Organizational learning and capital productivity in semiconductor manufacturing

Author

Weber, Charles ; Jiting Yang

Author_Institution

Dept. of Eng. & Technol. Manage., Portland State Univ., Portland, OR, USA

fYear

2013

fDate

14-16 May 2013

Firstpage

80

Lastpage

86

Abstract

This paper presents an empirically grounded model, which links organizational learning and capital productivity. The approach described in this paper helps fab managers make fundamental strategic decisions concerning capital investment and point of entry by engaging in scenario planning. Three strategic options for semiconductor manufacturing are analyzed in detail-leading-edge manufacturer, fast follower and slow follower.

Keywords

investment; semiconductor device manufacture; capital investment; capital productivity; empirically grounded model; fab managers; fast follower; fundamental strategic decisions; leading-edge manufacturer; organizational learning; point of entry; semiconductor manufacturing; slow follower; strategic options; Circuit faults; Investment; Manufacturing; Productivity; Profitability; Semiconductor device modeling; capital productivity; organizational learning; semiconductor manufacturing;

fLanguage

English

Publisher

ieee

Conference_Titel

Advanced Semiconductor Manufacturing Conference (ASMC), 2013 24th Annual SEMI

Conference_Location

Saratoga Springs, NY

ISSN

1078-8743

Print_ISBN

978-1-4673-5006-8

Type

conf

DOI

10.1109/ASMC.2013.6552780

Filename

6552780