近年來，台灣高科技產業面對全球化，國際化程度日益增加，，區域經濟以及全球專業分工體系快速的成形，面對全球化格局下的競爭，各頂尖級企業客戶迅即結合，並充分運用全球資源的分佈優勢，將生產製造、研發設計、業務行銷、運籌物流與維修服務等功能，分別建置在得以展現該功能的不同國家或區域。而台灣電子產業在這一波的全球化浪潮中趁勢而起佔有一席之地，其中令人注目是全球重量級企業的鴻海精密，透過獨特的經營模式以及一連串的併購，成為台灣第一大民營製造業，分佈在世界等各地的工廠以及研發中心，完全參與了全球分工體系，經過不斷的努力和探索，發展出成功的經營模式。
鴻海精密成立於1974 年，該企業集團已經成為世界資訊領導廠商(如：IBM、HP、Sony、Nokia)的專業代工廠，在台灣、大陸、美國、歐洲等地，形成策略聯盟夥伴的關係；是全球3C代工領域最大又成長最快的國際科技集團，全球總市值超過新臺幣2.3兆元，佈局橫跨歐、美、亞三大洲，員工總數超過20萬人，並全球共取得超過15,300件專利。
本研究以鴻海為個案公司案例，呈現其在不同階段之核心能力是如何建立，其各階段成長策略的導引下，逐步地執行核心技術，在海外設廠可以保持成本優勢，並加快併購步伐，減少各事業群間文化磨合衝擊，在進入各新市場時，皆能有更具想像力的發展前景。
本文透過包括各大媒體的新聞、網站、產業分析、官方資料文獻等的分析深入研究鴻海企業集團的經營理念、成長歷程、全球佈局、核心競爭力，探討鴻海企業集團以自主創新品牌進軍市場的夢想該如何做，其具有何優勢，現在經濟國際化分工越來越明顯，如何在全球供應鏈中截取最優勢和競爭力的一環，做大、做強、做精，可能是一種產業和市場趨勢。品牌的權益是台灣許多高科技產業夢寐以求，因為“貼牌”永遠會有它的產業地位。

For the recent years, the high-tech industry in Taiwan faces with the increasing globalization and internationalization and rapidly forming of regional economy and materialization of global division of labor. In the competitions of global environment, the various excellent enterprises integrated instantly and utilized the advantages of allocation of global resource in order to establish the functions of Manufacturing, Research and Development, Sales and Marketing, Logistics and Maintenance Service in different countries or regions. Taiwanese electronic industry has been an outstanding position in this trend of globalization; Hon Hai Precision Industry Co. Ltd is the most distinguished and impressive of relevant industry in the world. With its unique business module and constant merger & acquisition, the worldwide factories and research centers participate in the materialization of global division of labor. Hon Hai has become the biggest private manufacturer and developed the successful business module after sustained exploring and endeavoring.
Hon Hai Precision Industry Co., Ltd was established in 1974 and became the leading ODM/OEM supplier of IT gears for famous brands such as IBM, HP, Sony and Nokia, and formed strategic alliances in Taiwan, Mainland China, the United States and Europe; the largest and the fastest growing international technology group in global Computer, Communication and Consumer-electronics (“3C”) ODM/OEM fields in the world and its total market value is over NT$2.3 hundred billion dollars. Hon Hai extends their business over Europe, America and Asia with over 200 thousand employees and 15,300 patents grated worldwide.
Hon Hai was used in this case study to demonstrate the establishment of core competences and the direction of growth strategies in different stages; the execution of core technology; the retaining of cost advantage and acceleration of the merger procedure; and the decrease of cultural conflicts in different business groups to have greater and imaginative sights in developing new markets.
In this study, information from media, website, industry analysis and official website is analyzed that business philosophy, growth, global network and core competence of Hon Hai. This study will investigate the business strategy and the strength of creating its own brands, the competitive advantage in the global supply chain and the market trend. The brand equity is the aspiration for Taiwanese high-tech industry because OBM will declare its own industrial position.

中文資料：
1.Rumelt, R.,Teece, D. J, Schendel, D. E. (1994) 策略的基本要務，哈弗商學院出版社。
2.大前研一著(1987)，策略家的智慧，黃宏義譯，長河，台北。
3.司徒達賢，策略管理，台北: 遠流，1994。
4.司徒達賢(2001)，《策略管理新論：觀念架構與分析方法》，台北：智勝文化事業股份有限公司。
5.施振榮，1996，再造宏碁/Reengineering acer，台北市：天下文化
6.張殿文，2005，虎與狐-郭台銘的全球競爭策略，台北：天下遠見
7.張殿文，2005，五千億傳奇-郭台銘的鴻海帝國，台北：天下財經
8.徐明天，2007，郭台銘與富士康，北京：中信出版社
9.徐作聖(1999)，策略致勝–科技產業競爭優勢策略分析的新模式，台北：遠流。
10.陳芃婷(2002)(10) 鴻海企業集團之經營策略
11.黃營杉，楊景博 譯 (2004)，「策略管理」，第六版，華泰文化事業股份有限公司。
12.伍忠賢，2006，鴻海藍圖，台北：五南
13.鴻海精密工業股份有限公司八十八到九十四年股東會年報。
14.鴻海企業集團， http://www.foxconn.com.tw
15.公開資訊觀測站(http://newmops.tse.com.tw/)
16.科技產業資訊室(http://cdnet.stpi.org.tw/techroom.htm)
17.科技產業資訊室: 鴻海買下惠普印度澳洲兩座廠對於未來產業合作模式的啟示(http://cdnet.stpi.org.tw/techroom/analysis/pat049.htm)
18.科技產業資訊室:鴻海併購安泰電業切入汽車產業鏈(http://cdnet.stpi.org.tw/techroom/analysis/pat044.htm)
19.科技產業資訊室:宏碁No Tough! 鴻海No Brand!( http://cdnet.stpi.org.tw/techroom/analysis/pat050.htm)
20.科技產業資訊室: Wal-Mart 、新經銷模式與鴻海通路布局(http://cdnet.stpi.org.tw/techroom/analysis/pat080.htm)
21.科技產業資訊室：台灣鴻海進軍自有品牌市場(http://cdnet.stpi.org.tw/techroom/analysis/pat057.htm)
22.科技產業資訊室: 手機代工版圖，鴻海藉由併購奇美通訊再下一城(http://cdnet.stpi.org.tw/techroom/analysis/pat041.htm)

英文資料：
1.Adner, Ron (2006) ，”Match Your Innovation Strategy to Your Innovation Ecosystem”， Harvard Business Review，vol.84, No4，pp.98-107
2.Anthony, Scott D. ，Eyring, Matt & Gibson ,Lib (2006)，” Mapping Your Innovation Strategy”， Harvard Business Review， vol.84, No5，pp.104-113
3.Andrew, James P. ， Sirkin, Harold L. (2003)，” Innovating for Cash”， Harvard Business Review，vol.81, No9，pp.76-83
4.Andrew Hargadon, Robert I. Sutton (2000), “Building an Innovation Factory”, Harvard Business Review on Innovation.
5.Eric Von Hippel, Stefan Thomke, Mary Sonnack (1999), “Creating Breakthroughs at 3M”, Harvard Business Review on Innovation
6.Fernando Suarez（2005），“The Half-Truth of First-Mover Advantage”, Harvard Business Review (April 2005)
7.Drucker, Peter (2002)，”The Discipline of Innovation”，Harvard Business Review，vol.80, No8，pp.95-103
8.Gary Hamel (2006), “The Why, What, and How of Management Innovation”, Harvard Business Review (February 2006)
9.“Game Issue Report”，Korea IT Industry Promotion Agency(KIPA)，Serial Number 21，March 2005
10.Govindarajan , Vijay ， Trimble, Chris (2005)，”Building Breakthrough Businesses Within Established Organizations” ，Harvard Business Review，vol.83, No5，pp.58-68
11.Geoffrey A.Moore（2004）“The old Innovation Stategy”, Harvard Business Review (August 2004)
12.Hammer, Michael (2004)，”Deep Change: How Operational Innovation Can Transform Your Company” ，Harvard Business Review，vol.82, No3，pp.84-93
13.http://www.innocentive.com/
14.http://www.ninesigma.com/
15.http://www.yet2.com/
16.http://www.yourencore.com/
17.Kanter, Rosabeth Moss (2006)，”Innovation: The Classic Traps “，Harvard Business Review，vol.84, No11，pp.72-83
18.Kim , W. Chan & Mauborgne, Renee (1999)，“Creating New Market Space”,，Harvard Business Review，vol.77, No1，pp.83-93
19.Kim, W. Chan & Mauborgne, Rene (2000)，“Knowing a Winning Business Idea When You See One”，Harvard Business Review，vol.77, No5，pp.129-138
20.Kim, W. Chan & Mauborgne, Rene (2004)，Blue Ocean Strategy，Harvard Business Review Article，vol.82, No10，pp.76-84
21.Larry Huston, Nabil Sakkab (2006), “Connect and Develop: Inside Procter & Gamble's New Model for Innovation”, Harvard Business Review (March 2006)
22.Laurie , Donald L. ， Dos, Yves L. & Sheer, Claude P. (2006)，” Creating New Growth Platforms”， Harvard Business Review，vol.84, No5，pp.80-90.
23.Lencioni, Patrick M. (2002)，”Make Your Values Mean Something” ，Harvard Business Review，vol.80, No7，pp.113-117
24.Magidson, Jason ， Brandyberry, Gregg (2001)，”Putting Customers in the "Wish Mode" ”， Harvard Business Review，vol.79, No8，pp.26-26
25.Moore, Geoffrey A. (2004)；”Darwin and the Demon: Innovating Within Established Enterprises”， Harvard Business Review，vol.82, No7/8，pp.86-92
26.Narayandas, Das (2005)，”Building Loyalty in Business Markets”， Harvard Business Review，vol.83, No9，pp.131-139
27.Philip Kotler (2003), A Frame Work for Marketing Management, Second Edition.
28.Quan, Daniel (2004)，”Online Game Market in China Analysis & Prospect”，KIPA，October 2004
29.Roberts, Morgan (2005)，”A Study of The Massively Mupltiplayer Online Business Model Within The Interactive Entertainment Industry”，San Francisco State University，December 2005
30.Robert F. Bruner, Joseph R. Perella (Foreword by)(2004), Applied Mergers and AcquisitionsPhilip
31.Selden , Larry ， MacMillan, Ian C. (2006)，”Manage Customer-Centric Innovation -- Systematically”，Harvard Business Review，vol.84, No4，pp.108-116
32.Thomke, Stefan , Hippel , Eric Von (2002)，”Customers as Innovators: A New Way to Create Value”，Harvard Business Review，vol.80, No4，pp.74-81
33.W. Chan Kim, Renee Mauborgne (1997), “Value Innovation: The Strategic Logic of Hih Growth”, Harvard Business Review on Strategies for Growth.
34.Ulwick, Anthony W. (2002)，” Turn Customer Input into Innovation”， Harvard Business Review，vol.80, No1，pp.91-97.
35.Wolpert, John D. (2002)，”Breaking Out of the Innovation Box”，Harvard Business Review， vol.80, No8，pp.77-83
36.Zook ,Chris & Allen , James (2003)，” Growth Outside the Core”， Harvard Business Review，vol.81, No12，pp.66-73
37.Geoffrey More(2004)"Darwin and the Demon: Innovating Within Established Enterprises", Harvard Business Review, August 2004
38.Adner, Ron (2006) ，"Match Your Innovation Strategy to Your Innovation Ecosystem"， Harvard Business Review，vol.84, No4，pp.98-107在"Match Your Innovation Strategy to Your Innovation Ecosystem"
39.Adner, Ron (2006) ，"Match Your Innovation Strategy to Your Innovation Ecosystem"， Harvard Business Review，vol.84, No4，pp.101
40.Scott D.Anthony (2006), "Mapping Your Innovation Stategy", Harvard Business Review (May 2006).
41.Fernando Suarez（2005），"The Half-Truth of First-Mover Advantage", Harvard Business Review (April 2005).
42.Gary Hamel (2006), "The Why, What, and How of Management Innovation", Harvard Business Review (February 2006).
43.Bhaskar Chakravorti (2004)，"The New Rules for Bringing Innovations to Market" ，Harvard Business Review（Apr.2004,vol.31，pp.60）
44.Thomke, Stefan , Hippel , Eric Von (2002)，"Customers as Innovators: A New Way to Create Value"，Harvard Business Review，vol.80, No4，pp.76
45.Hammer, Michael (2004)，"Deep Change: How Operational Innovation Can Transform Your Company" ，Harvard Business Review，vol.82, No3，pp.87
46." Innovating for Cash"(如何實踐創新) James P. Andrew，Harold L. Sirkin(2003)
47.Zook ,Chris & Allen , James (2003)，" Growth Outside the Core"， Harvard Business Review，vol.81, No12，pp.69
48.Prahalad, C.K. and Hamel , G., "The core competence of the corporat ion", Harvard Business Review, May-June, pp79-91, 1990.
49.Prahalad and Hamel(1994)發表之文章
50.Javidan, M., "Cor e Competence: Wha t Does it Mean in Practice?" , Long Range Planning,Vol.31 ,No.1,pp.60-71,1998