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題名 調適性創新：商業模式的主導設計演化與後進者的回應
Adaptive Innovation: The Evolving Dominant Design of Business Model and the Second Mover’s Responses作者 陳曌
Chen, Zhao貢獻者 蕭瑞麟
Hsiao, Ruey Lin
陳曌
Chen, Zhao關鍵詞 商業模式創新
主導設計
後進者回應
調適過程
主流迷思
Business model innovation
Dominant design
Response of second mover
Adaptive process
Myth of mainstream firms日期 2017 上傳時間 2-Mar-2018 12:03:32 (UTC+8) 摘要 當身處一個競爭激烈的行業，企業想要保持發展，就必須與時俱進，積極創新。但企業應該從哪裡找到創新的機會？除了技術和產品之創新，越來越多企業開始關注商業模式的創新。過去，對商業模式創新的討論大部分集中在企業的內部系統活動改造，或是期待從開放創新中尋找機會。本研究嘗試把商業模式理解為一種敵我對應關係，從主流企業與後進者的攻防戰中理解創新的調適過程。通過分析「非主流」的後進者如何回應主流設計，並由主流企業之迷思理解後進者如何找出商業模式創新的可能。本研究發現，商業模式創新的本質是動態的，而其過程是調適的。後進者可以由主流企業建構商業模式之迷思中，找到自身商業模式創新的諸多樣貌與調適的巧思。
In an industry that faces intensified competitions, firms need innovate constantly and timely so as to maintain steady growth. But where could firms identify opportunities for innovation? In addition to the innovation of technologies and products, more and more firms pay attention to business model innovation. Previously, our understanding of business model innovation is limited to firms’ business activity systems, or to seek opportunities from open innovation. This thesis attempts to consider the business model as a kind of responsive process between rivals; and to analyze the adaptation of business model within the defensive process between the mainstream firms and the second mover. By analyzing how the non-mainstream player may respond to the evolving dominant design, it is posisble to recognize the myths of the development of mainstream business models. This research suggests that business model innovations are dynamic in their nature and adaptive in their developmental process. The second mover could identify various patterns of new business models and conceive creative adaptation from the mainstream firms’ myths in building their own business models.參考文獻 陳蕙芬，2015，柔韌設計：化機構阻力為創新助力，《中山管理評論》，第1期，第23卷，13-55頁。賴明弘、高姿宜，2017，以核心策略觀點探討自造者空間業者之商業模式，《科技管理學刊》，第3期，第22卷，1-29頁。李仁芳、高鴻翔，2010，掌握價值活動重組氣契機－後進廠商的邊陲進入策略《管理評論》，第1期，第30卷，1-16頁。何明豐、林博文，2015，移地邏輯：進入新興市場的商業模式演進，《中山管理評論》，第1期，第23卷，91-135頁。歐素華，2015，喚醒沈睡資源：《女人我最大》背後的商業模式創新，《中山管理評論》，第1期，第23卷，225-267頁。歐素華、蘇慧慈，2007，複合商業模式創新：網路視頻服務的跨域經營機制，《管理評論》，第1期，第36卷，1-15頁。蕭瑞麟、歐素華、吳彥寬，2017，逆勢拼湊：化資源制約為創新, 《中山管理評論》，第一期，第25卷，219-268頁。姚成彥，2015，虛實整合：特力屋電子商務的服務創新，《中山管理評論》，第1期，第23卷，277-409頁。克里斯•安德森 ，2009，《免費：商業的未來》，中信出版社。蕭瑞麟，2016，《思考的脈絡：創新可能不擴散》，天下文化。蕭瑞麟，2017，《不用數字的研究：質性研究的思辨脈絡》，五南出版社。Afuah, A. 2004. Business models: A strategic management approach. Irwin: McGraw-Hill Amit, R., & Zott, C. 2012. Creating value through business model innovation. Sloan Management Review, 53(3): 41-49.Anderson, P. C., & Tushman, M. L. 1990. 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Computer-aided architects: A case study of IT and strategy change. Sloan Management Review, Summer: 57-67.Yin, R. K. 1989. Case study research: Design and methods. Newbury Park, California: Sage.Zook, C., & Allen, J. 2011. The great repeatable business model. Harvard Business Review, 89(11): 106-114.Zott, C., & Amit, R. 2010. Business model design: An activity system perspective. Long Range Planning, 43(2–3): 216-226. 描述 碩士
國立政治大學
科技管理與智慧財產研究所
103464072資料來源 http://thesis.lib.nccu.edu.tw/record/#G1034640721 資料類型 thesis dc.contributor.advisor 蕭瑞麟 zh_TW dc.contributor.advisor Hsiao, Ruey Lin en_US dc.contributor.author (Authors) 陳曌 zh_TW dc.contributor.author (Authors) Chen, Zhao en_US dc.creator (作者) 陳曌 zh_TW dc.creator (作者) Chen, Zhao en_US dc.date (日期) 2017 en_US dc.date.accessioned 2-Mar-2018 12:03:32 (UTC+8) - dc.date.available 2-Mar-2018 12:03:32 (UTC+8) - dc.date.issued (上傳時間) 2-Mar-2018 12:03:32 (UTC+8) - dc.identifier (Other Identifiers) G1034640721 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/116157 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理與智慧財產研究所 zh_TW dc.description (描述) 103464072 zh_TW dc.description.abstract (摘要) 當身處一個競爭激烈的行業，企業想要保持發展，就必須與時俱進，積極創新。但企業應該從哪裡找到創新的機會？除了技術和產品之創新，越來越多企業開始關注商業模式的創新。過去，對商業模式創新的討論大部分集中在企業的內部系統活動改造，或是期待從開放創新中尋找機會。本研究嘗試把商業模式理解為一種敵我對應關係，從主流企業與後進者的攻防戰中理解創新的調適過程。通過分析「非主流」的後進者如何回應主流設計，並由主流企業之迷思理解後進者如何找出商業模式創新的可能。本研究發現，商業模式創新的本質是動態的，而其過程是調適的。後進者可以由主流企業建構商業模式之迷思中，找到自身商業模式創新的諸多樣貌與調適的巧思。 zh_TW dc.description.abstract (摘要) In an industry that faces intensified competitions, firms need innovate constantly and timely so as to maintain steady growth. But where could firms identify opportunities for innovation? In addition to the innovation of technologies and products, more and more firms pay attention to business model innovation. Previously, our understanding of business model innovation is limited to firms’ business activity systems, or to seek opportunities from open innovation. This thesis attempts to consider the business model as a kind of responsive process between rivals; and to analyze the adaptation of business model within the defensive process between the mainstream firms and the second mover. By analyzing how the non-mainstream player may respond to the evolving dominant design, it is posisble to recognize the myths of the development of mainstream business models. This research suggests that business model innovations are dynamic in their nature and adaptive in their developmental process. The second mover could identify various patterns of new business models and conceive creative adaptation from the mainstream firms’ myths in building their own business models. en_US dc.description.tableofcontents 聲明頁 i中文摘要 ii英文摘要 iii圖目錄 vii表目錄 viii壹、緒論 1第一節 研究動機 1第二節 研究目的 2第三節 預期效應與論文架構 3貳、文獻回顧 6第一節 機制設計觀點：設計更好的獲利機制 6第二節 開放創新觀點：以「雙向開放」實現商模創新 10第三節 理論缺口 12參、研究方法 16第一節 案例選擇 16第二節 分析架構與步驟 19第三節 資料蒐集與分析 21肆、研究發現 28第一節 視頻網的競爭 28第二節 調適一：留存用戶體驗為王 30一、競爭環境 30二、主導設計做法：流量為王 33三、後進者之回應：留存為王 36四、從主流迷思到商模創新：從「流量」到「留量」 40第三節 調適二：以移動端為主戰場 42一、競爭環境 42二、主導設計做法：桌機為主 45三、後進者之回應：移動為主 47四、從主流迷思到商模創新：從「守桌機」到「攻移動」 50第四節 調適三：打開付費用戶市場 52一、競爭環境 53二、主導設計做法：小利吸引 55三、後進者之回應：獨家誘惑 58四、從主流迷思到商模創新：從為用戶「免費省錢」到「付費省心」 62第五節 調適四：自製精品化網絡劇 64一、競爭環境 65二、主導設計做法：小成本出爆款 66三、後進者之回應：精品化成常態 69四、從主流迷思到商模創新：從「小成本爆款」到「精品網劇」 73第六節 調適五：多元經營智慧財產 74一、競爭環境 75二、主導設計做法：IP短期換價 77三、後進者之回應：IP多元經營 80四、從主流迷思到商模創新：從「短期獲利」到「長期經營」 85五、討論 87第一節 學術意涵 87一、商業模式是一種動態 88二、商業模式的調適過程 89三、省思商業模式的迷思 92第二節 實務啟示 93一、對視頻網業者之啟發 94二、對後進者之啟發 95三、對主流企業的啟發 97第三節 研究限制與未來方向 98一、納入異業競爭者 98二、從單次回應到多次回應 98三、破解迷思值得研究 99陸、結論 100參考文獻 102一、中文文獻 102二、英文文獻 103附件：論文答辯回覆稿 108 zh_TW dc.format.extent 2038131 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G1034640721 en_US dc.subject (關鍵詞) 商業模式創新 zh_TW dc.subject (關鍵詞) 主導設計 zh_TW dc.subject (關鍵詞) 後進者回應 zh_TW dc.subject (關鍵詞) 調適過程 zh_TW dc.subject (關鍵詞) 主流迷思 zh_TW dc.subject (關鍵詞) Business model innovation en_US dc.subject (關鍵詞) Dominant design en_US dc.subject (關鍵詞) Response of second mover en_US dc.subject (關鍵詞) Adaptive process en_US dc.subject (關鍵詞) Myth of mainstream firms en_US dc.title (題名) 調適性創新：商業模式的主導設計演化與後進者的回應 zh_TW dc.title (題名) Adaptive Innovation: The Evolving Dominant Design of Business Model and the Second Mover’s Responses en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 陳蕙芬，2015，柔韌設計：化機構阻力為創新助力，《中山管理評論》，第1期，第23卷，13-55頁。賴明弘、高姿宜，2017，以核心策略觀點探討自造者空間業者之商業模式，《科技管理學刊》，第3期，第22卷，1-29頁。李仁芳、高鴻翔，2010，掌握價值活動重組氣契機－後進廠商的邊陲進入策略《管理評論》，第1期，第30卷，1-16頁。何明豐、林博文，2015，移地邏輯：進入新興市場的商業模式演進，《中山管理評論》，第1期，第23卷，91-135頁。歐素華，2015，喚醒沈睡資源：《女人我最大》背後的商業模式創新，《中山管理評論》，第1期，第23卷，225-267頁。歐素華、蘇慧慈，2007，複合商業模式創新：網路視頻服務的跨域經營機制，《管理評論》，第1期，第36卷，1-15頁。蕭瑞麟、歐素華、吳彥寬，2017，逆勢拼湊：化資源制約為創新, 《中山管理評論》，第一期，第25卷，219-268頁。姚成彥，2015，虛實整合：特力屋電子商務的服務創新，《中山管理評論》，第1期，第23卷，277-409頁。克里斯•安德森 ，2009，《免費：商業的未來》，中信出版社。蕭瑞麟，2016，《思考的脈絡：創新可能不擴散》，天下文化。蕭瑞麟，2017，《不用數字的研究：質性研究的思辨脈絡》，五南出版社。Afuah, A. 2004. Business models: A strategic management approach. Irwin: McGraw-Hill Amit, R., & Zott, C. 2012. Creating value through business model innovation. Sloan Management Review, 53(3): 41-49.Anderson, P. C., & Tushman, M. L. 1990. Technological discontinuities and dominant designs. Administrative Science Quarterly, 35(4): 604-633.Aspara, J., Hietanen, J., & Tikkanen, H. 2010. Business model innovation vs replication: financial performance implications of strategic emphases. Journal of Strategic Marketing, 18(1): 39-56.Baskerville, R., & Smithson, S. 1995. Information technology and new organizational forms: Choosing chaos over panaceas. European Journal of Information Systems, 4(2): 66-73.Baum, J. A., & Korn, H. J. 1996. Competitive dynamics of interfirm rivalry. Academy of Management Journal, 39(2): 255-291.Bettis, R. A., & Prahalad, C. K. 1995. The dominant logic: Retropective and extension. Strategic Management Journal, 16: 5-14.Birkinshaw, J., Bouquet, C., & Barsoux, J. L. 2011. 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