本研究利用基礎的組織理論與管理(生命週期、內外在環境、策略管理、組織設計與組織效能，探討組織所面對的危機與成長動力)，以訪談個案（台灣半導體相關產業的企業）的研究方法，驗證組織理論與管理在企業中實際運作的狀況。本研究首先回顧組織理論與管理的文獻，再依據其中的“組織的背景和結構”與“生命週期”，展開七大子題為研究架構:(1)背景和結構；(2)內外在環境與不確定性；(3)目標與策略；(4)組織設計；(5)生產技術；(6)產出效能；(7)規模與生命週期；

訪談之個案是該事業領域的領先者，同時具備有足夠的規模 (人數、年營業額)和歷史，經由個案負責人的授意，使受訪者的職務層級高且年資久，願意撥出寶貴的時間和提供企業內部的核心思想，對於本研究的結果與討論，深具意義。

最後，本研究利用組織理論與企業訪談，指出研究個案所面臨的組織管理瓶頸；研究顯示，個案對象在七大子題上之結果為:(1)組織的授權不足；(2) 內外在環境是高度不確定性；(3)競爭策略為拉高競爭者進入門檻的差異化；(4)組織特徵是效率型，但無法達到創新的目標；(5)以例行技術的單位生產模式為生產技術；(6)以目標方法為主的開放系統效能模式；(7)規模漸大且生命週期正處於繁文縟節的僵化危機中；研究發現，訪談結果與組織理論吻合。藉由此研究之結果，除給予定位為半導體設備、技術與服務全方位的提供者的個案建議外，相信對未來應用組織理論與管理於此產業者，具有重大之參考價值。

This research study uses the fundamentals of Organization Theory and Management coupled with the case study of Taiwan semiconductor related industries to validate the applicability of the theory of organization behavior and management operating in a real world enterprise. By conducting a literature review in Organization Theory and Management, expanding the study into the “organizational background and structure” and the “life cycle” areas, there are seven topics in this research study – (1) background and structure (2) the uncertainty of the environment inside and outside of an organization (3) goal and strategy (4) organizational design (5) production technique (6) the effectiveness of the output (7) the size of an organization and its life cycle.

The company of the case study is a leader in its industry. It is a good size company with a long history both in the number of employees and the annual sales. Approved by their President to get into interview high level and senior managers and understood the culture of the company and its long-term strategy. This inside information helps this research study in a great deal.

Using the case study results and the theory in organization behavior and pointing out the core problems that the company is facing. These problems are characterized into the previously mentioned seven areas. They are as follows.
(1) Overall authorization is inadequate in the organization.
(2) The environment both inside and outside of the organization is highly unstable.
(3) The long-term strategy is to increase the threshold of entering the industry from other competitors.
(4) The current organization is very efficient, but it restricts itself from being creative.
(5) Its production technique is to use the well-known method as a base to develop newer technologies.
(6) It uses an open effective system model to implement the goal-oriented method.
(7) The size of the organization is getting too big and the life cycle of the organization is in a too much red tape and inflexible crisis.

This research study finds the results of the case study in-line with the Organization Theory and Management. The results of the case study serve as good recommendations to the semiconductor equipment makers, the technology developers, and the service providers. The findings also provide a valuable reference to the researchers who want to apply the theory of organization behavior and management to this industry.

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