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題名 人力資源軟體即服務供應商與銀行異業合作模式之商業模式分析
Using Business Model Canvas to Analyze Cross-Industry Collaboration Models Between HR SaaS Service Providers and Banks
作者 梁珮瑱
Liang, Pey-Tiann
貢獻者 張欣綠
梁珮瑱
Liang, Pey-Tiann
關鍵詞 商業模式九宮格
HR SaaS
異業合作
客戶黏著度
API
Business Model Canvas
HR SaaS
Cross-industry Collaboration
Customer Stickiness
API
日期 2026
上傳時間 2-Feb-2026 12:16:53 (UTC+8)
摘要 隨著企業數位化與金融科技快速發展，人力資源軟體即服務（Human Resource Software as a Service, HR SaaS）與銀行之間的異業合作，逐漸成為企業服務與金融創新的重要趨勢。HR SaaS平台深度嵌入企業人事、薪資與出勤流程，而銀行則具備金融產品、金流系統、品牌信任與法遵能力，雙方若能結合各自的能力來拓展新市場，提供更全面且有效的整合服務，以滿足客戶日益複雜的需求。然而，相關合作模式在台灣仍屬新興領域，學術與實務研究皆相對有限。 本研究旨在探討台灣HR SaaS服務供應商與銀行之異業合作商業模式，分析其價值主張、關鍵活動、關鍵資源、關鍵合作夥伴、顧客關係、通路、收益流與成本結構等要素，並進一步歸納合作過程中的關鍵成功因素與主要挑戰。研究方法採用質性研究取向，以商業模式九宮格（Business Model Canvas）作為分析架構，透過文獻分析建立理論模型，並結合深度訪談台灣具代表性的SaaS供應商與銀行異業合作個案調查的實務資料進行分析。 研究結果顯示，HR SaaS與銀行的合作已由單一專案型合作逐步發展為具平台特性的混合型合作模式，透過API技術整合實現薪資、金流與金融服務之嵌入式應用。其核心價值主張在於提升企業人力資源管理效率、降低作業與人力成本、強化銀行金融服務滲透率，並同時創造企業與員工的雙層顧客價值。關鍵活動以系統整合、資安與法遵、顧客導入與跨組織協作為主；關鍵資源則集中於資料、技術架構、資安能力與專業人力。收益流實務傾向以獲客與客戶黏著度為優先戰略目標，而非直接分潤。研究亦發現，主要挑戰則來自於金融法規的嚴格限制、跨產業溝通協調障礙，以及高昂的系統整合固定成本。 本研究屬於以實務應用為導向之產業型研究，研究成果全面揭示HR SaaS服務供應商與銀行異業合作的價值創造機制、運作模式、潛在挑戰與策略建議，為相關產業提供理論基礎與實務參考。
With the rapid advancement of corporate digitalization and financial technology (Fintech), cross-industry collaboration between Human Resource Software as a Service (HR SaaS) and banks has emerged as a significant trend in corporate services and financial innovation. HR SaaS platforms are deeply mbedded in enterprise personnel, payroll, and attendance processes, while banks possess robust financial products, payment systems, brand trust, and regulatory compliance capabilities. By integrating their respective strengths, both parties can expand into new markets and provide comprehensive, effective integrated services to meet increasingly complex customer demands. However, such collaboration models remain an emerging field in Taiwan, with relatively limited academic and practical research. This study aims to explore the business models of cross-industry collaboration between HR SaaS providers and banks in Taiwan. It analyzes essential elements including value propositions, key activities, key resources, key partners, customer relationships, channels, revenue streams, and cost structures, while identifying key success factors and major challenges. Adopting a qualitative research approach, this study utilizes the Business Model Canvas (BMC) as its analytical framework. A theoretical model is developed through literature review, and the analysis is further informed by in-depth interviews and practical data from case studies of cross-industry collaborations between representative SaaS providers and banks in Taiwan. The findings indicate that collaboration between HR SaaS and banks has evolved from single-project-based cooperation toward a hybrid model with platform characteristics. Through API integration, these partnerships realize embedded applications for payroll, cash flow, and financial services. The core value proposition lies in enhancing HR management efficiency, reducing operational and labor costs, and increasing the penetration rate of banking services, thereby creating dual-layer value for both enterprises and employees. Key activities focus on system integration, cybersecurity and compliance, customer onboarding, and cross-organizational coordination. Key resources are centered on data, technical architecture, cybersecurity capabilities, and professional expertise. In practice, revenue streams prioritize customer acquisition and stickiness as strategic goals rather than direct profit-sharing. Furthermore, the study identifies major challenges stemming from stringent financial regulations, cross-industry communication barriers, and high fixed costs associated with system integration. As a practical application-oriented industrial study, the research results comprehensively reveal the value-creation mechanisms, operational models, potential challenges, and strategic recommendations for HR SaaS and banking collaborations. This work provides a theoretical foundation and practical reference for stakeholders in related industries.
參考文獻 1. Mitchell Grant (2024, September 26) . What Is Software as a Service (SaaS)? Definition and Examples. Investopedia. https://www.investopedia.com/terms/s/software-as-a-service-saas.asp 2. https://www.researchnester.com/tw/reports/saas-based-human-resource-market/234 3. Clarke, A., & Crane, A. (2018). Cross-sector partnerships for systemic change: Systematized literature review and agenda for further research. Journal of Business Ethics, 150(2), 303–313. 4. Harrison, J. S., Hitt, M. A., Hoskisson, R. E., & Ireland, R. D. (2001). Resource complementarity in business combinations: Extending the resource-based view of the firm. Journal of Management, 27(6), 679-690. 5. Vurro, C., Dacin, M. T., & Perrini, F. (2010). Institutional antecedents of partnering for social change: How institutional logics shape cross-sector social partnerships. Journal of Business Ethics, 94(1), 39–53. 6. Albrecht, C. M., Backhaus, C., Gurzki, H., & Woisetschläger, D. M. (2024). The impact of cross-industry collaboration and co-branding on brand growth. Journal of Brand Strategy, 13(1), 45–63. 7. Contractor, F. J., & Lorange, P. (2002). Cooperative strategies and alliances. Elsevier. 8. EwaDirect Journal. (2023). Cross-industry marketing as a tool for innovation and value creation. Journal of Finance, Business and Accounting, 5(2), 112–129. 9. EWA Journal of Finance and Business Administration. (2024). The impact of cross-industry collaboration and co-branding on brand growth. Retrieved from https://www.ewadirect.com/journal/jfba/article/view/21356 10. Magnetic Marketing.( 2024, February 14). Cross-Category Marketing. https://magneticmarketing.com/blog/cross-category-marketing 11. Chrissy Kammerer.( 2024, Aug 01) . Co-Branding vs Co-Marketing: The Similarities, Differences, Pros, and Cons. https://partnerize.com/resources/blog/co-branding-vs-co-marketing-the-similarities-differences-pros-and-cons 12. Sustainability Directory. (2022). Cross-industry collaboration. Retrieved from https://fashion.sustainability-directory.com 13. Osterwalder, Alexander; Pigneur, Yves; Clark, Tim. Business Model Generation: A Handbook For Visionaries, Game Changers, and Challengers. Strategyzer series. Hoboken, NJ: John Wiley & Sons. 2010. ISBN 9780470876411. OCLC 648031756. With contributions from 470 practitioners from 45 countries. 14. 亞歷山大.奧斯瓦爾德(Alexander Osterwalder), 伊夫.比紐赫(Yves Pigneur)作 ; 尤傳莉譯(2012)。獲利世代 : 自己動手,畫出你的商業模式。早安財經文化出版。 15. 完整掌握商業模式圖：圖文解析、案例練習及模式圖沒告訴你的事！. 零一行銷. 2019-11-28 [2020-12-04]. 16. Business Model Canvas - Research Guides - Washington University, accessed June 26, 2025, https://libguides.wustl.edu/BusinessModelCanvas 17. What is the Business Model Canvas? | Definition and Overview | - ProductPlan, accessed June 26, 2025, https://www.productplan.com/glossary/business-model-canvas/ 18. 「商業模式九宮格」是什麼？商模建構之創業人必看！為客戶創造價值及鎖定目標客戶, Posted by C.D Lin on 2020/8/18, https://blog.daoteng.org/何謂-商業模式理論-創業第一步看這邊 19. Yin R. K., (2014). Case Study Research: Design and Methods (5th ed.). Sage Publications. 20. Porter, M. E., & Heppelmann, J. E. (2014). How smart, connected products are transforming competition. Harvard Business Review, 92(11), 64–88. 21. Ritala, P., & Tidström, A. (2014). Untangling the value-creation and value-appropriation elements of coopetition strategy: A longitudinal analysis on the firm and relational levels. Scandinavian Journal of Management, 30(4), 498–515. https://doi.org/10.1016/j.scaman.2014.05.002 22. Evans, D. S., & Schmalensee, R. (2016). Matchmakers: The new economics of multisided platforms. Harvard Business Review Press. 23. Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), 660–679. https://doi.org/10.5465/amr.1998.1255632 24. Technology in HR and the Future Advances - AIHR, accessed June 26, 2025, https://www.aihr.com/blog/technology-in-hr/ 25. HR SaaS - Workstem Taiwan, accessed June 26, 2025, https://www.workstem.com/tw/glossary/hr-saas/ 26. SAAS-based Human Resource Market Size & Share | Growth Analysis 2037, accessed June 26, 2025, https://www.researchnester.com/reports/saas-based-human-resource-market/234 27. What is Software as a Service (SaaS)? - SAP, accessed June 26, 2025, https://www.sap.com/taiwan/resources/what-is-saas 28. 報到流程5分鐘搞定！遠銀將人資系統結合金融，要解決哪些辦公室痛點？ - 數位時代, accessed June 26, 2025, https://www.bnext.com.tw/article/60526/feib--hr-fintech 29. From payroll to perks: how embedded finance is transforming HR software | Blog - Solaris, accessed June 26, 2025, https://www.solarisgroup.com/blog/embedded-finance-in-hr-software/ 30. 遠銀Bankee社群銀行與鼎恒數位科技推出全臺首創HR Fintech生態圈, accessed June 26, 2025, https://magazine.feg.com.tw/magazine/tw/magazine_detail.aspx?id=12547 31. Create, share and make a good use of the digital strategy of Far Eastern International Bank, accessed June 26, 2025, https://magazine.feg.com.tw/magazine/en/magazine_detail.aspx?id=13342 32. 商業模式是什麼？一篇認識4面向與9大要素，掌握獲利關鍵 - 康士藤管理顧問, accessed June 26, 2025, https://vinemgmt.cc/%E5%95%86%E6%A5%AD%E6%A8%A1%E5%BC%8F/ 33. SaaS 是什麼意思？運作機制、優勢與企業應用指南 - 晟崴科技, accessed June 26, 2025, https://www.neway.com.tw/article-detail/what-is-saas/ 34. 10 HR SaaS Platforms That Will Redefine Employee Experience In 2025 - Engagedly, accessed June 26, 2025, https://engagedly.com/blog/hr-saas-platforms-redefining-employee-experience/ 35. Payroll Integration: Process, Challenges & Best Practices - Azilen Technologies, accessed June 26, 2025, https://www.azilen.com/blog/payroll-integration/ 36. APAC Compliance Guide for FinTech HR Teams, accessed June 26, 2025, https://www.omnihr.co/blog/fintech-hr-compliance 37. 遠銀Bankee社群銀行與鼎恒數位科技 推出全臺首創 HR Fintech生態圈，卓越雜誌，2020-12-17 38. 本期月刊 - 遠東人月刊 Far Eastern Magazine，遠銀Bankee社群銀行與鼎恒數位科技推出全臺首創 HR Fintech生態圈，2021年02月號 39. 星展銀行（台灣）攜手叡揚資訊推出企業薪資整合服務 40. 星展銀攜手叡揚推出企業雲端薪資整合服務，經濟日報，https://money.udn.com/money/story/11799/4562536，2020-05-15 41. NUEIP 快速產出薪資單，結合金融機構快速發薪：全程無須離開系統！ - NUEIP 人易科技，2025-07-14 42. 人易科技 NUEIP 攜手永豐銀行 落實診所人事金流數位轉型 | 產業動態 | 商情 | 經濟日報，2025-07-15 43. 鋒形科技 國泰人壽groupins+跨域合作 人資團保服務一站到位，陳俐妏，2023-12-19 44. Damanpour, F. (2001). E-business e-commerce evolution: perspective and strategy. Managerial Finance, 27(7), 16-33.
描述 碩士
國立政治大學
國際金融碩士學位學程
113ZB1090
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0113ZB1090
資料類型 thesis
dc.contributor.advisor 張欣綠zh_TW
dc.contributor.author (Authors) 梁珮瑱zh_TW
dc.contributor.author (Authors) Liang, Pey-Tiannen_US
dc.creator (作者) 梁珮瑱zh_TW
dc.creator (作者) Liang, Pey-Tiannen_US
dc.date (日期) 2026en_US
dc.date.accessioned 2-Feb-2026 12:16:53 (UTC+8)-
dc.date.available 2-Feb-2026 12:16:53 (UTC+8)-
dc.date.issued (上傳時間) 2-Feb-2026 12:16:53 (UTC+8)-
dc.identifier (Other Identifiers) G0113ZB1090en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/161385-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際金融碩士學位學程zh_TW
dc.description (描述) 113ZB1090zh_TW
dc.description.abstract (摘要) 隨著企業數位化與金融科技快速發展，人力資源軟體即服務（Human Resource Software as a Service, HR SaaS）與銀行之間的異業合作，逐漸成為企業服務與金融創新的重要趨勢。HR SaaS平台深度嵌入企業人事、薪資與出勤流程，而銀行則具備金融產品、金流系統、品牌信任與法遵能力，雙方若能結合各自的能力來拓展新市場，提供更全面且有效的整合服務，以滿足客戶日益複雜的需求。然而，相關合作模式在台灣仍屬新興領域，學術與實務研究皆相對有限。 本研究旨在探討台灣HR SaaS服務供應商與銀行之異業合作商業模式，分析其價值主張、關鍵活動、關鍵資源、關鍵合作夥伴、顧客關係、通路、收益流與成本結構等要素，並進一步歸納合作過程中的關鍵成功因素與主要挑戰。研究方法採用質性研究取向，以商業模式九宮格（Business Model Canvas）作為分析架構，透過文獻分析建立理論模型，並結合深度訪談台灣具代表性的SaaS供應商與銀行異業合作個案調查的實務資料進行分析。 研究結果顯示，HR SaaS與銀行的合作已由單一專案型合作逐步發展為具平台特性的混合型合作模式，透過API技術整合實現薪資、金流與金融服務之嵌入式應用。其核心價值主張在於提升企業人力資源管理效率、降低作業與人力成本、強化銀行金融服務滲透率，並同時創造企業與員工的雙層顧客價值。關鍵活動以系統整合、資安與法遵、顧客導入與跨組織協作為主；關鍵資源則集中於資料、技術架構、資安能力與專業人力。收益流實務傾向以獲客與客戶黏著度為優先戰略目標，而非直接分潤。研究亦發現，主要挑戰則來自於金融法規的嚴格限制、跨產業溝通協調障礙，以及高昂的系統整合固定成本。 本研究屬於以實務應用為導向之產業型研究，研究成果全面揭示HR SaaS服務供應商與銀行異業合作的價值創造機制、運作模式、潛在挑戰與策略建議，為相關產業提供理論基礎與實務參考。zh_TW
dc.description.abstract (摘要) With the rapid advancement of corporate digitalization and financial technology (Fintech), cross-industry collaboration between Human Resource Software as a Service (HR SaaS) and banks has emerged as a significant trend in corporate services and financial innovation. HR SaaS platforms are deeply mbedded in enterprise personnel, payroll, and attendance processes, while banks possess robust financial products, payment systems, brand trust, and regulatory compliance capabilities. By integrating their respective strengths, both parties can expand into new markets and provide comprehensive, effective integrated services to meet increasingly complex customer demands. However, such collaboration models remain an emerging field in Taiwan, with relatively limited academic and practical research. This study aims to explore the business models of cross-industry collaboration between HR SaaS providers and banks in Taiwan. It analyzes essential elements including value propositions, key activities, key resources, key partners, customer relationships, channels, revenue streams, and cost structures, while identifying key success factors and major challenges. Adopting a qualitative research approach, this study utilizes the Business Model Canvas (BMC) as its analytical framework. A theoretical model is developed through literature review, and the analysis is further informed by in-depth interviews and practical data from case studies of cross-industry collaborations between representative SaaS providers and banks in Taiwan. The findings indicate that collaboration between HR SaaS and banks has evolved from single-project-based cooperation toward a hybrid model with platform characteristics. Through API integration, these partnerships realize embedded applications for payroll, cash flow, and financial services. The core value proposition lies in enhancing HR management efficiency, reducing operational and labor costs, and increasing the penetration rate of banking services, thereby creating dual-layer value for both enterprises and employees. Key activities focus on system integration, cybersecurity and compliance, customer onboarding, and cross-organizational coordination. Key resources are centered on data, technical architecture, cybersecurity capabilities, and professional expertise. In practice, revenue streams prioritize customer acquisition and stickiness as strategic goals rather than direct profit-sharing. Furthermore, the study identifies major challenges stemming from stringent financial regulations, cross-industry communication barriers, and high fixed costs associated with system integration. As a practical application-oriented industrial study, the research results comprehensively reveal the value-creation mechanisms, operational models, potential challenges, and strategic recommendations for HR SaaS and banking collaborations. This work provides a theoretical foundation and practical reference for stakeholders in related industries.en_US
dc.description.tableofcontents 表次 iii 圖次 iv 第一章 緒論 6 第一節 研究背景與動機 6 第二節 研究目的 9 第三節 研究流程 10 第二章 文獻探討 11 第一節 HR SaaS的發展與趨勢 11 第二節 異業合作之定義與類型 12 第三節 商業模式九宮格要素與適用性說明 16 第三章 研究方法 20 第一節 個案研究法 20 第二節 個案背景與合作概述 21 第三節 個案資料收集 23 第四章 HR SaaS服務供應商與銀行異業合作模式資料分析 27 第一節 個案異業合作類型歸納分析 27 第二節 以商業模式九宮格整合分析個案異業合作模式 28 第五章 研究發現與討論 50 第一節 研究發現 50 第二節 研究討論 63 第六章 結論與建議 66 第一節 研究結論 66 第二節 研究貢獻 67 第三節 未來研究方向 71 第四節 研究限制 72 參考文獻 74 附錄一：以SaaS服務供應商觀點-採半結構式深度訪談方式 78 附錄二：以SaaS服務供應商觀點-採結構式問答調查方式 88 附錄三：以金融機構觀點-採結構式問答調查方式 99zh_TW
dc.format.extent 7415946 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0113ZB1090en_US
dc.subject (關鍵詞) 商業模式九宮格zh_TW
dc.subject (關鍵詞) HR SaaSzh_TW
dc.subject (關鍵詞) 異業合作zh_TW
dc.subject (關鍵詞) 客戶黏著度zh_TW
dc.subject (關鍵詞) APIzh_TW
dc.subject (關鍵詞) Business Model Canvasen_US
dc.subject (關鍵詞) HR SaaSen_US
dc.subject (關鍵詞) Cross-industry Collaborationen_US
dc.subject (關鍵詞) Customer Stickinessen_US
dc.subject (關鍵詞) APIen_US
dc.title (題名) 人力資源軟體即服務供應商與銀行異業合作模式之商業模式分析zh_TW
dc.title (題名) Using Business Model Canvas to Analyze Cross-Industry Collaboration Models Between HR SaaS Service Providers and Banksen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 1. Mitchell Grant (2024, September 26) . What Is Software as a Service (SaaS)? Definition and Examples. Investopedia. https://www.investopedia.com/terms/s/software-as-a-service-saas.asp 2. https://www.researchnester.com/tw/reports/saas-based-human-resource-market/234 3. Clarke, A., & Crane, A. (2018). Cross-sector partnerships for systemic change: Systematized literature review and agenda for further research. Journal of Business Ethics, 150(2), 303–313. 4. Harrison, J. S., Hitt, M. A., Hoskisson, R. E., & Ireland, R. D. (2001). Resource complementarity in business combinations: Extending the resource-based view of the firm. Journal of Management, 27(6), 679-690. 5. Vurro, C., Dacin, M. T., & Perrini, F. (2010). Institutional antecedents of partnering for social change: How institutional logics shape cross-sector social partnerships. Journal of Business Ethics, 94(1), 39–53. 6. Albrecht, C. M., Backhaus, C., Gurzki, H., & Woisetschläger, D. M. (2024). 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