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題名 平台生態圈發展與管理個案分析
A case study on the development and management of platform ecosystem作者 陳欣郁
Chen, Hsin-Yu貢獻者 邱奕嘉
Chiu, Yi-Chia
陳欣郁
Chen, Hsin-Yu關鍵詞 互補性
平台
生態系統
Complementarity
Platform
Ecosystem日期 2019 上傳時間 3-Oct-2019 17:21:47 (UTC+8) 摘要 過去數十年來，五力競爭模型主導著產業分析，影響著企業的策略定位，然而，傳統的線性價值鏈逐漸被平台經濟模式取代，產業邊界逐漸模糊化，難以明確的定義與區分，越來越多企業選擇建立或轉型為平台型企業，進而發展為生態系統，因此，本研究的目的在於分析企業如何建構與鞏固生態系統，並透過分析騰訊音樂娛樂集團與KKBOX集團，驗證本研究提出之架構。本研究提出的架構，分為「樞紐集團」、「核心平台」、「附屬平台」三個部分，結合Helfat與Raubitschek提出的動態能力觀點以及Jacobides等學者提出之生態系統特徵，描述生態系統的價值創造過程。架構是以樞紐集團的視角進行分析，樞紐集團的動態能力，使其可以快速掌握市場動態、進行創新並整合資源，進而提出或調整生態系統策略;核心平台則是生態系統競爭優勢的主要來源，樞紐集團透過建立與核心平台具互補性之附屬平台進而發展成為生態系統，並透過附屬平台強化平台間的連結以鞏固該生態系統。
Over the past few decades, the five-forces model has dominated industry analysis and influenced the strategic positioning of enterprises. However, the traditional linear value chain has gradually been replaced by the platform and the industrial boundaries have gradually become blurred, making it difficult to be defined and distinguished clearly. More and more companies choose to establish or transform into platform-based enterprises, and then develop into ecosystems.In order to analyze how companies construct and consolidate ecosystems, this study develope the architecture which is divided into three parts: “Hub group”、 “Core platform” and “Affiliated platform”by combining the dynamic capabilities theory and the ecosystem characteristics,and then verify it by analyzing “Tencent Music Entertainment Group” and “KKBOX Group”.The architecture is analyzed from the perspective of the Hub group. The dynamic capabilities of the Hub group enable it to quickly grasp market dynamics, innovate and integrate resources, and then adjust the ecosystem strategy. The Core platform is the main source of the competitive advantage of the ecosystem. The Hub group build an ecosystem through the establishment of Affiliated platforms that complement the Core platform, and strengthens the link between the platforms and the ecosystem.參考文獻 參考資料文化部影視及流行音樂產業局. (2019). 106年流行音樂產業調查報告. 台北: 文化部影視及流行音樂產業局江小妍. (2017). 基于產業價值鏈視角的中國在線音樂產業商業模式研究. (傳媒經濟與管理 碩士論文), 北京印刷學院,艾瑞諮詢. (2019.03). 商業化的復興：中國數字音樂產業研究報告. Retrieved from http://report.iresearch.cn/report/201904/3353.shtml何佩珊. (2018). 不用虧錢法換用戶，KKBOX要用200萬會員數據抵禦串流市場價格混戰. Retrieved from https://meet.bnext.com.tw/articles/view/42161吳定. (2003). 政策管理 (Vol. 1). 台灣: 聯經出版.易觀智庫. (2016). 場景白皮書2016. Retrieved from https://www.analysys.cn/article/analysis/detail/1000287唐子晴. (2018). 全娛樂時代來臨，149元聽歌、追劇雙享，KKBOX為什麼要「賠本」推出Prime服務？. Retrieved from https://www.bnext.com.tw/article/50078/kkbox-prime莊于葶. (2014). 串流音樂產業之平台競爭策略：以 KKBOX 為例. 國立臺灣大學國際企業學研究所碩士論文,許士軍. (1996). 定性研究在管理研究上的重要性. [The Importance of Qualitative Research in Management Research]. 中原學報, 24(2), 1-3. doi:10.6358/jcyu.199604.0001陳威如, & 余卓軒. (2013). 平台革命: 席捲全球社交, 購物, 遊戲, 媒體的商業模式創新. 台北市: 商周出版.葉至誠. (2000). 社會科學概論: 台北，揚智文化.騰訊音樂娛樂集團. (2018). 騰訊音樂娛樂集團招股書. Retrieved from https://ir.tencentmusic.com/sec-filingsAdner. (2017). Ecosystem as Structure:An Actionable Construct for Strategy. Journal of Management, 43(1), 39-58. doi:10.1177/0149206316678451Adner, & Kapoor, R. (2010). Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations. Strategic Management Journal, 31(3), 306-333.Armstrong, M. (2006). Competition in two‐sided markets. The RAND Journal of Economics, 37(3), 668-691.Burnham, T. A., Frels, J. K., & Mahajan, V. (2003). Consumer switching costs: a typology, antecedents, and consequences. Journal of the Academy of marketing Science, 31(2), 109-126.Cusumano, M. A., & Gawer, A. (2002). The elements of platform leadership. MIT Sloan Managements Review, 43(3), 51.Dhanaraj, C., & Parkhe, A. (2006). Orchestrating innovation networks. Academy of Management Review, 31(3), 659-669.Eisenmann, T., Parker, G., & Van Alstyne, M. (2011). Platform envelopment. Strategic Management Journal, 32(12), 1270-1285. doi:10.1002/smj.935Eisenmann, T., Parker, G., & Van Alstyne, M. W. (2006). Strategies for two-sided markets. Harvard Business Review, 84(10), 92.Elberse, A. 許. (2013). 超熱賣商品的秘密. 台北市: 大塊文化.Evans, D. S., & Schmalensee, R. (2005). The industrial organization of markets with two-sided platforms. Retrieved fromGawer, A. (2014). Bridging differing perspectives on technological platforms: Toward an integrative framework. Research Policy, 43(7), 1239-1249.Gawer, A., & Cusumano, M. A. (2008). How companies became platform leaders. MIT Sloan Managements Review, 49(2), 28-35.Hagiu, A. (2009). Multi-sided platforms: From microfoundations to design and expansion strategies. (09-115).Hagiu, A. (2014). Strategic decisions for multisided platforms. MIT Sloan Managements Review 55(2), 92-93.Helfat, C. E., & Raubitschek, R. S. (2018). Dynamic and integrative capabilities for profiting from innovation in digital platform-based ecosystems. Research Policy, 47(8), 1391-1399.Iansiti, M., & Levien, R. (2004). The keystone advantage: what the new dynamics of business ecosystems mean for strategy, innovation, and sustainability [Press release]IFPI. (2018). Global Music Report 2018. Retrieved from https://www.ifpi.org/news/IFPI-GLOBAL-MUSIC-REPORT-2018Jacobides, M. G., Cennamo, C., & Gawer, A. (2018). Towards a theory of ecosystems. Strategic Management Journal, 39(8), 2255-2276. doi:10.1002/smj.2904Moore, J. F. (1993). Predators and prey: a new ecology of competition. Harvard Business Review, 71(3), 75-86.Parker, G. G., & Van Alstyne, M. W. (2005). Two-sided network effects: A theory of information product design. Management Science, 51(10), 1494-1504.Parker, G. G., Van Alstyne, M. W., & Choudary, S. P. (2016). 平台經濟模式 (Vol. 1). 台北市: 天下雜誌股份有限公司.Pavlou, P. A., & Gefen, D. (2004). Building effective online marketplaces with institution-based trust. Information systems research, 15(1), 37-59.Rochet, J.-C., & Tirole, J. (2003). Platform competition in two-sided markets. Journal of the European Economic Association, 1(4), 990-1029.Tan, B., Pan, S. L., Lu, X., & Huang, L. (2015). The role of IS capabilities in the development of multi-sided platforms: the digital ecosystem strategy of Alibaba. com. Journal of the Association for Information Systems, 16(4).Teece, D. J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15(6), 285-305.Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350. doi:10.1002/smj.640Teece, D. J. (2017). Profiting from Innovation in the Digital Economy: Standards, Complementary Assets, and Business Models in the Wireless World. Research Policy, 47(8), 1367-1387.Van Alstyne, M. W., Parker, G. G., & Choudary, S. P. (2016). Pipelines, platforms, and the new rules of strategy. Harvard Business Review, 94(4), 54-62.Yin, R. K. (2001). 個案研究. 台北: 弘智文化.Yoo, B., Choudhary, V., & Mukhopadhyay, T. (2007). Electronic B2B marketplaces with different ownership structures. Informs Management Science, 53(6), 952-961.Zhu, F., & Iansiti, M. (2007). Dynamics of platform competition: Exploring the role of installed base, platform quality and consumer expectations: Division of Research, Harvard Business School. 描述 碩士
國立政治大學
科技管理與智慧財產研究所
106364131資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106364131 資料類型 thesis dc.contributor.advisor 邱奕嘉 zh_TW dc.contributor.advisor Chiu, Yi-Chia en_US dc.contributor.author (Authors) 陳欣郁 zh_TW dc.contributor.author (Authors) Chen, Hsin-Yu en_US dc.creator (作者) 陳欣郁 zh_TW dc.creator (作者) Chen, Hsin-Yu en_US dc.date (日期) 2019 en_US dc.date.accessioned 3-Oct-2019 17:21:47 (UTC+8) - dc.date.available 3-Oct-2019 17:21:47 (UTC+8) - dc.date.issued (上傳時間) 3-Oct-2019 17:21:47 (UTC+8) - dc.identifier (Other Identifiers) G0106364131 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/126600 - 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) 106364131 zh_TW dc.description.abstract (摘要) 過去數十年來，五力競爭模型主導著產業分析，影響著企業的策略定位，然而，傳統的線性價值鏈逐漸被平台經濟模式取代，產業邊界逐漸模糊化，難以明確的定義與區分，越來越多企業選擇建立或轉型為平台型企業，進而發展為生態系統，因此，本研究的目的在於分析企業如何建構與鞏固生態系統，並透過分析騰訊音樂娛樂集團與KKBOX集團，驗證本研究提出之架構。本研究提出的架構，分為「樞紐集團」、「核心平台」、「附屬平台」三個部分，結合Helfat與Raubitschek提出的動態能力觀點以及Jacobides等學者提出之生態系統特徵，描述生態系統的價值創造過程。架構是以樞紐集團的視角進行分析，樞紐集團的動態能力，使其可以快速掌握市場動態、進行創新並整合資源，進而提出或調整生態系統策略;核心平台則是生態系統競爭優勢的主要來源，樞紐集團透過建立與核心平台具互補性之附屬平台進而發展成為生態系統，並透過附屬平台強化平台間的連結以鞏固該生態系統。 zh_TW dc.description.abstract (摘要) Over the past few decades, the five-forces model has dominated industry analysis and influenced the strategic positioning of enterprises. However, the traditional linear value chain has gradually been replaced by the platform and the industrial boundaries have gradually become blurred, making it difficult to be defined and distinguished clearly. More and more companies choose to establish or transform into platform-based enterprises, and then develop into ecosystems.In order to analyze how companies construct and consolidate ecosystems, this study develope the architecture which is divided into three parts: “Hub group”、 “Core platform” and “Affiliated platform”by combining the dynamic capabilities theory and the ecosystem characteristics,and then verify it by analyzing “Tencent Music Entertainment Group” and “KKBOX Group”.The architecture is analyzed from the perspective of the Hub group. The dynamic capabilities of the Hub group enable it to quickly grasp market dynamics, innovate and integrate resources, and then adjust the ecosystem strategy. The Core platform is the main source of the competitive advantage of the ecosystem. The Hub group build an ecosystem through the establishment of Affiliated platforms that complement the Core platform, and strengthens the link between the platforms and the ecosystem. en_US dc.description.tableofcontents 謝辭 I中文摘要 IIABSTRACT III目錄 IV表次 VI圖次 VIII第一章 緒論 1第一節 研究背景與動機 1第二節 研究問題與目的 3第三節 研究流程 4第二章 文獻探討 5第一節 平台 5第二節 平台的建構 13第三節 生態系統 18第四節 場景化 33第五節 文獻小結 34第三章 研究方法 35第一節 研究方法 35第二節 研究設計 39第三節 觀念性架構 43第四章 數位音樂產業介紹 49第一節 全球數位音樂產業 49第二節 中國數位音樂產業 56第三節 台灣數位音樂產業 60第五章 研究分析與討論 62第一節 個案公司介紹 62第二節 個案公司分析 78第三節 研究發現 101第六章 研究結論與建議 104第一節 研究結論 104第二節 研究貢獻 107第三節 研究限制 108第四節 研究建議 108參考書目 109 zh_TW dc.format.extent 2696013 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106364131 en_US dc.subject (關鍵詞) 互補性 zh_TW dc.subject (關鍵詞) 平台 zh_TW dc.subject (關鍵詞) 生態系統 zh_TW dc.subject (關鍵詞) Complementarity en_US dc.subject (關鍵詞) Platform en_US dc.subject (關鍵詞) Ecosystem en_US dc.title (題名) 平台生態圈發展與管理個案分析 zh_TW dc.title (題名) A case study on the development and management of platform ecosystem en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 參考資料文化部影視及流行音樂產業局. (2019). 106年流行音樂產業調查報告. 台北: 文化部影視及流行音樂產業局江小妍. (2017). 基于產業價值鏈視角的中國在線音樂產業商業模式研究. (傳媒經濟與管理 碩士論文), 北京印刷學院,艾瑞諮詢. (2019.03). 商業化的復興：中國數字音樂產業研究報告. Retrieved from http://report.iresearch.cn/report/201904/3353.shtml何佩珊. (2018). 不用虧錢法換用戶，KKBOX要用200萬會員數據抵禦串流市場價格混戰. Retrieved from https://meet.bnext.com.tw/articles/view/42161吳定. (2003). 政策管理 (Vol. 1). 台灣: 聯經出版.易觀智庫. (2016). 場景白皮書2016. Retrieved from https://www.analysys.cn/article/analysis/detail/1000287唐子晴. (2018). 全娛樂時代來臨，149元聽歌、追劇雙享，KKBOX為什麼要「賠本」推出Prime服務？. Retrieved from https://www.bnext.com.tw/article/50078/kkbox-prime莊于葶. (2014). 串流音樂產業之平台競爭策略：以 KKBOX 為例. 國立臺灣大學國際企業學研究所碩士論文,許士軍. (1996). 定性研究在管理研究上的重要性. [The Importance of Qualitative Research in Management Research]. 中原學報, 24(2), 1-3. doi:10.6358/jcyu.199604.0001陳威如, & 余卓軒. (2013). 平台革命: 席捲全球社交, 購物, 遊戲, 媒體的商業模式創新. 台北市: 商周出版.葉至誠. (2000). 社會科學概論: 台北，揚智文化.騰訊音樂娛樂集團. (2018). 騰訊音樂娛樂集團招股書. Retrieved from https://ir.tencentmusic.com/sec-filingsAdner. (2017). Ecosystem as Structure:An Actionable Construct for Strategy. Journal of Management, 43(1), 39-58. doi:10.1177/0149206316678451Adner, & Kapoor, R. (2010). Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations. Strategic Management Journal, 31(3), 306-333.Armstrong, M. (2006). Competition in two‐sided markets. The RAND Journal of Economics, 37(3), 668-691.Burnham, T. A., Frels, J. K., & Mahajan, V. (2003). Consumer switching costs: a typology, antecedents, and consequences. Journal of the Academy of marketing Science, 31(2), 109-126.Cusumano, M. A., & Gawer, A. (2002). The elements of platform leadership. MIT Sloan Managements Review, 43(3), 51.Dhanaraj, C., & Parkhe, A. (2006). Orchestrating innovation networks. Academy of Management Review, 31(3), 659-669.Eisenmann, T., Parker, G., & Van Alstyne, M. (2011). Platform envelopment. Strategic Management Journal, 32(12), 1270-1285. doi:10.1002/smj.935Eisenmann, T., Parker, G., & Van Alstyne, M. W. (2006). Strategies for two-sided markets. Harvard Business Review, 84(10), 92.Elberse, A. 許. (2013). 超熱賣商品的秘密. 台北市: 大塊文化.Evans, D. S., & Schmalensee, R. (2005). The industrial organization of markets with two-sided platforms. Retrieved fromGawer, A. (2014). Bridging differing perspectives on technological platforms: Toward an integrative framework. Research Policy, 43(7), 1239-1249.Gawer, A., & Cusumano, M. A. (2008). How companies became platform leaders. MIT Sloan Managements Review, 49(2), 28-35.Hagiu, A. (2009). Multi-sided platforms: From microfoundations to design and expansion strategies. (09-115).Hagiu, A. (2014). Strategic decisions for multisided platforms. MIT Sloan Managements Review 55(2), 92-93.Helfat, C. E., & Raubitschek, R. S. (2018). Dynamic and integrative capabilities for profiting from innovation in digital platform-based ecosystems. Research Policy, 47(8), 1391-1399.Iansiti, M., & Levien, R. (2004). The keystone advantage: what the new dynamics of business ecosystems mean for strategy, innovation, and sustainability [Press release]IFPI. (2018). Global Music Report 2018. Retrieved from https://www.ifpi.org/news/IFPI-GLOBAL-MUSIC-REPORT-2018Jacobides, M. G., Cennamo, C., & Gawer, A. (2018). Towards a theory of ecosystems. Strategic Management Journal, 39(8), 2255-2276. doi:10.1002/smj.2904Moore, J. F. (1993). Predators and prey: a new ecology of competition. Harvard Business Review, 71(3), 75-86.Parker, G. G., & Van Alstyne, M. W. (2005). Two-sided network effects: A theory of information product design. Management Science, 51(10), 1494-1504.Parker, G. G., Van Alstyne, M. W., & Choudary, S. P. (2016). 平台經濟模式 (Vol. 1). 台北市: 天下雜誌股份有限公司.Pavlou, P. A., & Gefen, D. (2004). Building effective online marketplaces with institution-based trust. Information systems research, 15(1), 37-59.Rochet, J.-C., & Tirole, J. (2003). Platform competition in two-sided markets. Journal of the European Economic Association, 1(4), 990-1029.Tan, B., Pan, S. L., Lu, X., & Huang, L. (2015). The role of IS capabilities in the development of multi-sided platforms: the digital ecosystem strategy of Alibaba. com. Journal of the Association for Information Systems, 16(4).Teece, D. J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15(6), 285-305.Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350. doi:10.1002/smj.640Teece, D. J. (2017). Profiting from Innovation in the Digital Economy: Standards, Complementary Assets, and Business Models in the Wireless World. Research Policy, 47(8), 1367-1387.Van Alstyne, M. W., Parker, G. G., & Choudary, S. P. (2016). Pipelines, platforms, and the new rules of strategy. Harvard Business Review, 94(4), 54-62.Yin, R. K. (2001). 個案研究. 台北: 弘智文化.Yoo, B., Choudhary, V., & Mukhopadhyay, T. (2007). Electronic B2B marketplaces with different ownership structures. Informs Management Science, 53(6), 952-961.Zhu, F., & Iansiti, M. (2007). Dynamics of platform competition: Exploring the role of installed base, platform quality and consumer expectations: Division of Research, Harvard Business School. zh_TW dc.identifier.doi (DOI) 10.6814/NCCU201901188 en_US
