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Title從產品導向轉型為生態系經營之個案分析
A Case Study on the Transformations from Product-Focused Firm to an Ecosystem
Creator張采瑛
Zhang, Cai-Ying
Contributor邱奕嘉
Chiu, Yi-Chia
張采瑛
Zhang, Cai-Ying
Key Words價值鏈
價值共創
生態系統
動態能力
領導力
Value Chain
Value Co-creation
Ecosystem
Dynamic Capability
Leadership
Date2023
Date Issued2-Aug-2023 13:34:55 (UTC+8)
Summary近年雖已有文獻探討生態系經營策略，但這些文獻卻鮮少深入探討產品導向的企業轉型成生態系經營所面臨的問題及多階段調整與改變的過程。此外，關於生態系統中的領導能力的形成及維持雖已有文獻提出理論，但實務上企業若要直接仿效恐有難度，故本研究希望透過以具160多年歷史的瑞士布勒集團為案例，分析其如何從一個瑞士小鎮的鐵工廠發跡，並與跨產業的合作夥伴發展生態系，在這之中生態系領導力如何在轉型過程中發揮作用，期從中獲得具一般性、可參考仿效之生態系轉型關鍵。
本研究思考脈絡，從辨識「轉型方向」、進行「價值共創」到建立維持「生態領導」，過程結合各家學者觀點，包含價值鏈拆解、生態系價值共創，以及動態能力觀點形成的領導力，清楚描述個案轉型為生態系經營的過程，最終得出以下命題：一、成功轉型為生態系經營者的關鍵在於察覺價值移轉，並能重新組合夥伴關係，顧客同時是供應商，供應商也是顧客。二、產品導向型企業轉型為生態系經營時，為生態系參與者創造市場地位是成功關鍵。三、影響力與克制力是生態系領導力建立及維持的關鍵。
整體而言，本研究提出具理論支持的生態系轉型架構，為後續欲探討生態系統轉型及經營之研究者提供思考脈絡。
Although studies exploring the strategies for ecosystem have been done in recent years, rarely have they investigated the problems and adjustments faced by product-focused firms which tried to run ecosystem. In addition, while theories focusing on the formation and maintenance of the capabilities of leaders in ecosystems have been developed, it may be challenging for firms to apply them directly in practice. Therefore, by analyzing Bühler Group, which develops its ecosystem with cross-industry partners as a leader of an ecosystem in the transformation process, this study aims to find out keys for a company which wants to transform into ecosystem management.
The framework of this study encompasses three key stages of an ecosystem-building company: identifying the "direction of transformation", engaging in " value co-creation ", and establishing and maintaining "ecosystem leadership." Drawing on insights from various scholars including “value chain decomposition”, “ecosystem value co-creation” and “leadership formation through dynamic capabilities”, this study shows a clear picture of how Bühler Group transforms into an ecosystem player and brings to three propositions: (1) the key to successful transformation into ecosystem players lies in perceiving the value shifting and reconfiguring partner relationships, where customers are also suppliers, and vice versa; (2) if a product-focused company aims to transform into an ecosystem player, creating market positions for ecosystem participants is crucial; (3) influential power and self-discipline are critical for establishing and maintaining ecosystem leadership.
In sum, this study brings a theories-supported ecosystem transformation structure and provides a basis for further researches into relevant topics.
參考文獻 一、 英文文獻
‣書籍
Adner, R. 2013. The Wide Lens: What Successful Innovators See That Others Miss, PENGUIN BOOKS LTD.
Iansiti, M., & Levien, R. 2004. The keystone advantage: What the new dynamics of business ecosystems mean for strategy, innovation, and sustainability, Harvard Business School Press.
Porter, M. E. 1985, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press: New York.
Prahalad, C. K., & Ramaswamy, V. 2004. The Future of Competition: Co-Creating Unique Value With Customers, Harvard Business Press.

‣期刊
Adner, R. 2016. Many Companies Still Don’t Know How to Compete in the Digital Age, Harvard Business Review, 5p: 2-6.
Adner, R. 2016. Match your innovation strategy to your innovation ecosystem. Harvard Business Review, 84(4), 98– 107.
Adner, R. 2017. Ecosystem as structure: An actionable construct for strategy. Journal of Management, 43(1), 39– 58.
Aoki, K., & Lennerfors, T. T. 2013. The New, Improved Keiretsu. Harvard Business Review, 91(9): 109-113.
BARNEY J. 1991. Firm resources and sustained competitive advantage[J]. Journal of management, Sage publications Sage CA: Thousand Oaks, CA, 17(1): 99 - 120.
Cennamo, C., & Santaló, J. 2013. Platform competition: Strategic trade-offs in platform markets. Strategic Management Journal, 34(11), 1331– 1350.
Foss, N. J. Schmidt, J. & Teece, D. J. 2023. Ecosystem leadership as a dynamic capability. Long range planning, Vol.56 (1), p.102270
Gawer, A., & Cusumano, M. A. 2008. How companies become platform leaders. MIT Sloan Management Review, 49(2), 28– 35.
Grant, R. M., 1991. The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 33:114-135.
Iyer, B., & Davenport, T. H. 2008. Reverse Engineering Google`s Innovation Machine. (cover story). Harvard Business Review, 86(4): 58-68.
Jacobides, M. G., & MacDuffie, J. P. 2013. How to Drive Value Your Way, Harvard Business Review, Vol.91 (7-8), p.92
Jacobides, M. G., Cennamo, C., & Gawer, A. 2018. Towards a theory of ecosystems. Strategic Management Journal, 39(8), 2255-2276.
McColl-Kennedy, J. R., Vargo, S. L., Dagger, T. S., Sweeney, J. C., & Kasteren, Y. V. 2012. Health care customer value cocreation practice styles, Journal of Service Research, Vol.15(4),pp.270-389.
Moore, J. F. 1993. Predators and Prey:A New Ecology of Competition. Harvard Business Review, 71(3), 75-86.
Porter, M. E., & Kramer, M. R. 2011. CREATING SHARED VALUE. Harvard Business Review, 89(1/2): 62-77.
Ramaswamy, V., & Gouillart, F. 2010. Building the Co-Creative Enterprise. Harvard Business Review, 88(10): 100-109.
Ramiréz, R. 1999. Value co-production: Intellectual origins and implications for practive and research, Strategic Management Journal, 20, pp.49-66.
Tantalo, C., & Priem, R. L. 2016. Value creation through stakeholder synergy, Strategic Management Journal, Vol.37(2), pp.314-329.
Teece D. J. 2018. Business models and dynamic capabilities. Long Range Planning, 51: 40-49.
Teece, D. J. 2007. Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.
Teece, D. J., Pisano, G., & Shuen, A. 1997. Dynamic capabilities and strategic management. Strategic management journal, 18(7), 509-533.
Vargo, S. L., & Lusch, R. F. 2004. Evolving to a new dominant logic for marketing, Journal of marketing, Vol.68(1), pp.1-17.
Venkat Ramaswamy, and Francis Gouillart. 2010. Building the Co-Creative Enterprise, Harvard business review, Vol.88 (10), p.100.
Wareham, J., Fox, P. B., & Cano Giner, J. L. 2014. Technology ecosystem governance. Organization Science, 25(4), 1195– 1215.
Wernerfelt, B. 1984. A resource-based view of the firm. Strategic management journal, 5, pp. 171-180.

‣網路資料
Bühler Group. 2016. Innovation Generator: Bühler Networking Days. Retrieved May, 2023, from https://www.buhlergroup.cn/content/buhlergroup/global/en/media/media-releases/innovation_generatorbuehlernetworkingdays.html
Bühler Group. 2023. Setting new benchmarks for the future of mobility. Retrieved June, 2023, from https://www.buhlergroup.com/content/buhlergroup/global/en/stories/setting-new-benchmarks-for-the-future-of-mobility.html
Bühler Group. 2020. Award-winning innovation forge. Retrieved June, 2023, from https://www.buhlergroup.com/content/buhlergroup/global/en/stories/hengst-remanufacturing.html
Bühler Group. 2018. Forging partnerships to drive change. Retrieved June, 2023, from https://www.buhlergroup.com/content/buhlergroup/global/en/stories/forging-partnerships.html
Bühler Group. 2019. Handtmann and Bühler - Partners for generations. Retrieved June, 2023, from https://www.buhlergroup.com/content/buhlergroup/global/en/stories/Handtmann-Germany.html
Bühler Group. 2022. Ponera wins SEIF Award for responsible innovation. Retrieved May, 2023, from https://www.buhlergroup.com/content/buhlergroup/global/en/about-us/startups/ponera-wins-seif-award-for-responsible-innovation.html
Bühler Group. 2022. With change comes opportunity. Retrieved May, 2023, from https://www.buhlergroup.com/content/buhlergroup/global/en/stories/inspiration-hub/mobility-transformation.html
Bühler Group. 2023. Annual Report 2022. Retrieved May, 2023, from https://www.buhlergroup.com/content/buhlergroup/global/annual_report1/annual_report_2022/group.html
Bühler Group. 2023. Forging a new future for rice processing. Retrieved May, 2023, from https://www.buhlergroup.com/content/buhlergroup/global/en/stories/inspiration-hub/delica.html
Food and Drink Technology. 2022. Bühler Networking Days 2022. Retrieved May, 2023, from https://www.foodanddrinktechnology.com/events/buhler-networking-days-2022/
Hummel, P., Lesne, D., Radlinger, J., Golbaz, C., Langan, C., Takahashi, K., Mulholland, D., Stott, A., Haire, G., and Mittermaier, M., 2017. UBS Evidence Lab Electric Car Teardown—Disruption Ahead. UBS report, Basel. Retrieved April, 2023, from https://neo.ubs.com/shared/d1wkuDlEbYPjF/
Industry Era. 2020. The Driver of Transformation. Retrieved May, 2023, from https://www.industry-era.com/Ian-Roberts-CTO-Buhler-Best-CTOs-vendor-2020.php
Moore, J. F. 1993. Predators and Prey: A New Ecology of Competition. Retrieved April, 2023, from https://hbr.org/1993/05/predators-and-prey-a-new-ecology-of-competition
Sarafin, G. Little, J. & Thethi, S. 2022. The CIO Imperative: How does technology underpin ecosystem transformation? Retrieved April, 2023, from https://www.ey.com/en_gl/ecosystems/cios-must-harness-technology-to-enable-ecosystem-success
 
二、 中文文獻
‣書籍
吳思華，2000。策略九說⎼策略思考的本質。臉譜出版。

‣期刊
司徒達賢，1994。策略矩陣分析法基礎。管理評論，13(2):1-22。
陳靖惠、林明杰、方世杰、商育綸，2018。健康照護服務生態系統之生成與發展:價值共創觀點。科技管理學刊，23(2):1-30。

‣英文中譯書
王怡棻譯，Thales, S.T. & Greg, P.著，2020。解構顧客價值鏈：拆解消費者決策流程發現商機切入點，用需求驅動設計新商業模式。台北：天下雜誌。
李明軒、邱如美合譯，Michael E. Porter著，1996。國家競爭優勢。台北：天下文化。
尚榮安譯，Robert K. Yin著，2001。個案研究法。台北：弘智文化出版。
郭思餘譯，Neuman, W. Lawrence著，2018。研究方法 : 質化與量化方法之應用。台北：雙葉書廊。
黃庭敏譯，Adner, Ron著，2022。生態系競爭策略 : 重新定義價值結構, 在轉型中辨識正確的賽局, 掌握策略工具, 贏得先機。台北：天下文化。
齊若蘭譯，Jim Collins & Bill Lazier著，2022。恆久卓越的修煉：掌握永續藍圖，厚植營運韌性，在挑戰與變動中躍升。台北：天下雜誌。

‣研究報告
司徒達賢，1995。資源基礎理論與企業競爭優勢關係之探討，行政院國家科學委員會專題研究計劃成果報告，頁35。

‣報紙雜誌
陳佳盟、岳俊豪，2023。數位x淨零雙轉型 工具機業新典範轉移。收錄於黃建中等(編)，工具機與零組件雜誌，147期:48-53。台北:九禾廣告媒體整合行銷公司。
馮立誠，2022。台灣工具機產業現況。收錄於黃建中等(編)，工具機與零組件雜誌，144期:38-49。台北:九禾廣告媒體整合行銷公司。
黃筱婷，2022。全球工具機產銷報告。收錄於黃建中等(編)，工具機與零組件雜誌，142期:49-53。台北:九禾廣告媒體整合行銷公司。

‣網路資料
方世杰、李慶芳、價值共創研究社群VCC成員、中南財經政法大學講座教授，2018。關係轉型：從「利害關係人」轉型為「價值共創者」 http://teamwork0035.blogspot.com/2018/04/blog-post_3.html。搜尋日期：2023年6月 6日。
吳元熙，2021。【圖解】近7成領導者認為「生態系」是成功途徑！它為何成企業競爭最熱關鍵詞？https://www.bnext.com.tw/article/62553/ecosystem-enterprise-competition-may。搜尋日期：2023年4月 28日。
吳靜芳，2021。2021兩千大製造業：疫後瘋狂搶購潮，地獄到天堂的一年還能持續？https://www.cw.com.tw/article/5114826。搜尋日期：2023年5月 16日。
宋健生，2022。沈榮津：台灣工具機面臨庫存高、可靠度待提升兩大挑戰https://udn.com/news/story/7238/6530822。搜尋日期：2023年7月 01日。
胡竹生，2021。機械業智慧製造兩方向進化。https://itritech.itri.org.tw/blog/towpath_smart-manufacturing/。搜尋日期：2023年4月 28日。
經濟部統計處，2022。當前經濟情勢概況(專題：我國機械產業市場現況及展望) https://www.moea.gov.tw/MNS/populace/news/News.aspx?kind=1&menu_id=40&news_id=100144。搜尋日期：2023年5月 16日。
羅佐良，2018。智慧機械趨勢與應用 https://www.iscom.com.tw/event2018/pdf/A3.pdf。搜尋日期：2023年5月 16日。
Description碩士
國立政治大學
企業管理研究所(MBA學位學程)
110363063
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0110363063
Typethesis
dc.contributor.advisor 邱奕嘉zh_TW
dc.contributor.advisor Chiu, Yi-Chiaen_US
dc.contributor.author (Authors) 張采瑛zh_TW
dc.contributor.author (Authors) Zhang, Cai-Yingen_US
dc.creator (作者) 張采瑛zh_TW
dc.creator (作者) Zhang, Cai-Yingen_US
dc.date (日期) 2023en_US
dc.date.accessioned 2-Aug-2023 13:34:55 (UTC+8)-
dc.date.available 2-Aug-2023 13:34:55 (UTC+8)-
dc.date.issued (上傳時間) 2-Aug-2023 13:34:55 (UTC+8)-
dc.identifier (Other Identifiers) G0110363063en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/146441-
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) 110363063zh_TW
dc.description.abstract (摘要) 近年雖已有文獻探討生態系經營策略，但這些文獻卻鮮少深入探討產品導向的企業轉型成生態系經營所面臨的問題及多階段調整與改變的過程。此外，關於生態系統中的領導能力的形成及維持雖已有文獻提出理論，但實務上企業若要直接仿效恐有難度，故本研究希望透過以具160多年歷史的瑞士布勒集團為案例，分析其如何從一個瑞士小鎮的鐵工廠發跡，並與跨產業的合作夥伴發展生態系，在這之中生態系領導力如何在轉型過程中發揮作用，期從中獲得具一般性、可參考仿效之生態系轉型關鍵。
本研究思考脈絡，從辨識「轉型方向」、進行「價值共創」到建立維持「生態領導」，過程結合各家學者觀點，包含價值鏈拆解、生態系價值共創，以及動態能力觀點形成的領導力，清楚描述個案轉型為生態系經營的過程，最終得出以下命題：一、成功轉型為生態系經營者的關鍵在於察覺價值移轉，並能重新組合夥伴關係，顧客同時是供應商，供應商也是顧客。二、產品導向型企業轉型為生態系經營時，為生態系參與者創造市場地位是成功關鍵。三、影響力與克制力是生態系領導力建立及維持的關鍵。
整體而言，本研究提出具理論支持的生態系轉型架構，為後續欲探討生態系統轉型及經營之研究者提供思考脈絡。		zh_TW
dc.description.abstract (摘要) Although studies exploring the strategies for ecosystem have been done in recent years, rarely have they investigated the problems and adjustments faced by product-focused firms which tried to run ecosystem. In addition, while theories focusing on the formation and maintenance of the capabilities of leaders in ecosystems have been developed, it may be challenging for firms to apply them directly in practice. Therefore, by analyzing Bühler Group, which develops its ecosystem with cross-industry partners as a leader of an ecosystem in the transformation process, this study aims to find out keys for a company which wants to transform into ecosystem management.
The framework of this study encompasses three key stages of an ecosystem-building company: identifying the "direction of transformation", engaging in " value co-creation ", and establishing and maintaining "ecosystem leadership." Drawing on insights from various scholars including “value chain decomposition”, “ecosystem value co-creation” and “leadership formation through dynamic capabilities”, this study shows a clear picture of how Bühler Group transforms into an ecosystem player and brings to three propositions: (1) the key to successful transformation into ecosystem players lies in perceiving the value shifting and reconfiguring partner relationships, where customers are also suppliers, and vice versa; (2) if a product-focused company aims to transform into an ecosystem player, creating market positions for ecosystem participants is crucial; (3) influential power and self-discipline are critical for establishing and maintaining ecosystem leadership.
In sum, this study brings a theories-supported ecosystem transformation structure and provides a basis for further researches into relevant topics.		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 研究目的與研究問題 3
第三節 論文架構 4
第二章 文獻探討 5
第一節 價值鏈與價值共創 5
第二節 生態系統 9
第三節 動態能力理論 15
第四節 文獻探討小結與研究缺口 19
第三章 研究方法與架構 20
第一節 研究方法 20
第二節 個案研究設計 22
第四章 個案介紹 24
第一節 工具機產業分析 24
第二節 個案公司介紹 40
第五章 個案分析與研究發現 47
第一節 個案分析流程 47
第二節 個案分析 47
第三節 研究發現 64
第六章 結論與建議 69
第一節 研究結論 69
第二節 研究限制 72
第三節 研究貢獻 72
第四節 研究建議 73
參考文獻 74
英文文獻 74
中文文獻 77		zh_TW
dc.format.extent 24674073 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0110363063en_US
dc.subject (關鍵詞) 價值鏈zh_TW
dc.subject (關鍵詞) 價值共創zh_TW
dc.subject (關鍵詞) 生態系統zh_TW
dc.subject (關鍵詞) 動態能力zh_TW
dc.subject (關鍵詞) 領導力zh_TW
dc.subject (關鍵詞) Value Chainen_US
dc.subject (關鍵詞) Value Co-creationen_US
dc.subject (關鍵詞) Ecosystemen_US
dc.subject (關鍵詞) Dynamic Capabilityen_US
dc.subject (關鍵詞) Leadershipen_US
dc.title (題名) 從產品導向轉型為生態系經營之個案分析zh_TW
dc.title (題名) A Case Study on the Transformations from Product-Focused Firm to an Ecosystemen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 一、 英文文獻
‣書籍
Adner, R. 2013. The Wide Lens: What Successful Innovators See That Others Miss, PENGUIN BOOKS LTD.
Iansiti, M., & Levien, R. 2004. The keystone advantage: What the new dynamics of business ecosystems mean for strategy, innovation, and sustainability, Harvard Business School Press.
Porter, M. E. 1985, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press: New York.
Prahalad, C. K., & Ramaswamy, V. 2004. The Future of Competition: Co-Creating Unique Value With Customers, Harvard Business Press.

‣期刊
Adner, R. 2016. Many Companies Still Don’t Know How to Compete in the Digital Age, Harvard Business Review, 5p: 2-6.
Adner, R. 2016. Match your innovation strategy to your innovation ecosystem. Harvard Business Review, 84(4), 98– 107.
Adner, R. 2017. Ecosystem as structure: An actionable construct for strategy. Journal of Management, 43(1), 39– 58.
Aoki, K., & Lennerfors, T. T. 2013. The New, Improved Keiretsu. Harvard Business Review, 91(9): 109-113.
BARNEY J. 1991. Firm resources and sustained competitive advantage[J]. Journal of management, Sage publications Sage CA: Thousand Oaks, CA, 17(1): 99 - 120.
Cennamo, C., & Santaló, J. 2013. Platform competition: Strategic trade-offs in platform markets. Strategic Management Journal, 34(11), 1331– 1350.
Foss, N. J. Schmidt, J. & Teece, D. J. 2023. Ecosystem leadership as a dynamic capability. Long range planning, Vol.56 (1), p.102270
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‣網路資料
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Bühler Group. 2023. Setting new benchmarks for the future of mobility. Retrieved June, 2023, from https://www.buhlergroup.com/content/buhlergroup/global/en/stories/setting-new-benchmarks-for-the-future-of-mobility.html
Bühler Group. 2020. Award-winning innovation forge. Retrieved June, 2023, from https://www.buhlergroup.com/content/buhlergroup/global/en/stories/hengst-remanufacturing.html
Bühler Group. 2018. Forging partnerships to drive change. Retrieved June, 2023, from https://www.buhlergroup.com/content/buhlergroup/global/en/stories/forging-partnerships.html
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‣期刊
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‣英文中譯書
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李明軒、邱如美合譯，Michael E. Porter著，1996。國家競爭優勢。台北：天下文化。
尚榮安譯，Robert K. Yin著，2001。個案研究法。台北：弘智文化出版。
郭思餘譯，Neuman, W. Lawrence著，2018。研究方法 : 質化與量化方法之應用。台北：雙葉書廊。
黃庭敏譯，Adner, Ron著，2022。生態系競爭策略 : 重新定義價值結構, 在轉型中辨識正確的賽局, 掌握策略工具, 贏得先機。台北：天下文化。
齊若蘭譯，Jim Collins & Bill Lazier著，2022。恆久卓越的修煉：掌握永續藍圖，厚植營運韌性，在挑戰與變動中躍升。台北：天下雜誌。

‣研究報告
司徒達賢，1995。資源基礎理論與企業競爭優勢關係之探討，行政院國家科學委員會專題研究計劃成果報告，頁35。

‣報紙雜誌
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馮立誠，2022。台灣工具機產業現況。收錄於黃建中等(編)，工具機與零組件雜誌，144期:38-49。台北:九禾廣告媒體整合行銷公司。
黃筱婷，2022。全球工具機產銷報告。收錄於黃建中等(編)，工具機與零組件雜誌，142期:49-53。台北:九禾廣告媒體整合行銷公司。

‣網路資料
方世杰、李慶芳、價值共創研究社群VCC成員、中南財經政法大學講座教授，2018。關係轉型：從「利害關係人」轉型為「價值共創者」 http://teamwork0035.blogspot.com/2018/04/blog-post_3.html。搜尋日期：2023年6月 6日。
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吳靜芳，2021。2021兩千大製造業：疫後瘋狂搶購潮，地獄到天堂的一年還能持續？https://www.cw.com.tw/article/5114826。搜尋日期：2023年5月 16日。
宋健生，2022。沈榮津：台灣工具機面臨庫存高、可靠度待提升兩大挑戰https://udn.com/news/story/7238/6530822。搜尋日期：2023年7月 01日。
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