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題名 生態型多角化策略之研究–以台灣科技製造業為例
Research on Ecosystem Diversification Strategies: Case Study--Using Taiwan’s High-tech and Manufacturing Industry作者 梅國卿
Mei, Kuo-ching貢獻者 吳思華
Wu, Se-hwa
梅國卿
Mei, Kuo-ching關鍵詞 生態系
多角化策略
複製策略
例規動態
場景脈絡
能動者
動態創新能耐
集團企業
轉型創新
Ecosystem
Diversification Strategy
Replication Strategy
Routine Dynamics
Context
Agent
Dynamic Innovation Capabilities (DIC)
Conglomerate
Transformation Innovation日期 2022 上傳時間 1-三月-2022 18:14:32 (UTC+8) 摘要 本研究從實務案例與產業觀察，發現近年來集團企業紛紛建構內部自有生態系，發展看似無關又相關的多角化事業，傳統多角化模式似乎無法完全解釋，因此，本研究想要了解以生態為核心的多角化策略，形成的情境脈絡、策略基礎、場景特色、管理模式以及能動者的角色。本研究採用文獻探討與個案研究法，透過文獻探討引入「生態系發展」、「複製策略」與「例規動態」等理論，給合典範個案蔦屋書店的個案分析，形成初步研究發現與架構，做為生態型多角化的研究構念；接著，參酌平行移轉理論（理論繁殖增生法），以產業觀察與媒體報導所提及三家朝向生態型多角化發展的台灣科技製造為案例，透過個案與專家訪談取得實務反饋，結合文獻提出研究發現並形成以下重要命題：企業面對的數位科技發展的衝擊挑戰愈大、產業疆界愈模糊、新的終端應用需求愈多，愈需要生態型多角化策略；其面對的場景特色挑戰是快速繁衍、轉型創新、跨域整合、場域知識；形成生態型多角化的主要理論基礎是複製繁衍、例規動態、生態系統；生態型多角化具有自主共生、互補共創、共同演化、場域共振、流動創生的人文創新生態特徵；鬆散耦合與模組化是生態型多角化的重要治理機制；企業總部應扮演複製策略的範本提供角色，協助多角化事業探索新的場景脈絡與商業特徵；生態型多角化能動者所具備的詮釋場景情境脈絡與調適資源例規的能力，是創造彈性與創新的主要來源；能動性來自於企業新舊經驗與內外人員的融合，融合程度愈好、愈能產生較大的能動性；能動者為內部創業家，是生態型多角化重要的創新推手。在理論上，透過資源例規、能動者、情境脈絡三項因素的有效整合，形成動態創新能耐 (DIC)，是生態型多角化的關鍵成功因素；在實務上，本研究提出可操作性的生態型多角化管理架構，供企業佈局多角化與新事業之參考。
Through case studies and industry observation, it is found that in recent years more and more business conglomerates are constructing their internal ecosystem to develop diversified business, seemingly unrelated yet connected, which cannot be thoroughly explained through traditional diversification model. Therefore, this study aims to realize eco-centered diversification strategy, context, strategic basis and scene characteristics, business model and agent’s role. Literature reviews and case study are used to explore theories of ecosystem development, replication strategy and routine dynamics. By the exemplary case study of Tsutaya Books, preliminary research findings and structure are formed to become research construct of eco-diversification. Then, through parallel transition theory (theoretical proliferation method), three eco-diversification-oriented technology companies in Taiwan that have been observed and reported by media are studied. Practice feedbacks, gathered through case study and expert interviews, are integrated into literature and some research findings are thus proposed and have formed the following significant propositions:When industry boundaries of enterprises are vaguer, the more the need for new terminal application and the bigger the impact and challenge for development of digital technology, and thus the more the need for eco-diversification strategy. The scene goes to the challenge of transformation innovation, interdisciplinary integration, field knowledge and rapid replication. The main theoretical basis of forming eco-diversification is replication strategy, routine dynamics and ecosystem. Eco-diversification has its human and innovative eco characteristics, such as individual symbiosis, complementary creation, co-evolution, field resonance and flowing revitalization. Loosely coupled and modularity are significant governance mechanisms for eco-diversification. Enterprise headquarters should play the role of template for duplication strategy to assist diversified business in exploring new context and business characteristics. The capability of interpretation of scene & context and resource routine adjustment owned by eco-diversified agents become key origin to creating flexibility and innovation. Agency comes from the fusion of enterprise’s experiences and internal & external personnel. When the fusion gets better, the more agency is produced. 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國立政治大學
科技管理與智慧財產研究所
106364501資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106364501 資料類型 thesis dc.contributor.advisor 吳思華 zh_TW dc.contributor.advisor Wu, Se-hwa en_US dc.contributor.author (作者) 梅國卿 zh_TW dc.contributor.author (作者) Mei, Kuo-ching en_US dc.creator (作者) 梅國卿 zh_TW dc.creator (作者) Mei, Kuo-ching en_US dc.date (日期) 2022 en_US dc.date.accessioned 1-三月-2022 18:14:32 (UTC+8) - dc.date.available 1-三月-2022 18:14:32 (UTC+8) - dc.date.issued (上傳時間) 1-三月-2022 18:14:32 (UTC+8) - dc.identifier (其他 識別碼) G0106364501 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/139306 - dc.description (描述) 博士 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) 106364501 zh_TW dc.description.abstract (摘要) 本研究從實務案例與產業觀察，發現近年來集團企業紛紛建構內部自有生態系，發展看似無關又相關的多角化事業，傳統多角化模式似乎無法完全解釋，因此，本研究想要了解以生態為核心的多角化策略，形成的情境脈絡、策略基礎、場景特色、管理模式以及能動者的角色。本研究採用文獻探討與個案研究法，透過文獻探討引入「生態系發展」、「複製策略」與「例規動態」等理論，給合典範個案蔦屋書店的個案分析，形成初步研究發現與架構，做為生態型多角化的研究構念；接著，參酌平行移轉理論（理論繁殖增生法），以產業觀察與媒體報導所提及三家朝向生態型多角化發展的台灣科技製造為案例，透過個案與專家訪談取得實務反饋，結合文獻提出研究發現並形成以下重要命題：企業面對的數位科技發展的衝擊挑戰愈大、產業疆界愈模糊、新的終端應用需求愈多，愈需要生態型多角化策略；其面對的場景特色挑戰是快速繁衍、轉型創新、跨域整合、場域知識；形成生態型多角化的主要理論基礎是複製繁衍、例規動態、生態系統；生態型多角化具有自主共生、互補共創、共同演化、場域共振、流動創生的人文創新生態特徵；鬆散耦合與模組化是生態型多角化的重要治理機制；企業總部應扮演複製策略的範本提供角色，協助多角化事業探索新的場景脈絡與商業特徵；生態型多角化能動者所具備的詮釋場景情境脈絡與調適資源例規的能力，是創造彈性與創新的主要來源；能動性來自於企業新舊經驗與內外人員的融合，融合程度愈好、愈能產生較大的能動性；能動者為內部創業家，是生態型多角化重要的創新推手。在理論上，透過資源例規、能動者、情境脈絡三項因素的有效整合，形成動態創新能耐 (DIC)，是生態型多角化的關鍵成功因素；在實務上，本研究提出可操作性的生態型多角化管理架構，供企業佈局多角化與新事業之參考。 zh_TW dc.description.abstract (摘要) Through case studies and industry observation, it is found that in recent years more and more business conglomerates are constructing their internal ecosystem to develop diversified business, seemingly unrelated yet connected, which cannot be thoroughly explained through traditional diversification model. Therefore, this study aims to realize eco-centered diversification strategy, context, strategic basis and scene characteristics, business model and agent’s role. Literature reviews and case study are used to explore theories of ecosystem development, replication strategy and routine dynamics. By the exemplary case study of Tsutaya Books, preliminary research findings and structure are formed to become research construct of eco-diversification. Then, through parallel transition theory (theoretical proliferation method), three eco-diversification-oriented technology companies in Taiwan that have been observed and reported by media are studied. Practice feedbacks, gathered through case study and expert interviews, are integrated into literature and some research findings are thus proposed and have formed the following significant propositions:When industry boundaries of enterprises are vaguer, the more the need for new terminal application and the bigger the impact and challenge for development of digital technology, and thus the more the need for eco-diversification strategy. The scene goes to the challenge of transformation innovation, interdisciplinary integration, field knowledge and rapid replication. The main theoretical basis of forming eco-diversification is replication strategy, routine dynamics and ecosystem. Eco-diversification has its human and innovative eco characteristics, such as individual symbiosis, complementary creation, co-evolution, field resonance and flowing revitalization. Loosely coupled and modularity are significant governance mechanisms for eco-diversification. Enterprise headquarters should play the role of template for duplication strategy to assist diversified business in exploring new context and business characteristics. The capability of interpretation of scene & context and resource routine adjustment owned by eco-diversified agents become key origin to creating flexibility and innovation. Agency comes from the fusion of enterprise’s experiences and internal & external personnel. When the fusion gets better, the more agency is produced. Agents, as intrapreneurs, are important driving force for eco-diversification.Theoretically, effective integration of routine, agent and context can form dynamic innovation capabilities (DIC), which is considered as the key successful factor to eco-diversification; practically, operability of eco-diversified management structure is proposed in the study for enterprises to arrange diversification and new business. en_US dc.description.tableofcontents 第一章 研究緒論 1第一節 研究背景與動機 1第二節 研究問題 13第三節 研究目的 14第二章 文獻探討 16第一節 多角化策略 17第二節 生態系發展 32第三節 複製繁衍與例規動態 54第四節 文獻探討小結 80第三章 研究方法 82第一節 研究架構 82第二節 研究設計 84第三節 研究流程 90第四章 典範個案分析 92第一節 蔦屋書店與CCC集團 92第二節 個案分析與初步研究發現 109第五章 台灣科技製造業進行中的個案 117第一節 中強光電集團 118第二節 佳世達科技集團 128第三節 友達光電集團 140第四節 跨個案彙總小結 150第六章 結論與建議 158第一節 研究發現 159第二節 研究命題發展與理論意涵 175第三節 生態型多角化管理架構與實務意涵 185第四節 研究限制與後續研究建議 194參考文獻 196 zh_TW dc.format.extent 6475794 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106364501 en_US dc.subject (關鍵詞) 生態系 zh_TW dc.subject (關鍵詞) 多角化策略 zh_TW dc.subject (關鍵詞) 複製策略 zh_TW dc.subject (關鍵詞) 例規動態 zh_TW dc.subject (關鍵詞) 場景脈絡 zh_TW dc.subject (關鍵詞) 能動者 zh_TW dc.subject (關鍵詞) 動態創新能耐 zh_TW dc.subject (關鍵詞) 集團企業 zh_TW dc.subject (關鍵詞) 轉型創新 zh_TW dc.subject (關鍵詞) Ecosystem en_US dc.subject (關鍵詞) Diversification Strategy en_US dc.subject (關鍵詞) Replication Strategy en_US dc.subject (關鍵詞) Routine Dynamics en_US dc.subject (關鍵詞) Context en_US dc.subject (關鍵詞) Agent en_US dc.subject (關鍵詞) Dynamic Innovation Capabilities (DIC) en_US dc.subject (關鍵詞) Conglomerate en_US dc.subject (關鍵詞) Transformation Innovation en_US dc.title (題名) 生態型多角化策略之研究–以台灣科技製造業為例 zh_TW dc.title (題名) Research on Ecosystem Diversification Strategies: Case Study--Using Taiwan’s High-tech and Manufacturing Industry en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文部分井上達彥(2018)。模仿的經營學：創新始於模仿，徹底解析Apple、Google等企業的成功模仿經驗。王美娟 譯。台灣：台灣東販。史考特．索南辛Scott Sonenshein(2018)。讓「少」變成「巧」：延展力：更自由、更成功的關鍵。薛怡心 譯。台灣：新經典文化。司徒達賢(2016)。策略管理新論：觀念架構與分析方法(三版)。台灣：元照出版。安東尼．紀登斯Giddens, A.(2002)。社會的構成(The constitution of society)。李康、李猛譯。台北：左岸。吳思華 梅國卿(2020)。鬍鬚張：本土小吃攤企業化經營之例規發展，09-FC-01。台灣：政大商管個案中心。吳思華 梅國卿(2021)。蔦屋書店：穿越網路衝擊的實體新典範，10-AC-02。台灣：政大商管個案中心。吳思華(1996)。策略九說。台灣：臉譜出版。吳思華(2020)。「人文創新與實踐」上課講義。吳思華、王美雅(2019)。「創新典範的演化」，收錄於華人創造力 — 理論與實務。台灣：遠流出版。吳錦珠(2010)。鬍鬚張大學：張永昌賣魯肉飯賣到全世界都知道。台灣：聯合文學。野中郁次郎、勝見明(2006)。創新的本質。李贏凱、洪平河 譯。台灣：高寶。傑弗瑞．帕克、馬歇爾．范艾爾史泰恩、桑吉．喬德利(2016)。平台經濟模式：從啟動、獲利到成長的全方位攻略。李芳齡 譯。台灣：天下雜誌。雷‧克洛克、羅伯特‧安德森 Ray Kroc & Robert Anderson(2014)。永不放棄：我如何打造麥當勞王國。林步昇譯。台灣：經濟新潮社。蓋瑞．哈默爾、米凱爾．薩尼尼 Gary Hamel & Michele Zanini(2021)。人本體制：策略大師哈默爾激發創造力的組織革命。周詩婷 譯。台灣：天下文化。蕭瑞麟、歐素華、陳蕙芬(2011)。市集脈絡：由組織例規分析資訊科技的創新來源。中山管理評論。第19期 第2卷。頁459-491。Van Alstyne, Marshall W.; Parker, Geoffrey G.; Choudary, Sangeet P.(2016)。平台經濟新遊戲規則。哈佛商業評論繁體中文版。英文專書論文Ansoff, H. 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