Nowadays the situation of the economy and technology is rapidly changing. As the result of Mega-merge and the strategic alliance in extensive area such as R&D, Sales and Manufacturing, the monopoly of technology and market is increasing more and more. Also due to the technology changing from analog to digital, the key success factor is changing and the most important capability of company is how to integrate technology or product to give better value to customers.
In this situation, the Korean companies as one of the NICs should response to the new technological situation effectively and in the long run it will be required to build up the capability which is needed to lead those kinds of changes.
To do that, this thesis reviews and analyzes the history of the Display Division of Company A. Now the division is one of the greatest monitor manufacturing companies in the world, and designs and sells CRT Monitors and TFT-LCD Monitors. It has so special and unique history compared to others. From 1969 to 1982, its main product was Black-and-White TV set. And from 1982 it tried to change its main product to Monochrome Monitor and finally it became one of the greatest Monitor manufacturers in the world. The division also tried to extend its business area to FPD(Flat Panel Display) business, especially TFT-LCD. AT that time the LCD Monitor was just introducing stage and because of its high price the size of market was just small. But considering its internal synergy in technology and panel, it decided to start the new business and nowadays the TFT-LCD business is enhancing the value of the division and starting to give commercial benefit to the division.
Like that, the Display division has been changing its main business area timely and response to the changing technology and market trend effectively. So it will be meaningful to review and analyze the business trajectories of the division to get effective technology strategy to response to the rapid technology change.
By reviewing the references this thesis is suggesting some variables which can explain the achieves ,which are internal capability, technology features and external environment. Also the thesis categorizes the technology change to three level such as Incremental change, Architectural change and Paradigmatic change according to the level of the change. It examines which valuables are valid in determining the degree of achieves. By doing that, it suggests some critical success factors and based on those factors, it will also suggest effective technology adoption and internalization strategy for the response to the technological discontinuity following;
1) To prepare internal capability to build up rapid adaptation capability to the external technology and market situation.
2) To build up internal capability by properly and strategically used strategic alliance.
3) To monitor and respond to the change of profit zone.
4) To encourage creative organizational culture and entrepreneurship.
5) To monitor and lead and join in making de-facto-standard.
6) CEO should have new leadership style.
