the market in recent years is very fast, to be faced with Japan′s depression and the rise of Mainland China and South Korean panel makers have announced to exit LCD display market. To adopt the advantages of Taiwan′s R&D units to consolidate the competitiveness of Taiwan′s customers, meanwhile, to get rid of the competition from peer competition. Customers have made timely R&D transformations in response to market shifts, and the case company also announced the launch of a five-year transformation program as "Bright Future" since 2018 to adapt to new market changes and meet customer needs. “Bright Future” program provides the basis for sustained operational growth, in addition to generate attractive profits and remaining competitive.
This study found that in the study of motivational wise, in order to be closer to the customer and understand the local market demand, and jointly develop technology with the customers. In the study of strategy wise, the establishment of a product development strategy is to focus on the market and gradually accumulate the ability of specific basic research. In the study of organization wise, integrated organization is the best type of R&D, while considers the existing customers and new market development. There are many enterprises have developed a similar R&D organization to utilize and strengthen local advantages and combine professionalization and integration as well. To dominate the initiative of R&D to establish a high performing R&D team. |
