Learning by Doing and Spillovers: Further Evidence for the Semiconductor Industry

Learning spillovers in the production of EPROMs areinvestigated. It turns out that spillovers aresignificant, even though internal learning is thepredominant source of learning. Concerning externallearning, it does not appear to particularly matterwhether this comes from domestic rivals or foreigncompanies. There is some indication that Japanesecompanies have a steeper learning curve and with somegenerations are better able to appropriate externallearning from foreigners. Intergenerational learningis pervasive, which seems to provide competitiveadvantages to first movers. It could explain thepersistence of leadership of Intel in this industryacross a series of generations. Moreover, it coulddeliver scope for policy intervention.     

Intel出台BTO计划的动机及影响分析

针对2001年末Intel公司实施的BTO计划，在分析了该计划的内容、背景、原因及对中国PC行为影响的基础上，本文认为Intel实施BTO计划的真正意图是：增加其从移动CPU分市场上的盈利；消除国内PC生产商使用台式机CPU生产笔记本电脑的不良影响，进而维持台式与移动CPU市场的现有区隔状况；并抢在竞争对手进入移动CPU市场之前，主导笔记本时间性脑标准的发展。Intel的最终目的是为了控制移动CPU市场。然而，Intel的BTO计划将导致国内笔记本市场价格竞争，消除了这些笔记本生产商的利润；也削弱了下游笔记本电脑生产厂商在CPU上的侃价能力。     

INNOVATION,COMPETITION AND ANTITRUST: AN EXAMINATION OF THE INTEL CASE

Microprocessor‐maker Intel has been subjected to the highest fine in the history of EU competition policy. Intel operates in a market with one other main supplier, a fact that seemed to provide grounds to those accusing it of abusing a dominant position. The authors argue that, in spite of the limited number of players, the microprocessor market showed the distinctive marks of dynamic competition: ever‐lower prices and ever‐growing innovation. Political considerations more than sound economic reasoning seem to be behind the EU antitrust decision.     

英特尔公司的转型之路

从存储器业务起家,然后向微处理器业务转型,再由芯片生产商转向互联网经济的构件供应商．进而转型为平台技术供应商,英特尔公司转型的速度越来越快,反映了当今企业经营环境的不确定性对战略管理的挑战。英特尔公司通过高层与中、基层的战略互动以及合作性竞争的方式,成功地应对了环境的挑战,其经验值得其他企业借鉴。     

An ongoing journey of corporate social responsibility

The purpose of the following discussion is to consider how a progressive multinational corporation constrained by the demands of global market capitalism responds to the maelstrom of corporate responsibility. Employing a normative framework for considering corporate responsibility, a case study of Intel Corporation is undertaken that identifies the meaning and operationalization of corporate responsibility and its various dimensions. The process is followed over time through various responsibility centers. While corporate responsibility is important, it is always viewed through the fiscal viability dimension of the maelstrom. The business case dominates the representation and operationalization of corporate responsibility. Due to the increased public sensitivity to corporate responsibility, the attitude has evolved from one of unnecessary intrusion, through a proactive, operations focus, to a compliance based one residing within shareholder relations and legal.