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題名 平台生命週期之動態能力研究：以L公司為例
A study on the dynamic capability of platform lifecycle: Using Company L as an example作者 葉浩
Yeh, Hao貢獻者 傅浚映<br>蘇威傑
Fu, Jyun-Ying<br>Su, Wei-Chieh
葉浩
Yeh, Hao關鍵詞 動態能力
平台
平台生命週期
流行音樂產業
Dynamic capabilities
Platform
Platform lifecycle
Pop music industry日期 2022 上傳時間 1-Apr-2022 15:09:50 (UTC+8) 摘要 平台商業模式從2000年初開始快速興起成為最炙手可熱的商業模式，席捲世界各地舊有的線性價值鏈。除了亞馬遜、Google、Meta、微軟等科技巨擘，皆是利用平台商業模式的力量在改變世界。2019年全球200多家獨角獸企業亦有七成屬於平台企業，可見至今還有許多新創企業透過平台商業實踐創新。流行音樂產業亦是受到平台模式的席捲的產業之一，數位音樂串流平台如Spotify、Apple Music等已經取代過去唱片公司之價值鏈。本研究之個案公司即是在流行音樂產業中，利用平台商業模式創新之一例。動態能力即是描述企業面對變化，如何發現、應對、調整並建立持續性競爭優勢之理論架構。在平台模式下，商業環境的變化非常快，平台除了面對生態系外的環境變動，生態系內參與者的變動也很頻繁。因此本研究夠過深度訪談分析個案企業之「感知、獲取、轉化」三大動態能力與整合能力，在平台生命週期中之展現，歸納平台企業在「誕生期」與「擴張期」下，與之相關的動態能力，並發現其動態能力相關性的轉變，與生命週期階段下企業之策略目的有所關聯，最後亦歸納整合能力在上述兩階段下所扮演的角色。
The platform business model has rapidly emerged as the hottest business model since the early 2000s, sweeping through old linear value chains around the world. In addition to Amazon, Google, Meta, Microsoft and other technology giants, all of which are using the power of the platform business model to change the world, 70% of the world`s 200+ unicorns in 2019 are also platform companies, showing that many new start-ups are still innovating through platform business. The pop music industry is also one of the industries swept up by the platform model, with digital music streaming platforms such as Spotify and Apple Music replacing the value chain of record labels in the past. The case study is an example of innovation in the popular music industry using the platform business model.Dynamic capability is a theoretical framework that describes how a company can identify, respond, adjust, and build a sustainable competitive advantage in the face of change. In the platform model, the business environment changes very fast, the platform faces not only the environmental changes outside the ecosystem, but also the changes of the participants within the ecosystem. Therefore, this study analyzes the three dynamic capabilities of "perceiving, acquiring, and transforming" and the integration capabilities of the case companies in the platform life cycle through in-depth interviews, and summarizes the dynamic capabilities of the platform companies in the "birth" and "expansion" periods. We also found that the changes of dynamic capabilities are related to the strategic objectives of the company in the life cycle stage, and finally, we summarized the role of integration capabilities in the above two stages.參考文獻 1. 文化部. (2018). 107年流行音樂產業調查報告.2. 台灣文化內容策進院. (2020). 2020年台灣文化內容產業調查報告III 流行音樂產業.3. 台灣唱片出版事業基金會. (2014). 台灣唱片業發展現況.4. 黃舒駿. (2006). 數位時代台灣流行音樂產業之競爭動態與商業模式. 臺灣大學國際企業學研究所學位論文, 1-88.5. 經濟日報. (2021). 數位轉型學院長詹文男與流行音樂中心董事長黃韻玲 深入對談.6. 數位時代. (2020). 串流主導市場營收，將帶給音樂產業什麼樣的轉變？.7. Yang, M. (2020). 資策會與網路新創音樂霸推出數位華語音樂管理平台 以區塊鏈去中心化解決創作版權難題.8. Collis, D. J. (1994). Research note: how valuable are organizational capabilities? Strategic Management Journal, 15(S1), 143-152.9. Eisenmann, T., Parker, G., & Van Alstyne, M. W. (2006). Strategies for two-sided markets. Harvard business review, 84(10), 92.10. Evans, D. S., Hagiu, A., & Schmalensee, R. (2008). Invisible engines: how software platforms drive innovation and transform industries: The MIT Press.11. Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013). Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organizational research methods, 16(1), 15-31.12. Golden-Biddle, K., & Locke, K. (1993). Appealing work: An investigation of how ethnographic texts convince. Organization Science, 4(4), 595-616.13. Helfat, C. E., & Campo-Rembado, M. A. (2016). Integrative capabilities, vertical integration, and innovation over successive technology lifecycles. Organization Science, 27(2), 249-264.14. Helfat, C. E., & Peteraf, M. A. (2009). Understanding dynamic capabilities: progress along a developmental path. In (Vol. 7, pp. 91-102): Sage publications Sage UK: London, England.15. Helfat, C. E., & Raubitschek, R. S. (2018). Dynamic and integrative capabilities for profiting from innovation in digital platform-based ecosystems. Research Policy, 47(8), 1391-1399.16. Henderson, R. (1994). The Evolution of Integrative Capability: Innovation in Cardiovascular Drug Discovery. Industrial and Corporate Change, 3(3), 607-630. doi:10.1093/icc/3.3.60717. Lohmann, G., & Koo, T. T. R. (2013). The airline business model spectrum. Journal of Air Transport Management, 31, 7-9. doi:10.1016/j.jairtraman.2012.10.00518. Moore, J. F. (1993). Predators and prey: a new ecology of competition. Harvard business review, 71(3), 75-86.19. Rochet, J.-C., & Tirole, J. (2003). Platform Competition in Two-Sided Markets. Journal of the European Economic Association, 1(4), 990-1029. doi:10.1162/15424760332249321220. Teece, D. J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15(6), 285-305.21. 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.64022. Teece, D. J. (2016). Profiting from Innovation in the Digital Economy: Standards, Complementary Assets, and Business Models In the Wireless World.23. Teece, D. J. (2017). Dynamic Capabilities and (Digital) Platform Lifecycles. In (pp. 211-225): Emerald Publishing Limited.24. Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40-49. doi:10.1016/j.lrp.2017.06.00725. Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991-995. doi:10.1002/smj.31826. Yin, R. K. (2009). Case study research: Design and methods (Vol. 5): sage. 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
108363100資料來源 http://thesis.lib.nccu.edu.tw/record/#G0108363100 資料類型 thesis dc.contributor.advisor 傅浚映<br>蘇威傑 zh_TW dc.contributor.advisor Fu, Jyun-Ying<br>Su, Wei-Chieh en_US dc.contributor.author (Authors) 葉浩 zh_TW dc.contributor.author (Authors) Yeh, Hao en_US dc.creator (作者) 葉浩 zh_TW dc.creator (作者) Yeh, Hao en_US dc.date (日期) 2022 en_US dc.date.accessioned 1-Apr-2022 15:09:50 (UTC+8) - dc.date.available 1-Apr-2022 15:09:50 (UTC+8) - dc.date.issued (上傳時間) 1-Apr-2022 15:09:50 (UTC+8) - dc.identifier (Other Identifiers) G0108363100 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/139577 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 108363100 zh_TW dc.description.abstract (摘要) 平台商業模式從2000年初開始快速興起成為最炙手可熱的商業模式，席捲世界各地舊有的線性價值鏈。除了亞馬遜、Google、Meta、微軟等科技巨擘，皆是利用平台商業模式的力量在改變世界。2019年全球200多家獨角獸企業亦有七成屬於平台企業，可見至今還有許多新創企業透過平台商業實踐創新。流行音樂產業亦是受到平台模式的席捲的產業之一，數位音樂串流平台如Spotify、Apple Music等已經取代過去唱片公司之價值鏈。本研究之個案公司即是在流行音樂產業中，利用平台商業模式創新之一例。動態能力即是描述企業面對變化，如何發現、應對、調整並建立持續性競爭優勢之理論架構。在平台模式下，商業環境的變化非常快，平台除了面對生態系外的環境變動，生態系內參與者的變動也很頻繁。因此本研究夠過深度訪談分析個案企業之「感知、獲取、轉化」三大動態能力與整合能力，在平台生命週期中之展現，歸納平台企業在「誕生期」與「擴張期」下，與之相關的動態能力，並發現其動態能力相關性的轉變，與生命週期階段下企業之策略目的有所關聯，最後亦歸納整合能力在上述兩階段下所扮演的角色。 zh_TW dc.description.abstract (摘要) The platform business model has rapidly emerged as the hottest business model since the early 2000s, sweeping through old linear value chains around the world. In addition to Amazon, Google, Meta, Microsoft and other technology giants, all of which are using the power of the platform business model to change the world, 70% of the world`s 200+ unicorns in 2019 are also platform companies, showing that many new start-ups are still innovating through platform business. The pop music industry is also one of the industries swept up by the platform model, with digital music streaming platforms such as Spotify and Apple Music replacing the value chain of record labels in the past. The case study is an example of innovation in the popular music industry using the platform business model.Dynamic capability is a theoretical framework that describes how a company can identify, respond, adjust, and build a sustainable competitive advantage in the face of change. In the platform model, the business environment changes very fast, the platform faces not only the environmental changes outside the ecosystem, but also the changes of the participants within the ecosystem. Therefore, this study analyzes the three dynamic capabilities of "perceiving, acquiring, and transforming" and the integration capabilities of the case companies in the platform life cycle through in-depth interviews, and summarizes the dynamic capabilities of the platform companies in the "birth" and "expansion" periods. We also found that the changes of dynamic capabilities are related to the strategic objectives of the company in the life cycle stage, and finally, we summarized the role of integration capabilities in the above two stages. en_US dc.description.tableofcontents 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 2第二章 文獻探討 3第一節 動態能力 3第二節 整合能力 10第三節 多邊平台(Multi-sided platform) 11第四節 平台生命週期 13第五節 小結 16第三章 研究方法 17第一節 個案研究法 17第二節 資料來源 18第三節 資料分析 20第四章 個案介紹 24第一節 流行音樂產業 24第二節 個案公司介紹 28第五章 研究分析 32第一節 誕生期 32第二節 擴張期 37第六章 結論與建議 45第一節 研究發現與結論 45第二節 實務建議 49第三節 研究限制與後續研究建議 50參考文獻 51 zh_TW dc.format.extent 2328389 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0108363100 en_US dc.subject (關鍵詞) 動態能力 zh_TW dc.subject (關鍵詞) 平台 zh_TW dc.subject (關鍵詞) 平台生命週期 zh_TW dc.subject (關鍵詞) 流行音樂產業 zh_TW dc.subject (關鍵詞) Dynamic capabilities en_US dc.subject (關鍵詞) Platform en_US dc.subject (關鍵詞) Platform lifecycle en_US dc.subject (關鍵詞) Pop music industry en_US dc.title (題名) 平台生命週期之動態能力研究：以L公司為例 zh_TW dc.title (題名) A study on the dynamic capability of platform lifecycle: Using Company L as an example en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 1. 文化部. (2018). 107年流行音樂產業調查報告.2. 台灣文化內容策進院. (2020). 2020年台灣文化內容產業調查報告III 流行音樂產業.3. 台灣唱片出版事業基金會. (2014). 台灣唱片業發展現況.4. 黃舒駿. (2006). 數位時代台灣流行音樂產業之競爭動態與商業模式. 臺灣大學國際企業學研究所學位論文, 1-88.5. 經濟日報. (2021). 數位轉型學院長詹文男與流行音樂中心董事長黃韻玲 深入對談.6. 數位時代. (2020). 串流主導市場營收，將帶給音樂產業什麼樣的轉變？.7. Yang, M. (2020). 資策會與網路新創音樂霸推出數位華語音樂管理平台 以區塊鏈去中心化解決創作版權難題.8. Collis, D. J. (1994). Research note: how valuable are organizational capabilities? Strategic Management Journal, 15(S1), 143-152.9. Eisenmann, T., Parker, G., & Van Alstyne, M. W. (2006). Strategies for two-sided markets. Harvard business review, 84(10), 92.10. Evans, D. S., Hagiu, A., & Schmalensee, R. (2008). Invisible engines: how software platforms drive innovation and transform industries: The MIT Press.11. Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013). Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organizational research methods, 16(1), 15-31.12. Golden-Biddle, K., & Locke, K. (1993). Appealing work: An investigation of how ethnographic texts convince. Organization Science, 4(4), 595-616.13. Helfat, C. E., & Campo-Rembado, M. A. (2016). Integrative capabilities, vertical integration, and innovation over successive technology lifecycles. Organization Science, 27(2), 249-264.14. Helfat, C. E., & Peteraf, M. A. (2009). Understanding dynamic capabilities: progress along a developmental path. In (Vol. 7, pp. 91-102): Sage publications Sage UK: London, England.15. Helfat, C. E., & Raubitschek, R. S. (2018). Dynamic and integrative capabilities for profiting from innovation in digital platform-based ecosystems. Research Policy, 47(8), 1391-1399.16. Henderson, R. (1994). The Evolution of Integrative Capability: Innovation in Cardiovascular Drug Discovery. Industrial and Corporate Change, 3(3), 607-630. doi:10.1093/icc/3.3.60717. Lohmann, G., & Koo, T. T. R. (2013). The airline business model spectrum. Journal of Air Transport Management, 31, 7-9. doi:10.1016/j.jairtraman.2012.10.00518. Moore, J. F. (1993). Predators and prey: a new ecology of competition. Harvard business review, 71(3), 75-86.19. Rochet, J.-C., & Tirole, J. (2003). Platform Competition in Two-Sided Markets. Journal of the European Economic Association, 1(4), 990-1029. doi:10.1162/15424760332249321220. Teece, D. J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15(6), 285-305.21. 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.64022. Teece, D. J. (2016). Profiting from Innovation in the Digital Economy: Standards, Complementary Assets, and Business Models In the Wireless World.23. Teece, D. J. (2017). Dynamic Capabilities and (Digital) Platform Lifecycles. In (pp. 211-225): Emerald Publishing Limited.24. Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40-49. doi:10.1016/j.lrp.2017.06.00725. Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991-995. doi:10.1002/smj.31826. Yin, R. K. (2009). Case study research: Design and methods (Vol. 5): sage. zh_TW dc.identifier.doi (DOI) 10.6814/NCCU202200378 en_US
