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innovation. A secondary innovation market refers to a market emerging after the creation of a new technology, but before that technology has been sold. In this intermediary market, ideas and technologies are developed by sellers and sold to buyers, who take these ideas and technologies and sell them to consumers. Innovation intermediaries function as brokers or market makers, and try to bring parties together to complete a transaction. They help companies of many different sizes participate in the emerging secondary markets for innovation and IP, and craft more open business models. Their chief capability is their ability to create, own, market, and sell IP to other firms. RESEARCH QUESTIONS AND METHOD This research is based on a case study. The case study research method can be adopted in exploratory, narrative or explanatory research (Yin, 2008). Our research questions of “what” and “how,” are suitable for case study research. In the global IC industry, business models have evolved into design foundry models and manufacturing foundry service models over the past twenty years. The concept of SoC refers to integrating all components of a com- puter or other electronic system in a single IC. Due to the increasing complexities of SoC devices, it is impossible for one IC design house to have the state-of-the-art expertise required to make all the hardware and software components required for an SoC. Based on SoC needs for IP reuse and IC design reuse, this study aims to answer questions that include: 1. What are the SoC problems for an IC industry company when it develops an IC chip, especially those of a smaller IC company? 2. How a design foundry solve the SoC problems for all other IC companies and how it create the ecological benefits for whole IC industry. To address these questions, we develop a case study that analyses the evolution of the IC industrial infrastructure and the SoC problems in the IC industry. In particular, we explain the value creation and value capture processes created by an SoC design foundry from an ecological perspective. Our approach was to deconstruct the basic framework and the challenges of the IC industry. We then explains how a design foundry plays a key role in forming new industrial partnerships in the IC industry and creating ecological benefits through open business models. Historical background of the IC Industry Different companies in the same industry frequently adopt different strategies and exactly opposite business models. Integrated device manufacturing (IDM) and fabless strategies are both prevalent in the IC industry, and both can be well justified. Due to changes in the industrial environment, companies select different strategies depending on their comparative strengths. The reasons for adopting different strategies and business models, such as vertical integration or outsourcing, are highly dependent on the size of the market, converging technical standards, and a sufficient number of vendors. In the development of the semiconductor industry, three stages followed immediately after the invention of multiple integrated circuits. These transformations all resulted from different ways of solving the problems of IC design. The revolution of the IC industry can be traced back to the 1970s. In the first stage, IDM companies Chu and Chen 7645 emerged and dominated other competitors. At that time, IDM provides a comprehensive set of services in the IC industrial value chain. IDM companies such as Intel, Motorola, National Semiconductor, and Philips offer services to their customers from the very start to the end, including designing and manufacturing their own IC products. An IDM company adopts a vertically integrated business model, and must allocate resources not only to R and D, but also to building increasingly expensive manufacturing and fabrication facilities (Figure 1). In contrast, ‘fabless’ or IC design houses focus solely on designing and selling products. After the IC industrial changes in the 1980s, each company began to focus on individual niche markets. IDM started to outsource some activities to other IC companies. These firms outsourced manufacturing to foundry service companies, such as Taiwan Semiconductor Manufacturing Company (TSMC) in Taiwan. The establishment of wafer foundries completely revolutionized traditional IDM business models, allowing fabless companies to reduce their costs and focus their attention on IC design. Wafer foundries, IC assembly companies and IC test companies could concentrate their attention on their core competencies. Big IC design houses engaged in IC design and IC marketing. Similar to IDM, big IC design houses also opened their IPs to certain types of processes. In other words, IPs from big IC design houses were, in a sense, more convenient than those from IDM. At that time, small fabless companies gained the ability to compete with large-scale IDM companies. As a result, the entire industry has shifted from a manufacturing-centric market to a more customer-oriented market. Intellectual property (IP), at the same time, has become crucial to the IC industry. The more functions and effects a semiconductor can get, the more complex its design will be. Therefore a new business model, IP vendors, was created in the 1990s. These examples included MIPS and ARM. IP vendors in this stage simply provide pure IP and IP libraries, and make money from patents and patent-related fees. Based on SoC’s needs for IP reuse and design reuse, a new business model emerged in the 2000s. A typical case is a design foundry, which is capable of providing IP and IC design services to customers. Design foundries integrate the technologies of IC manufacturing from wafer foundries, IC assembly companies and IC test companies for small IC design houses, which do not have the ability to seek their assistance for mass production of an IC chip. Open business models provide an effective solution to the problems of decreasing product life cycle and increasing R and D expenses. As an extension of open innovation, open business models integrate value chain activities into various products or services. Once a company adopts an open business model and cooperates with external organizations, the transaction costs are realized. The costs are incurred in trading goods or services. High transaction costs are often the cause of the problems. Furthermore, a company is difficult to survive when it faces higher transaction costs Therefore, the company requires an intermediary for the buyer and the seller to collect the necessary information efficiently, thereby reducing the transaction costs. Through global division and cooperation, design foundries have played the important roles of inter-mediator and integrator, generating more value and mutual interest between foundries and IC design companies. To explain the dynamic phenomenon of the IC industry, this study focuses on the difficulties that IC companies faced. This paper also explains why IC companies require an intermediary when they confront high transaction costs. The common service gap and SoC problems for every part of the IC industry The IPs of an SoC chip are usually developed by different companies. When designing a new IC, companies can experience
7646 Afr. J. Bus. Manage. Figure 1. Evolution of the IC industrial infrastructure (source: Industrial technology information services of the Ministry of Economic affairs (MOEA, 1997). even more complicated and numerous problems due to transaction costs such as insufficient intellectual property rights (IPR), and a lack mutual trust and cooperation in outsourcing. Getting all IP providers’ heads together and working out IPR questions is one of the first things that an SoC design foundry must do. From the business perspective of the evolution of the IC industry, there are several predicaments in integrating authorized IP coordinator for majority of IC companies. IC companies can encounter several key issues including the following: 1. IP vendors: Because they lack an innovation intermediary that provides the infrastructure for IP networking, IP vendor companies cannot service small IC design houses. Due to service complexity, IP vendors incur high operation costs when they license IP to other companies. Because some IP vendors cannot service all middle- or small-scale IC design houses, they need a service agency or innovation intermediary to provide their own IPs to those licensees. 2. Wafer foundries, IC assembly companies and IC test companies: Due to limited resources, wafer foundries cannot pay attention to small IC design houses. The difficulties that both parties experience are the result of a poor communication bridge. There are same problems among IC assembly companies, IC test companies and small IC design houses. Wafer foundries, IC assembly companies and IC test companies must always integrate diverse processes with a lower budget. While designing their IC layouts, middle- or small-scale IC design houses sometimes do not take IC manufacturing innovations into consideration. Wafer foundries usually do not have sufficient resources to “teach” small IC design houses the process of combining various IPs. Thus, wafer foundries often need a service agent to effectively communicate with small IC design houses. In the same vein, IC assembly companies and IC test companies also need the support of an innovation intermediary. TSMC, following the 80/20 rule, focuses on big clients with a high manufacture yield, and devotes fewer resources to servicing thousands of small IC design houses. The problem of poor communication between wafer foundries and small IC design houses could be solved if small IC design houses would work with a service agent and use the SoC model to eliminate tedious revision and design rules. 3. IC design houses: IC design houses experience two major problems. The first one is that small IC design houses often cannot acquire licensed IP without the help of IP vendors and wafer foundries. The other problem is that their customers might change into potential competitors after acquiring the necessary IPs. Due to the fact that no company can own all major IPs and other IP specifications at the same time, it is important that IC design houses choose suitable IPs and electronic design automation (EDA) tools. In this case, super IC design houses might work. Alternately, it may be possible to make a deal with IP vendors or wafer foundries, but middle- or small-scale IC design houses can never get support from these two. Furthermore, as soon as IC design houses start to authorize and sell their IP products, their clients often become potential competitors. This is also a problem that many IC design houses have encountered. Other problems of IC design houses, such as time-consuming design programs, complex design patterns, and higher costs, still need to be solved. To solve these problems, IC design houses need a mediator to integrate useful IPs from a larger IP pool. STUDY RESULT AND FINDING Currently, companies in the IC industry are becoming
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African Journal of Business Managem
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Editors Prof. Wilfred Isioma Ukpere
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Electronic submission of manuscript
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Fees and Charges: Authors are requi
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Table of Contents: Volume 5 Number
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7166 Afr. J. Bus. Manage. the high
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7168 Afr. J. Bus. Manage. Cargo mov
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7170 Afr. J. Bus. Manage. has produ
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7172 Afr. J. Bus. Manage. resources
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7174 Afr. J. Bus. Manage. celebrate
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7176 Afr. J. Bus. Manage. effective
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7178 Afr. J. Bus. Manage. interacti
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7180 Afr. J. Bus. Manage. firstly,
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7182 Afr. J. Bus. Manage. TQM pract
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7184 Afr. J. Bus. Manage. with lowe
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7186 Afr. J. Bus. Manage. in a diff
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7190 Afr. J. Bus. Manage. Decision
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7192 Afr. J. Bus. Manage. restructu
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7194 Afr. J. Bus. Manage. Performan
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7196 Afr. J. Bus. Manage. firm perf
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African Journal Of Business Managem
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7200 Afr. J. Bus. Manage. to establ
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7202 Afr. J. Bus. Manage. marketing
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7204 Afr. J. Bus. Manage. initial a
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7206 Afr. J. Bus. Manage. from the
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7208 Afr. J. Bus. Manage. Phillips
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7210 Afr. J. Bus. Manage. of the sa
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7212 Afr. J. Bus. Manage. ′ w k m
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7214 Afr. J. Bus. Manage. procedure
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7218 Afr. J. Bus. Manage. Figure 2.
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7220 Afr. J. Bus. Manage. stimulate
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7222 Afr. J. Bus. Manage. these com
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7228 Afr. J. Bus. Manage. Table 2.
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7234 Afr. J. Bus. Manage. CRM resea
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7238 Afr. J. Bus. Manage. The one a
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7242 Afr. J. Bus. Manage. and Norto
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7250 Afr. J. Bus. Manage. DEFINING
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7256 Afr. J. Bus. Manage. critical
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7260 Afr. J. Bus. Manage. external
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7262 Afr. J. Bus. Manage. represent
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7270 Afr. J. Bus. Manage. business
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7274 Afr. J. Bus. Manage. Satisfact
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7276 Afr. J. Bus. Manage. Score of
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7282 Afr. J. Bus. Manage. Satisfact
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7292 Afr. J. Bus. Manage. determine
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7298 Afr. J. Bus. Manage. Procedure
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7308 Afr. J. Bus. Manage. required
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7310 Afr. J. Bus. Manage. This obse
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7318 Afr. J. Bus. Manage. expectati
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7320 Afr. J. Bus. Manage. Compensat
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7324 Afr. J. Bus. Manage. Psychol.,
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7326 Afr. J. Bus. Manage. the resea
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7328 Afr. J. Bus. Manage. Z( T, whe
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7330 Afr. J. Bus. Manage. (10) and
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7332 Afr. J. Bus. Manage. during wh
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7334 Afr. J. Bus. Manage. optimal v
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7336 Afr. J. Bus. Manage. satisfact
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7340 Afr. J. Bus. Manage. female re
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7344 Afr. J. Bus. Manage. Populatio
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7352 Afr. J. Bus. Manage. ln S = ln
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7356 Afr. J. Bus. Manage. but some
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7358 Afr. J. Bus. Manage. investiga
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7360 Afr. J. Bus. Manage. when conf
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7362 Afr. J. Bus. Manage. PCs in a
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7364 Afr. J. Bus. Manage. supported
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7366 Afr. J. Bus. Manage. Psychol.,
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7368 Afr. J. Bus. Manage. social pr
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Table 2. Companies and countries co
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to CSR clearly and reliably. The st
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consumers to participate with the t
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A Liao 7379 Figure 1. Example of ev
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Table 3. Summary statistics of the
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Table 5. Utilities for subject 1 Li
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REFERENCES Anderson JC, Narus JA (1
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7386 Afr. J. Bus. Manage. aggregate
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7388 Afr. J. Bus. Manage. Analysis
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(Bass and Avolio, 1994). Leaders fo
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the employees. When employees are e
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Table 1. Means, standard deviation
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negativity in the organization. Tra
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of psychological ownership. Thus te
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Meyer JP, Becker TE, Vandenberghe C
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goods industry in the future. LITER
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F + 2 0. 110 * F + Table 3. Factor
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APPENDIX Data for evaluation on the
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anks. Camanho and Dyson (2005) enha
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Step A-4: Correlation analysis Star
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Table 1. Original raw data of input
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Table 5. Scenario table. Wang and W
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Delmas M, Toka Y (2005). Deregulati
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Technology managers need to attract
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λ is the parameter for risk aversi
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specified ranges of return, for eac
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Carlsson C, Fulle´r R, Majlender P
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Stock Exchange, (Rao, 2010) in Nati
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etween size and unsystematic risk i
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The research schema Figure 1 indica
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Table 3. Result of Freidman rank te
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Table 8. The result of Spearman cor
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significant differences between the
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leadership. The process of manageri
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indices of quality of life work. On
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Figure 2. The values of standardize
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Table 4. The values of coaching ind
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Table 1. Contrast between hedonic a
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in consumers’ shopping behavior.
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et al., 2006; Carpenter, 2008). For
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Table 2. contd Shopping satisfactio
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value in the construct of clothing
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independence, assertiveness, innova
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over those of competitors in order
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Table 2. Demographic profile and ce
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Table 4. Service satisfaction level
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There is a strong significant corre
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Dean AM (2004). Rethinking customer
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as a margin rate of 10% and rest to
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(7) Table 1. Descriptive statistics
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APPENDIX A Table 1. Failure rate te
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Table 1. Results of the multivarian
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Figure 3. Entrepreneurship as a fun
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Furkukawa K, Shafer WE, Lee GM (200
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happen to firms of any and all size
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participants attributed their failu
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Table 1. Descriptive statistics of
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Table 4 Contd. Inconsideration of l
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Table 5 Contd. Manufacturing 2.17 1
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The CLRP is an NP-hard problem, so
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No START Form a new cluster. Select
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Table 1. Computational results of G
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Table 1. Correlation of facets of C
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Figure 1. Theoretical approach adop
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quadrant (III), including product v
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consistently showed negative (posit
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signal. This hypothesis predicts a
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Variables are defined as in the ful
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Table 3. The results of model (2).
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around the world. Q. Rev. Econ. Fin
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tourism industry development. In th
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Table 2. Canonical correlation. 2 C
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Table 5. Bilateral analysis and ran
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strategies (Hart, 1995; Tello and Y
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Table 1. Reliability and construct
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Table 3. Latent variables test. She
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Haines R, Street M, Haines D (2008)
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owned insurance firm to enter the m
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affective commitment; organizationa
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Figure 1. Structural relationships
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Prior to analysis, variables were e
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Table 1. Effect decomposition for M
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Figure 5. Unstandardized estimates
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prospects. In other words, less wor
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goal of a SCM process is to create
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Sale Lean Supply Chain (LSC) Growth
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Upper Saddle River: Pearson Prentic
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the green awareness movement by ado
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usiness practices than smaller firm
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Table 3. Descriptive statistics and
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China. Green leadership could be em
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APPENDIX Appendix 1: Measures of ob
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Emotional intelligence Self monitor
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ship between a people’s perceived
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Table 1. Analysis of the reliabilit
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Table 4. Results from hypothesis te
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Ajzen I, Driver BL (1992). Applicat
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mono production economy, and rural
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Table 2. Pearson correlation betwee
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Page 448 and 449: Table 1. Behavioral Phenomenon that
Page 450 and 451: Table 3. Test period data. Table 4.
Page 452 and 453: Prospect value Figure 3. Expected v
Page 454 and 455: Tversky A, Gilovich T (1989). The H
Page 456 and 457: African Journal of Business Managem
Page 458 and 459: Table 1. Components of a mentoring
Page 460 and 461: Table 3. Perceptions on the success
Page 462 and 463: Table 5. Characteristics of a mento
Page 464 and 465: terms of sustained development, are
Page 466 and 467: Table 7. Ideal characteristics of m
Page 468 and 469: qualitative analysis of fifteen hou
Page 470 and 471: section. In Section 3, we will disc
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Page 474 and 475: of Am. Acad. of Bus., Cambridge. 4(
Page 476 and 477: directors and propose the board ind
Page 478 and 479: composition is the outcome of a neg
Page 480 and 481: Table 1. Descriptive statistics. Ti
Page 482 and 483: Table 3. The determinants of board
Page 484 and 485: Booth JR, Cornett M, Tehranian H (2
Page 486 and 487: provides a wider response and swift
Page 488 and 489: Correlation “Customary Approach
Page 490 and 491: Table 2. Correlation matrix of EAC
Page 492 and 493: Table 9. Intra-EAC imports as share
Page 494 and 495: Martin JC (1999). The European Mone
Page 496 and 497: participate in the highest degree o
Page 500 and 501: Figure 2. The switching ecology of
Page 502 and 503: Table 1. Revenue growth rate and CA
Page 506 and 507: variables (Beattie and Jones, 1999a
Page 508 and 509: Table 3. Explanations of dependent
Page 510 and 511: Courtis JK (1997). Corporate annual
Page 512 and 513: treated in the literature, its rela
Page 514 and 515: company. METHODOLOGY Table 1. Quest
Page 516 and 517: as an important factor in the manag
Page 520 and 521: satisfaction may also reduce the ov
Page 522 and 523: Table 1. Customer expectations on s
Page 524 and 525: Table 2. Contd. Machirori and Fatok
Page 526 and 527: and travelling may lead to satisfac
Page 528 and 529: and professionally developmental pr
Page 530 and 531: Table 1. Organizational elements mo
Page 532 and 533: Table 2. Studying the demographical
Page 534 and 535: education might involve plenty of c
Page 538 and 539: (Deng et al., 2010). To date, there
Page 540 and 541: Table 2. Results of hierarchical re
Page 542 and 543: WOM. The comparison can be seen in
Page 544 and 545: UPCOMING CONFERENCES International
Page 546: African Journal of Business Managem
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