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Michael A. Cusumano. Oh, Sang Jin Sloan School of Management. Sloan School of Management 2010-10-12T17:40:51Z 2010-10-12T17:40:51Z 2010 2010 http://hdl.handle.net/1721.1/59145 659531602 Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2010. Cataloged from PDF version of thesis. Includes bibliographical references (p. 76-79). In the process of industrial evolution, it is a general tendency that companies which specialize in a specific value chain have emerged. These companies should construct a business eco-system based on their own platform to compete successfully with vertically integrated companies and other specialized companies. They continue to sustain their competitive advantage only when they share their ability to create value with other eco-system partners. The thesis analyzes the dynamics of the foundry industry. Through the top-down approach (how the semiconductor industry trends have influenced the foundry industry), the foundry market size is expected to grow continuously as the semiconductor industry becomes more horizontal due to exponential increase in IC manufacturing/design cost and focusing strategy on design or manufacturing capabilities. In addition, the bottom-up approach (how companies in the foundry industry compete with each other) indicated that previous key success factors such as time to market, economies of scale and learning curve effect are not necessary conditions any more in this industry. Rather, the success of a foundry company is mainly driven by successful management of eco-system partners based on leading process platform. However, sustainability of platform leadership in the foundry industry can always be threaten by continuous innovation in a technology driven industry, hold-up problem with eco-system partners and change of regulations. These factors are expected to make the foundry industry extremely dynamic despite first mover advantages. by Sang Jin Oh. S.M. 79 p. eng Massachusetts Institute of Technology M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 Sloan School of Management. A study of the foundry industry dynamics/ Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="fcc09723-544a-4804-941d-c002bf20a56b"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>A study of the foundry industry dynamics/</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2010</PublicationDate> <Authors> <Author> <DisplayName>Oh, Sang Jin</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Sloan School of Management.</Keyword> <Abstract>In the process of industrial evolution, it is a general tendency that companies which specialize in a specific value chain have emerged. These companies should construct a business eco-system based on their own platform to compete successfully with vertically integrated companies and other specialized companies. They continue to sustain their competitive advantage only when they share their ability to create value with other eco-system partners. The thesis analyzes the dynamics of the foundry industry. Through the top-down approach (how the semiconductor industry trends have influenced the foundry industry), the foundry market size is expected to grow continuously as the semiconductor industry becomes more horizontal due to exponential increase in IC manufacturing/design cost and focusing strategy on design or manufacturing capabilities. In addition, the bottom-up approach (how companies in the foundry industry compete with each other) indicated that previous key success factors such as time to market, economies of scale and learning curve effect are not necessary conditions any more in this industry. Rather, the success of a foundry company is mainly driven by successful management of eco-system partners based on leading process platform. However, sustainability of platform leadership in the foundry industry can always be threaten by continuous innovation in a technology driven industry, hold-up problem with eco-system partners and change of regulations. These factors are expected to make the foundry industry extremely dynamic despite first mover advantages.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>