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題名 永續創業家建構生態系之探討-以配客嘉為例
Exploring Sustainable Entrepreneurship and Ecosystem Construction: A Case Study of PackAge+
作者 柯穎吟
Or, Wing Yam
貢獻者 鄭至甫
Jeng, Jyh Fu
柯穎吟
Or, Wing Yam
關鍵詞 永續創業
循環經濟
最低可行性生態系
商業生態系
市場塑造
Sustainable Entrepreneurship
Circular Economy
Minimum Viable Ecosystem
Business Ecosystem
Market Shaping
日期 2024
上傳時間 4-Sep-2024 13:59:17 (UTC+8)
摘要 近年來，隨著全球對環境保護和永續發展的重視，永續創業成為一個新興且重要的創業領域，展現出巨大的潛力和優勢。在這一背景下，新創企業如何主動創造有利的新市場，並通過願景規劃和生態系策略方針發揮社會價值影響力，成為研究的重要議題。本研究旨在探討永續創業者如何運用這些策略，以實現其永續發展目標。 本研究採用單一個案研究方法，聚焦於配客嘉這一永續創業案例，通過半結構式訪談和次級資料的收集，描繪出其從萌芽期到成長期的發展脈絡。研究以Nenonen（2020）提出的市場塑造過程和Adner（2022）提出的生態系三原則為理論基礎，旨在分析創業者的塑造動機以及其生態系統建立策略。 研究結果顯示，永續創業者與一般創業家在創業動機上並無太大差異，但他們更專注於永續價值的傳遞。首先，創業者利用最小活動資源建立最低可行生態系，驗證其模式的可行性，這一策略能夠帶來較大的效益。此外，永續創業家能通過尋找與其階段相似的夥伴，逐步擴展其循環生態系。例如，與環保相關的電商品牌和實體回收店合作，建立了雙贏的策略，將同頻的消費者引入循環包裝生態系統中。這一階段的策略不僅鞏固了其核心價值結構，還豐富了生態系的內涵。 總結來說，本研究發現，永續創業者在不同發展階段應用生態系建構原則，通過動機塑造和策略執行，成功創造了新的市場機會和社會價值。這些發現不僅豐富了永續創業的理論研究，還為實務中的永續創業者提供了寶貴的參考，促進了社會和環境的可持續發展。
In recent years, with the global emphasis on environmental protection and sustainable development, sustainable entrepreneurship has become an emerging and important area of entrepreneurship, showing great potential and advantages. Against this backdrop, it has become an important issue for research on how start-ups can proactively create favorable new markets and leverage social value through visioning and ecosystem strategy approaches. This study aims to examine how sustainable entrepreneurs utilize these strategies to achieve their sustainability goals. This study adopts a single case study approach, focusing on the sustainable entrepreneurship case of PackAge+, and charting its development from the nascent stage to the growth stage through semi-structured interviews and secondary data collection. Based on the market shaping process proposed by Nenonen (2020) and the three principles of ecosystems proposed by Adner (2022), the study aims to analyze the entrepreneurs' shaping motives and their ecosystem-building strategies. The results of the study show that there is not much difference between sustainable entrepreneurs and general entrepreneurs in terms of entrepreneurial motivation, but they are more focused on the transmission of sustainable values. First, entrepreneurs utilize minimal activity resources to establish a minimum viable ecosystem and verify the feasibility of their model, a strategy that can bring greater benefits. In addition, sustainable entrepreneurs are able to gradually expand their recycling ecosystems by finding partners at a similar stage. For example, partnering with eco-related e-commerce brands and brick-and-mortar recycling stores establishes a win-win strategy that introduces the same frequency of consumers to the recycled packaging ecosystem. This stage of strategy not only consolidates its core value structure, but also enriches the ecosystem. In conclusion, this study found that sustainable entrepreneurs applied the principles of ecosystem construction at different stages of development, and successfully created new market opportunities and social values through motivation shaping and strategy execution. These findings not only enrich the theoretical study of sustainable entrepreneurship, but also provide valuable references for sustainable entrepreneurs in practice and promote the sustainable development of society and the environment.
參考文獻 英文文獻 Adams, R., Jeanrenaud, S., Bessant, J., Denyer, D., & Overy, P. (2016). Sustainability-oriented Innovation: A Systematic Review. International Journal of Management Reviews, 18(2), 180–205. https://doi.org/10.1111/ijmr.12068 Adner, R. (2006). Match Your Innovation Strategy To Your Innovation Ecosystem. Harvard Business Review, 84(148), 98–107. Adner, R. (2017). Ecosystem as Structure: An Actionable Construct for Strategy. Journal of Management, 43(1), 39–58. https://doi.org/10.1177/0149206316678451 Adner, R. (2022). Sharing Value for Ecosystem Success. MIT Sloan Management Review, 63(2), 85–90. Atiq, M., & Karatas-Ozkan, M. (2013). Sustainable Corporate Entrepreneurship from a Strategic Corporate Social Responsibility Perspective: Current Research and Future Opportunities. The International Journal of Entrepreneurship and Innovation, 14(1), 5–14. https://doi.org/10.5367/ijei.2013.0102 Basole, R. (2009). Structural Analysis and Visualization of Ecosystems: A Study of Mobile Device Platforms. AMCIS 2009 Proceedings. https://aisel.aisnet.org/amcis2009/292 Belz, F. M., & Binder, J. K. (2017). Sustainable Entrepreneurship: A Convergent Process Model. Business Strategy and the Environment, 26(1), 1–17. https://doi.org/10.1002/bse.1887 Binder, J., & Belz, F.-M. (2015). Sustainable entrepreneurship: What it is. https://doi.org/10.4337/9781849808248.00010 Bischoff, K., & Volkmann, C. K. (2018). Stakeholder support for sustainable entrepreneurship—A framework of sustainable entrepreneurial ecosystems. International Journal of Entrepreneurial Venturing, 10(2), 172–201. https://doi.org/10.1504/IJEV.2018.092714 Bocken, N., Pauw, I., Bakker, C. A., & van der Grinten, B. (2016). Product design and business model strategies for a circular economy. J. Ind. Prod. Eng., 1015. Borgh, M., Cloodt, M., & Romme, G. (2012). Value Creation by Knowledge‐Based Ecosystems: Evidence from a Field Study. R& D Management, 42, 150–169. https://doi.org/10.1111/j.1467-9310.2011.00673.x Cobben, D., Ooms, W., Roijakkers, N., & Radziwon, A. (2022). Ecosystem types: A systematic review on boundaries and goals. Journal of Business Research, 142, 138–164. https://doi.org/10.1016/j.jbusres.2021.12.046 Cohen, B., & Winn, M. I. (2007). Market imperfections, opportunity and sustainable entrepreneurship. Journal of Business Venturing, 22(1), 29–49. https://doi.org/10.1016/j.jbusvent.2004.12.001 Dean, T., & McMullen, J. (2007). Toward a theory of sustainable entrepreneurship: Reducing environmental degradation through entrepreneurial action. Journal of Business Venturing, 22, 50–76. https://doi.org/10.1016/j.jbusvent.2005.09.003 Flaig, A., Kindström, D., & Ottosson, M. (2021). Market-shaping phases—A qualitative meta-analysis and conceptual framework. AMS Review, 11(3), 354–374. https://doi.org/10.1007/s13162-021-00213-z Flaig, A., & Ottosson, M. (2022). Market-shaping roles – Exploring actor roles in the shaping of the Swedish market for liquefied gas. Industrial Marketing Management, 104, 68–84. https://doi.org/10.1016/j.indmarman.2022.04.006 Hart, S., & Milstein, M. (1999). Global Sustainability and the Creative Destruction of Industries. Sloan Management Review, 41. Hawa, J., Baker, J., & Plewa, C. (2020). Composing markets: A framework of intentionality in market-shaping. Journal of Business Research, 121, 47–57. https://doi.org/10.1016/j.jbusres.2020.08.013 Hockerts, K., & Wüstenhagen, R. (2010). Greening Goliaths versus emerging Davids—Theorizing about the role of incumbents and new entrants in sustainable entrepreneurship. Journal of Business Venturing, 25(5), 481–492. https://doi.org/10.1016/j.jbusvent.2009.07.005 Iansiti, M., & Levien, R. (2004). Strategy as ecology. Harvard Business Review, 82(3), 68–78, 126. Isckia, T. (2009). Amazon’s evolving ecosystem: A cyber-bookstore and Application Service Provider. Canadian Journal of Administrative Sciences / Revue Canadienne Des Sciences de l’Administration, 26(4), 332–343. https://doi.org/10.1002/cjas.119 Isenberg, D. (2010). How to Start an Entrepreneurial Revolution. 88. Iyer, B., & Davenport, T. (2008). Reverse Engineering Google’s Innovation Machine. Harvard Business Review, 86. Kirchherr, J., Reike, D., & Hekkert, M. P. (2017). Conceptualizing the Circular Economy: An Analysis of 114 Definitions. SSRN Electronic Journal, 127. https://doi.org/10.2139/ssrn.3037579 Kirkwood, J., & Walton, S. (2010). What motivates ecopreneurs to start businesses? International Journal of Entrepreneurial Behavior & Research, 16(3), 204–228. https://doi.org/10.1108/13552551011042799 Lacy, P., Long, J., & Spindler, W. (2020). The Circular Economy Handbook: Realizing the Circular Advantage. https://doi.org/10.1057/978-1-349-95968-6 Li, Y.-R. (2009). The technological roadmap of Cisco’s business ecosystem. Technovation, 29(5), 379–386. https://doi.org/10.1016/j.technovation.2009.01.007 Lingens, B., Miehé, L., & Gassmann, O. (2021). The ecosystem blueprint: How firms shape the design of an ecosystem according to the surrounding conditions. Long Range Planning, 54(2), 102043. https://doi.org/10.1016/j.lrp.2020.102043 Ma, Z., Christensen, K., & Jørgensen, B. N. (2021). Business ecosystem architecture development: A case study of Electric Vehicle home charging. Energy Informatics, 4(1), 9. https://doi.org/10.1186/s42162-021-00142-y Maciel, A. F., & Fischer, E. (2020). Collaborative Market Driving: How Peer Firms Can Develop Markets Through Collective Action. Journal of Marketing, 84(5), 41–59. https://doi.org/10.1177/0022242920917982 Merriam, S. B., & Merriam, S. B. (1998). Qualitative research and case study applications in education (2nd ed). Jossey-Bass Publishers. Moore,J.F. (1993). Predators and prey: A new ecology of competition. Harvard Business Review, 71(3), 75–86. Nenonen, S., & Storbacka, K. (2020). Don’t adapt, shape! Use the crisis to shape your minimum viable system – And the wider market. Industrial Marketing Management, 88, 265–271. https://doi.org/10.1016/j.indmarman.2020.05.022 Nenonen, S., Storbacka, K., & Windahl, C. (2019). Capabilities for market-shaping: Triggering and facilitating increased value creation. Journal of the Academy of Marketing Science, 47(4), 617–639. https://doi.org/10.1007/s11747-019-00643-z Pacheco, D., Dean, T., & Payne, D. (2010). Escaping the Green Prison: Entrepreneurship and the Creation of Opportunities for Sustainable Development. Journal of Business Venturing, 25, 464–480. https://doi.org/10.1016/j.jbusvent.2009.07.006 Pinkse, J., Bohnsack, R., & Kolk, A. (2014). The Role of Public and Private Protection in Disruptive Innovation: The Automotive Industry and the Emergence of Low-Emission Vehicles. Journal of Product Innovation Management, 31(1), 43–60. https://doi.org/10.1111/jpim.12079 Randhawa, K., Wilden, R., & Akaka, M. A. (2022). Innovation intermediaries as collaborators in shaping service ecosystems: The importance of dynamic capabilities. Industrial Marketing Management, 103, 183–197. https://doi.org/10.1016/j.indmarman.2022.03.016 Rodgers, C. (2010). Sustainable entrepreneurship in SMEs: A case study analysis. Corporate Social Responsibility and Environmental Management, 17(3), 125–132. https://doi.org/10.1002/csr.223 Rosário, A. T., Raimundo, R. J., & Cruz, S. P. (2022). Sustainable Entrepreneurship: A Literature Review. Sustainability, 14(9), Article 9. https://doi.org/10.3390/su14095556 Sarango-Lalangui, P., Santos, J. L. S., & Hormiga, E. (2018). The Development of Sustainable Entrepreneurship Research Field. Sustainability, 10(6), Article 6. https://doi.org/10.3390/su10062005 Schaltegger, S., & Wagner, M. (2011). Sustainable entrepreneurship and sustainability innovation: Categories and interactions. Business Strategy and the Environment, 20(4), 222–237. https://doi.org/10.1002/bse.682 Scott, W. R. (2014). Institutions and Organizations. Ideas, Interests and Identities. Management, 17(2), 136–140. https://doi.org/10.3917/mana.172.0136 Silvestre, B., & Tirca, D.-M. (2019). Innovations for sustainable development: Moving toward a sustainable future. Journal of Cleaner Production, 208, 325–332. https://doi.org/10.1016/j.jclepro.2018.09.244 Sprong, N., Driessen, P. H., Hillebrand, B., & Molner, S. (2021). Market innovation: A literature review and new research directions. Journal of Business Research, 123, 450–462. https://doi.org/10.1016/j.jbusres.2020.09.057 Yin, R. K. (1989). Case Study Research: Design and Methods. SAGE Publications. 中文文獻 王品雯 (2021)。台灣電動機車商業生態系統建構與演化之研究─以Gogoro為例。臺灣博碩士論文知識加值系統。https://hdl.handle.net/11296/d4qhx7 陳品融(2014)。探討網路新創企業的轉變歷程—商業生態系統觀點。臺灣博碩士論文知識加值系統。 https://hdl.handle.net/11296/ze8enc 陳彥豪、江姿怡、張晏綾、鄧穎璠、陳冠婷(2019) 。企業永續發展價值體系與再生能源鏈結機制介紹。臺灣經濟研究月刊, 42(7), 118–127。https://doi.org/10.29656/TERM.201907_42(7).0017 黃庭敏(譯)（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》（原作者：Ron Adner）。台北：天下雜誌。（原作出版年：2021） 劉恒逸、黃啟瑞、林婷鈴、謝美珍 (2019)。創業者認知、動態能力與環境永續創新－以台灣中小企業為例。商略學報，11(2), 103–122。https://doi.org/10.3966/207321472019061102002 潘淑满 (2003)。質性研究: 理論與應用。心理出版社。 蕭瑞麟(2020)。不用數字的研究：質性研究的思辯脈絡。五南。https://ah.nccu.edu.tw/item?item_id=136398
描述 碩士
國立政治大學
科技管理與智慧財產研究所
110364136
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0110364136
資料類型 thesis
dc.contributor.advisor 鄭至甫zh_TW
dc.contributor.advisor Jeng, Jyh Fuen_US
dc.contributor.author (Authors) 柯穎吟zh_TW
dc.contributor.author (Authors) Or, Wing Yamen_US
dc.creator (作者) 柯穎吟zh_TW
dc.creator (作者) Or, Wing Yamen_US
dc.date (日期) 2024en_US
dc.date.accessioned 4-Sep-2024 13:59:17 (UTC+8)-
dc.date.available 4-Sep-2024 13:59:17 (UTC+8)-
dc.date.issued (上傳時間) 4-Sep-2024 13:59:17 (UTC+8)-
dc.identifier (Other Identifiers) G0110364136en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/153130-
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) 110364136zh_TW
dc.description.abstract (摘要) 近年來，隨著全球對環境保護和永續發展的重視，永續創業成為一個新興且重要的創業領域，展現出巨大的潛力和優勢。在這一背景下，新創企業如何主動創造有利的新市場，並通過願景規劃和生態系策略方針發揮社會價值影響力，成為研究的重要議題。本研究旨在探討永續創業者如何運用這些策略，以實現其永續發展目標。 本研究採用單一個案研究方法，聚焦於配客嘉這一永續創業案例，通過半結構式訪談和次級資料的收集，描繪出其從萌芽期到成長期的發展脈絡。研究以Nenonen（2020）提出的市場塑造過程和Adner（2022）提出的生態系三原則為理論基礎，旨在分析創業者的塑造動機以及其生態系統建立策略。 研究結果顯示，永續創業者與一般創業家在創業動機上並無太大差異，但他們更專注於永續價值的傳遞。首先，創業者利用最小活動資源建立最低可行生態系，驗證其模式的可行性，這一策略能夠帶來較大的效益。此外，永續創業家能通過尋找與其階段相似的夥伴，逐步擴展其循環生態系。例如，與環保相關的電商品牌和實體回收店合作，建立了雙贏的策略，將同頻的消費者引入循環包裝生態系統中。這一階段的策略不僅鞏固了其核心價值結構，還豐富了生態系的內涵。 總結來說，本研究發現，永續創業者在不同發展階段應用生態系建構原則，通過動機塑造和策略執行，成功創造了新的市場機會和社會價值。這些發現不僅豐富了永續創業的理論研究，還為實務中的永續創業者提供了寶貴的參考，促進了社會和環境的可持續發展。zh_TW
dc.description.abstract (摘要) In recent years, with the global emphasis on environmental protection and sustainable development, sustainable entrepreneurship has become an emerging and important area of entrepreneurship, showing great potential and advantages. Against this backdrop, it has become an important issue for research on how start-ups can proactively create favorable new markets and leverage social value through visioning and ecosystem strategy approaches. This study aims to examine how sustainable entrepreneurs utilize these strategies to achieve their sustainability goals. This study adopts a single case study approach, focusing on the sustainable entrepreneurship case of PackAge+, and charting its development from the nascent stage to the growth stage through semi-structured interviews and secondary data collection. Based on the market shaping process proposed by Nenonen (2020) and the three principles of ecosystems proposed by Adner (2022), the study aims to analyze the entrepreneurs' shaping motives and their ecosystem-building strategies. The results of the study show that there is not much difference between sustainable entrepreneurs and general entrepreneurs in terms of entrepreneurial motivation, but they are more focused on the transmission of sustainable values. First, entrepreneurs utilize minimal activity resources to establish a minimum viable ecosystem and verify the feasibility of their model, a strategy that can bring greater benefits. In addition, sustainable entrepreneurs are able to gradually expand their recycling ecosystems by finding partners at a similar stage. For example, partnering with eco-related e-commerce brands and brick-and-mortar recycling stores establishes a win-win strategy that introduces the same frequency of consumers to the recycled packaging ecosystem. This stage of strategy not only consolidates its core value structure, but also enriches the ecosystem. In conclusion, this study found that sustainable entrepreneurs applied the principles of ecosystem construction at different stages of development, and successfully created new market opportunities and social values through motivation shaping and strategy execution. These findings not only enrich the theoretical study of sustainable entrepreneurship, but also provide valuable references for sustainable entrepreneurs in practice and promote the sustainable development of society and the environment.en_US
dc.description.tableofcontents 誌謝 2 摘要 3 ABSTRACT 4 表次 8 圖次 9 第一章、緒論 10 第一節、研究動機 10 第二節、研究背景 11 第三節、研究目的與問題 14 第四節、研究流程 15 第二章、文獻探討 16 第一節、永續創業 16 第二節、商業生態系與建立原則 19 第三節、市場塑造策略與創新 23 第三章、研究方法 30 第一節、研究設計 30 第二節、研究之個案選擇理由 32 第三節、資料蒐集方式 35 第四節、研究架構分析 38 第四章、研究分析 40 第一節、創業者的塑造動機 40 第二節、配客家創建生態系統之三原則分析 45 第三節、個案分析小結 53 第五章、研究討論與結論 55 第一節、研究發現 55 第二節、研究貢獻 60 第三節、研究限制 62 第四節、未來研究建議 64 參考文獻 65zh_TW
dc.format.extent 1197360 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0110364136en_US
dc.subject (關鍵詞) 永續創業zh_TW
dc.subject (關鍵詞) 循環經濟zh_TW
dc.subject (關鍵詞) 最低可行性生態系zh_TW
dc.subject (關鍵詞) 商業生態系zh_TW
dc.subject (關鍵詞) 市場塑造zh_TW
dc.subject (關鍵詞) Sustainable Entrepreneurshipen_US
dc.subject (關鍵詞) Circular Economyen_US
dc.subject (關鍵詞) Minimum Viable Ecosystemen_US
dc.subject (關鍵詞) Business Ecosystemen_US
dc.subject (關鍵詞) Market Shapingen_US
dc.title (題名) 永續創業家建構生態系之探討-以配客嘉為例zh_TW
dc.title (題名) Exploring Sustainable Entrepreneurship and Ecosystem Construction: A Case Study of PackAge+en_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 英文文獻 Adams, R., Jeanrenaud, S., Bessant, J., Denyer, D., & Overy, P. (2016). Sustainability-oriented Innovation: A Systematic Review. International Journal of Management Reviews, 18(2), 180–205. https://doi.org/10.1111/ijmr.12068 Adner, R. (2006). Match Your Innovation Strategy To Your Innovation Ecosystem. Harvard Business Review, 84(148), 98–107. Adner, R. (2017). Ecosystem as Structure: An Actionable Construct for Strategy. Journal of Management, 43(1), 39–58. https://doi.org/10.1177/0149206316678451 Adner, R. (2022). Sharing Value for Ecosystem Success. MIT Sloan Management Review, 63(2), 85–90. Atiq, M., & Karatas-Ozkan, M. (2013). Sustainable Corporate Entrepreneurship from a Strategic Corporate Social Responsibility Perspective: Current Research and Future Opportunities. The International Journal of Entrepreneurship and Innovation, 14(1), 5–14. https://doi.org/10.5367/ijei.2013.0102 Basole, R. (2009). Structural Analysis and Visualization of Ecosystems: A Study of Mobile Device Platforms. AMCIS 2009 Proceedings. https://aisel.aisnet.org/amcis2009/292 Belz, F. M., & Binder, J. K. (2017). Sustainable Entrepreneurship: A Convergent Process Model. Business Strategy and the Environment, 26(1), 1–17. https://doi.org/10.1002/bse.1887 Binder, J., & Belz, F.-M. (2015). Sustainable entrepreneurship: What it is. https://doi.org/10.4337/9781849808248.00010 Bischoff, K., & Volkmann, C. K. (2018). Stakeholder support for sustainable entrepreneurship—A framework of sustainable entrepreneurial ecosystems. International Journal of Entrepreneurial Venturing, 10(2), 172–201. https://doi.org/10.1504/IJEV.2018.092714 Bocken, N., Pauw, I., Bakker, C. A., & van der Grinten, B. (2016). Product design and business model strategies for a circular economy. J. Ind. Prod. Eng., 1015. Borgh, M., Cloodt, M., & Romme, G. (2012). Value Creation by Knowledge‐Based Ecosystems: Evidence from a Field Study. 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