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題名 開放原始碼軟體平台與互補性資產建構—以Google與 Intel 為例
Open Source Software Platform for Promoting Complementary Asset Developments–a Case Study of Google and Intel
作者 高士翔
Shih-Hsiang (Sean) Kao
貢獻者 郭更生
Geng-Sheng Kuo
高士翔
Shih-Hsiang (Sean) Kao
關鍵詞 開放式創新
開放原始碼軟體
平台
生態系統
Open Innovation
Open Source Software
Platform
Ecosystem
Google
Intel
Android
Moblin
日期 2008
上傳時間 14-Sep-2009 09:53:11 (UTC+8)
摘要 開放原始碼軟體平台與互補性資產建構—以Google與 Intel 為例
Open source software is Open Innovation only if it has a business model driving it (West and Gallagher 2006). Open Innovation is the paradigm describing the scenario in which firms use a broad range of external sources for innovation and seek a broad range of commercialization alternatives for internal innovation (Chesbrough 2003). The Platform
     Leader builds the platform and concentrates its efforts on promoting and directing innovation of complementary products in favor of its R&D direction (Cusumano and Gawer 2002). The author has chosen leaders in two distinctive industry sectors— Google, the leader in search engine industry, and Intel, the leader in the microprocessor business for the personal computer industry—as the case study companies for this research. Both cases fit the definition of open innovation since both Google and Intel have specific business models for their open source
     software platforms.
     
      This research explores how industry leaders exploit open source software platforms to realize their specific strategic intents. The research problems are: (1) how companies can incorporate external creativity and innovation to maintain their own innovative momentum; (2)
     what are the key factors and strategies for building a successful open source software platform and its ecosystem; (3) how can a company use an open source software platform as part of its strategy to enter new markets and promote development of complementary assets to build its competitive advantages.
     
      The author proposes the following framework to analyze how leading firms design open source platform strategies: (1) analyze the firm’s core competencies; (2) analyze the firm’s strategic intent for their open source software platform; (3) analyze the firm’s strategies for designing the architecture of their open source software platform; (4) analyze the firm’s strategies for designing the ecosystem around the platform.
     
      Based on the analysis of the two comparative cases, the author has been convinced of the following propositions:
     1. Firms can use open source software platform to incorporate external creativity and innovations that promote the development of complementary assets and to build or at least maintain their competitive advantage against competitors.
     2. Instead of a purely open or purely proprietary platform strategy, platform owners can utilize a hybrid strategy, which combines the advantages of open source and closed source to retain control and differentiation.
     3. As opposed to a company-owned open source software platform, a community-owned open source software platform will attract more communities’ involvements and stimulate
     more innovation.
     4. When developing complementary assets, firms should adopt an open innovation approach to incorporate external creativity and innovations; however, when building their core competencies, firms should adopt a more closed innovation approach to maintain their distinctive competitive advantages.
     5. One of the key determining factors of a successful open source platform strategy is the platform owner’s ability to create value and enable every partner within the ecosystem to share some portion of it.
TABLE OF CONTENTS III
     LIST OF TABLES V
     LIST OF FIGURES VI
     ACKNOWLEDGEMENT VIII
     1.0 INTRODUCTION 1
     1.1 Research Motivation 1
     1.2 Research Objectives 4
     1.3 Research Problems 5
     1.4 Research Methods 5
     1.5 Research Procedure 7
     2.0 LITERATURE SURVEY 8
     2.1 Models of Innovation 8
     2.1.1 Incremental, Semi-Radical, and Radical Innovation 8
     2.1.2 Disruptive Innovation 10
     2.2 Source of Innovations 13
     2.2.1 Lead Users 13
     2.2.2 Open Source Software Communities 13
     2.2.3 Open versus Closed Innovation Model 14
     2.3 Open Source as Open Innovation 19
     2.4 Platform and Ecosystem 21
     2.4.1 Platform 21
     2.4.2 Ecosystem 23
     2.5 Strategies for Implementing Open Source Software Platforms and Ecosystems 25
     2.5.1 Core Competencies of the Firm 26
     2.5.2 Complementary Assets 29
     2.5.3 Strategies for Designing Platform Architecture and Ecosystem 30
     2.5.4 Proposed Analysis Framework for Designing Open Source Platform Strategies 36
     3.0 CASE OF GOOGLE AND THE ANDROID PLATFORM 37
     3.1 Case Background—Google 37
     3.1.1 A Summary of the Search Engine Industry 37
     3.1.2 A Summary of Google 38
     3.1.3 Primary Products and Services of Google 38
     3.1.4 Major Success Factors of Google in Its Early Stages 41
     3.2 Case Analysis—Google 44
     3.2.1 Core Competencies of Google 44
     3.2.2 Software API Platform for Open Innovation in PC Market 50
     3.3 Open Source Software Platform Strategy for Promoting Complementary Asset Developments—Case of the Android Platform 53
     3.3.1 History of Android 53
     3.3.2 Google’s Strategic Intent for the Android Platform 53
     3.3.3 Strategy for Designing Platform Architecture and Ecosystem 55
     3.3.4 Current Market Status of Android 65
     4.0 CASE OF INTEL AND THE MOBLIN PLATFORM 68
     4.1 Case Background—Intel and the Moblin Project 68
     4.1.1 Summary of Intel History 68
     4.1.2 Intel Atom Processor and the Mobile Internet Devices (MIDs) 70
     4.1.3 The Moblin Project 75
     4.2 Case Analysis—Intel and the Moblin Platform 77
     4.2.1 Core Competencies of Intel 77
     4.2.2 Intel’s Strategic Intent for the Moblin Platform 79
     4.2.3 Open Source Software Platform Strategy for Promoting Complementary Asset Developments—Case of the Moblin Platform 82
     5.0 CONCLUSIONS AND LIMITATIONS 91
     5.1 Propositions 91
     5.2 Conclusions 94
     5.3 Limitations 96
     5.4 Suggestions for Future Studies 96
     REFERENCE 97
     WEBSITE REFERENCE 100
參考文獻 Reference
1. Adner, R. (2006). "Match your innovation strategy to your innovation ecosystem." Harvard Business Review 84(4): 98-+.
2. Battelle, J. (2005). The search : how Google and its rivals rewrote the rules of business and transformed our culture. New York, Portfolio.
3. Chesbrough, H. and K. Schwartz (2007). "Innovating Business Models with Co-Development Partnerships." Research Technology Management 50(1): 55-9.
4. Chesbrough, H. W. (2003a). "The era of open innovation." MIT Sloan Management Review 44(3): 35-41.
5. Chesbrough, H. W. (2003b). Open innovation : the new imperative for creating and profiting from technology. Boston, Mass., Harvard Business School Press.
6. Chesbrough, H. W., W. Vanhaverbeke, et al., Eds. (2006). Open innovation: researching a new paradigm. Oxford [England] ; New York, Oxford University Press.
7. Christensen, C. M. (1997). The innovator`s dilemma : when new technologies cause great firms to fail. Boston, Mass., Harvard Business School Press.
8. Christensen, C. M., S. D. Anthony, et al. (2004). Seeing what`s next? : using the theories of innovation to predict industry change. Boston, Mass., Harvard Business School Press.
9. Christensen, C. M., M. W. Johson, et al. (2002). "Foundations for growth - How to identify and build disruptive new businesses." MIT Sloan Management Review 43(3): 22-+.
10. Christensen, C. M. and M. Overdorf (2000). "Meeting the challenge of disruptive change." Harvard Business Review 78(2): 66-+.
11. Cusumano, M. A. and A. Gawer (2002). "The elements of platform leadership." MIT Sloan Management Review 43(3): 51-+.
12. Dahlander, L. and M. Magnusson (2008). "How do Firms Make Use of Open Source Communities?" Long Range Planning 41(6): 629-649.
13. Davila, T., R. Shelton, et al. (2006). Making innovation work : how to manage it, measure it, and profit from it. Upper Saddle River, N.J., Wharton School Pub.
14. DeLisi, P. S. (2008). "Reverse engineering Google`s innovation machine." Harvard Business Review 86(9): 131-131.
15. Dorothy Leonard-Barton (1992). "Core capabilities and core rigidities: A paradox in managing new product development." Strategic Management Journal 13(S1): 111-125.
16. Gawer, A. and M. A. Cusumano (2002). Platform leadership : how Intel, Microsoft, and Cisco drive industry innovation. Boston, Mass., Harvard Business School Press.
17. Gawer, A. and R. Henderson (2007). "Platform owner entry and innovation in complementary markets: Evidence from Intel." Journal of Economics & Management Strategy 16(1): 1-34.
18. Iansiti, M. and R. Levien (2004). The keystone advantage : what the new dynamics of business ecosystems mean for strategy, innovation, and sustainability. Boston, Mass., Harvard Business School Press.
19. Iansiti, M. and R. Levien (2004). Strategy as ecology. Harvard Business Review. 82: 68-+.
20. Meyer, M. H. and A. P. Lehnerd (1997). The power of product platforms : building value and cost leadership. New York, Free Press.
21. Moore, J. F. (1993). "PREDATORS AND PREY - A NEW ECOLOGY OF COMPETITION." Harvard Business Review 71(3): 75-86.
22. Porter, M. E. (1990). The competitive advantage of nations. New York, Free Press.
23. Prahalad, C. K. and G. Hamel (1990). "THE CORE COMPETENCE OF THE CORPORATION." Harvard Business Review 68(3): 79-91.
24. Schumpeter, J. A. (1950). Capitalism, socialism, and democracy. New York, Harper.
25. Teece, D. J. (1986). "PROFITING FROM TECHNOLOGICAL INNOVATION - IMPLICATIONS FOR INTEGRATION, COLLABORATION, LICENSING AND PUBLIC-POLICY." Research Policy 15(6): 285-305.
26. Vise, D. A. and M. Malseed (2005). The Google story. London, Macmillan
27. Von Hippel, E. (1986). "LEAD USERS - A SOURCE OF NOVEL PRODUCT CONCEPTS." Management Science 32(7): 791-805.
28. Von Hippel, E. (1988). The sources of innovation. New York, Oxford University Press.
29. Von Hippel, E. (2001). "Innovation by user communities: Learning from open-source software." MIT Sloan Management Review 42(4): 82-86.
30. Von Hippel, E. (2005). Democratizing innovation. Cambridge, Mass., MIT Press.
31. West, J. (2003). "How open is open enough? Melding proprietary and open source platform strategies." Research Policy 32(7): 1259-1285.
32. West, J. and S. Gallagher (2006). Patters of Open Innovation in Open Source Software. In: Chesbrough, H. W., W. Vanhaverbeke, et al., Eds. (2006). Open innovation: researching a new paradigm. Oxford [England] ; New York, Oxford University Press: pp: 82-106.
33. West, J. and S. O`Mahony (2008). The Role of Participation Architecture in Growing Sponsored Open Source Communities, Routledge Journals, Taylor & Francis Ltd.
34. Yin, R. K. (1988). Case study research : design and methods. Newbury Park, Calif., Sage.
Website Reference
http://www.google.com
http://www.android.com/
http://code.google.com/android/
http://developer.android.com/
http://code.google.com/
http://www.openhandsetalliance.com/
http://www.openmoko.com/
http://www.t-mobileg1.com/g1-learn-overview.aspx?fl=true
http://metrics.admob.com/wp-content/uploads/2009/04/admob-mobile-metrics-march-09.pdf, retrieved on 2009/5/1
http://www.t-mobileg1.com/g1-learn-overview.aspx?fl=true, retrieved on 2009/5/1
http://download.intel.com/pressroom/kits/events/idfspr_2009/IDFBeijing09_FactSheet.pdf
http://www.intel.com
http://moblin.org/
http://moblin.org/documentation/moblin-overview/moblin-core
http://taiwan-linux.tca.org.tw/
http://images.devshed.com/ds/marketing/Mobile_linux_docs/Quotes%20and%20Mkt%20Size%20data.ppt#339,1,Quote and News Bulletin We Should Use
http://www.deloitte.co.uk/TMTPredictions/technology/Disrupting-the-PC-the-rise-of-the-netbook.cfm
描述 碩士
國立政治大學
國際經營管理碩士班(IMBA)
92933011
97
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0929330111
資料類型 thesis
dc.contributor.advisor 郭更生zh_TW
dc.contributor.advisor Geng-Sheng Kuoen_US
dc.contributor.author (Authors) 高士翔zh_TW
dc.contributor.author (Authors) Shih-Hsiang (Sean) Kaoen_US
dc.creator (作者) 高士翔zh_TW
dc.creator (作者) Shih-Hsiang (Sean) Kaoen_US
dc.date (日期) 2008en_US
dc.date.accessioned 14-Sep-2009 09:53:11 (UTC+8)-
dc.date.available 14-Sep-2009 09:53:11 (UTC+8)-
dc.date.issued (上傳時間) 14-Sep-2009 09:53:11 (UTC+8)-
dc.identifier (Other Identifiers) G0929330111en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/31375-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理碩士班(IMBA)zh_TW
dc.description (描述) 92933011zh_TW
dc.description (描述) 97zh_TW
dc.description.abstract (摘要) 開放原始碼軟體平台與互補性資產建構—以Google與 Intel 為例zh_TW
dc.description.abstract (摘要) Open source software is Open Innovation only if it has a business model driving it (West and Gallagher 2006). Open Innovation is the paradigm describing the scenario in which firms use a broad range of external sources for innovation and seek a broad range of commercialization alternatives for internal innovation (Chesbrough 2003). The Platform
     Leader builds the platform and concentrates its efforts on promoting and directing innovation of complementary products in favor of its R&D direction (Cusumano and Gawer 2002). The author has chosen leaders in two distinctive industry sectors— Google, the leader in search engine industry, and Intel, the leader in the microprocessor business for the personal computer industry—as the case study companies for this research. Both cases fit the definition of open innovation since both Google and Intel have specific business models for their open source
     software platforms.
     
      This research explores how industry leaders exploit open source software platforms to realize their specific strategic intents. The research problems are: (1) how companies can incorporate external creativity and innovation to maintain their own innovative momentum; (2)
     what are the key factors and strategies for building a successful open source software platform and its ecosystem; (3) how can a company use an open source software platform as part of its strategy to enter new markets and promote development of complementary assets to build its competitive advantages.
     
      The author proposes the following framework to analyze how leading firms design open source platform strategies: (1) analyze the firm’s core competencies; (2) analyze the firm’s strategic intent for their open source software platform; (3) analyze the firm’s strategies for designing the architecture of their open source software platform; (4) analyze the firm’s strategies for designing the ecosystem around the platform.
     
      Based on the analysis of the two comparative cases, the author has been convinced of the following propositions:
     1. Firms can use open source software platform to incorporate external creativity and innovations that promote the development of complementary assets and to build or at least maintain their competitive advantage against competitors.
     2. Instead of a purely open or purely proprietary platform strategy, platform owners can utilize a hybrid strategy, which combines the advantages of open source and closed source to retain control and differentiation.
     3. As opposed to a company-owned open source software platform, a community-owned open source software platform will attract more communities’ involvements and stimulate
     more innovation.
     4. When developing complementary assets, firms should adopt an open innovation approach to incorporate external creativity and innovations; however, when building their core competencies, firms should adopt a more closed innovation approach to maintain their distinctive competitive advantages.
     5. One of the key determining factors of a successful open source platform strategy is the platform owner’s ability to create value and enable every partner within the ecosystem to share some portion of it.
en_US
dc.description.abstract (摘要) TABLE OF CONTENTS III
     LIST OF TABLES V
     LIST OF FIGURES VI
     ACKNOWLEDGEMENT VIII
     1.0 INTRODUCTION 1
     1.1 Research Motivation 1
     1.2 Research Objectives 4
     1.3 Research Problems 5
     1.4 Research Methods 5
     1.5 Research Procedure 7
     2.0 LITERATURE SURVEY 8
     2.1 Models of Innovation 8
     2.1.1 Incremental, Semi-Radical, and Radical Innovation 8
     2.1.2 Disruptive Innovation 10
     2.2 Source of Innovations 13
     2.2.1 Lead Users 13
     2.2.2 Open Source Software Communities 13
     2.2.3 Open versus Closed Innovation Model 14
     2.3 Open Source as Open Innovation 19
     2.4 Platform and Ecosystem 21
     2.4.1 Platform 21
     2.4.2 Ecosystem 23
     2.5 Strategies for Implementing Open Source Software Platforms and Ecosystems 25
     2.5.1 Core Competencies of the Firm 26
     2.5.2 Complementary Assets 29
     2.5.3 Strategies for Designing Platform Architecture and Ecosystem 30
     2.5.4 Proposed Analysis Framework for Designing Open Source Platform Strategies 36
     3.0 CASE OF GOOGLE AND THE ANDROID PLATFORM 37
     3.1 Case Background—Google 37
     3.1.1 A Summary of the Search Engine Industry 37
     3.1.2 A Summary of Google 38
     3.1.3 Primary Products and Services of Google 38
     3.1.4 Major Success Factors of Google in Its Early Stages 41
     3.2 Case Analysis—Google 44
     3.2.1 Core Competencies of Google 44
     3.2.2 Software API Platform for Open Innovation in PC Market 50
     3.3 Open Source Software Platform Strategy for Promoting Complementary Asset Developments—Case of the Android Platform 53
     3.3.1 History of Android 53
     3.3.2 Google’s Strategic Intent for the Android Platform 53
     3.3.3 Strategy for Designing Platform Architecture and Ecosystem 55
     3.3.4 Current Market Status of Android 65
     4.0 CASE OF INTEL AND THE MOBLIN PLATFORM 68
     4.1 Case Background—Intel and the Moblin Project 68
     4.1.1 Summary of Intel History 68
     4.1.2 Intel Atom Processor and the Mobile Internet Devices (MIDs) 70
     4.1.3 The Moblin Project 75
     4.2 Case Analysis—Intel and the Moblin Platform 77
     4.2.1 Core Competencies of Intel 77
     4.2.2 Intel’s Strategic Intent for the Moblin Platform 79
     4.2.3 Open Source Software Platform Strategy for Promoting Complementary Asset Developments—Case of the Moblin Platform 82
     5.0 CONCLUSIONS AND LIMITATIONS 91
     5.1 Propositions 91
     5.2 Conclusions 94
     5.3 Limitations 96
     5.4 Suggestions for Future Studies 96
     REFERENCE 97
     WEBSITE REFERENCE 100
-
dc.description.tableofcontents TABLE OF CONTENTS III
     LIST OF TABLES V
     LIST OF FIGURES VI
     ACKNOWLEDGEMENT VIII
     1.0 INTRODUCTION 1
     1.1 Research Motivation 1
     1.2 Research Objectives 4
     1.3 Research Problems 5
     1.4 Research Methods 5
     1.5 Research Procedure 7
     2.0 LITERATURE SURVEY 8
     2.1 Models of Innovation 8
     2.1.1 Incremental, Semi-Radical, and Radical Innovation 8
     2.1.2 Disruptive Innovation 10
     2.2 Source of Innovations 13
     2.2.1 Lead Users 13
     2.2.2 Open Source Software Communities 13
     2.2.3 Open versus Closed Innovation Model 14
     2.3 Open Source as Open Innovation 19
     2.4 Platform and Ecosystem 21
     2.4.1 Platform 21
     2.4.2 Ecosystem 23
     2.5 Strategies for Implementing Open Source Software Platforms and Ecosystems 25
     2.5.1 Core Competencies of the Firm 26
     2.5.2 Complementary Assets 29
     2.5.3 Strategies for Designing Platform Architecture and Ecosystem 30
     2.5.4 Proposed Analysis Framework for Designing Open Source Platform Strategies 36
     3.0 CASE OF GOOGLE AND THE ANDROID PLATFORM 37
     3.1 Case Background—Google 37
     3.1.1 A Summary of the Search Engine Industry 37
     3.1.2 A Summary of Google 38
     3.1.3 Primary Products and Services of Google 38
     3.1.4 Major Success Factors of Google in Its Early Stages 41
     3.2 Case Analysis—Google 44
     3.2.1 Core Competencies of Google 44
     3.2.2 Software API Platform for Open Innovation in PC Market 50
     3.3 Open Source Software Platform Strategy for Promoting Complementary Asset Developments—Case of the Android Platform 53
     3.3.1 History of Android 53
     3.3.2 Google’s Strategic Intent for the Android Platform 53
     3.3.3 Strategy for Designing Platform Architecture and Ecosystem 55
     3.3.4 Current Market Status of Android 65
     4.0 CASE OF INTEL AND THE MOBLIN PLATFORM 68
     4.1 Case Background—Intel and the Moblin Project 68
     4.1.1 Summary of Intel History 68
     4.1.2 Intel Atom Processor and the Mobile Internet Devices (MIDs) 70
     4.1.3 The Moblin Project 75
     4.2 Case Analysis—Intel and the Moblin Platform 77
     4.2.1 Core Competencies of Intel 77
     4.2.2 Intel’s Strategic Intent for the Moblin Platform 79
     4.2.3 Open Source Software Platform Strategy for Promoting Complementary Asset Developments—Case of the Moblin Platform 82
     5.0 CONCLUSIONS AND LIMITATIONS 91
     5.1 Propositions 91
     5.2 Conclusions 94
     5.3 Limitations 96
     5.4 Suggestions for Future Studies 96
     REFERENCE 97
     WEBSITE REFERENCE 100
zh_TW
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0929330111en_US
dc.subject (關鍵詞) 開放式創新zh_TW
dc.subject (關鍵詞) 開放原始碼軟體zh_TW
dc.subject (關鍵詞) 平台zh_TW
dc.subject (關鍵詞) 生態系統zh_TW
dc.subject (關鍵詞) Open Innovationen_US
dc.subject (關鍵詞) Open Source Softwareen_US
dc.subject (關鍵詞) Platformen_US
dc.subject (關鍵詞) Ecosystemen_US
dc.subject (關鍵詞) Googleen_US
dc.subject (關鍵詞) Intelen_US
dc.subject (關鍵詞) Androiden_US
dc.subject (關鍵詞) Moblinen_US
dc.title (題名) 開放原始碼軟體平台與互補性資產建構—以Google與 Intel 為例zh_TW
dc.title (題名) Open Source Software Platform for Promoting Complementary Asset Developments–a Case Study of Google and Intelen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) Referencezh_TW
dc.relation.reference (參考文獻) 1. Adner, R. (2006). "Match your innovation strategy to your innovation ecosystem." Harvard Business Review 84(4): 98-+.zh_TW
dc.relation.reference (參考文獻) 2. Battelle, J. (2005). The search : how Google and its rivals rewrote the rules of business and transformed our culture. New York, Portfolio.zh_TW
dc.relation.reference (參考文獻) 3. Chesbrough, H. and K. Schwartz (2007). "Innovating Business Models with Co-Development Partnerships." Research Technology Management 50(1): 55-9.zh_TW
dc.relation.reference (參考文獻) 4. Chesbrough, H. W. (2003a). "The era of open innovation." MIT Sloan Management Review 44(3): 35-41.zh_TW
dc.relation.reference (參考文獻) 5. Chesbrough, H. W. (2003b). Open innovation : the new imperative for creating and profiting from technology. Boston, Mass., Harvard Business School Press.zh_TW
dc.relation.reference (參考文獻) 6. Chesbrough, H. W., W. Vanhaverbeke, et al., Eds. (2006). Open innovation: researching a new paradigm. Oxford [England] ; New York, Oxford University Press.zh_TW
dc.relation.reference (參考文獻) 7. Christensen, C. M. (1997). The innovator`s dilemma : when new technologies cause great firms to fail. Boston, Mass., Harvard Business School Press.zh_TW
dc.relation.reference (參考文獻) 8. Christensen, C. M., S. D. Anthony, et al. (2004). Seeing what`s next? : using the theories of innovation to predict industry change. Boston, Mass., Harvard Business School Press.zh_TW
dc.relation.reference (參考文獻) 9. Christensen, C. M., M. W. Johson, et al. (2002). "Foundations for growth - How to identify and build disruptive new businesses." MIT Sloan Management Review 43(3): 22-+.zh_TW
dc.relation.reference (參考文獻) 10. Christensen, C. M. and M. Overdorf (2000). "Meeting the challenge of disruptive change." Harvard Business Review 78(2): 66-+.zh_TW
dc.relation.reference (參考文獻) 11. Cusumano, M. A. and A. Gawer (2002). "The elements of platform leadership." MIT Sloan Management Review 43(3): 51-+.zh_TW
dc.relation.reference (參考文獻) 12. Dahlander, L. and M. Magnusson (2008). "How do Firms Make Use of Open Source Communities?" Long Range Planning 41(6): 629-649.zh_TW
dc.relation.reference (參考文獻) 13. Davila, T., R. Shelton, et al. (2006). Making innovation work : how to manage it, measure it, and profit from it. Upper Saddle River, N.J., Wharton School Pub.zh_TW
dc.relation.reference (參考文獻) 14. DeLisi, P. S. (2008). "Reverse engineering Google`s innovation machine." Harvard Business Review 86(9): 131-131.zh_TW
dc.relation.reference (參考文獻) 15. Dorothy Leonard-Barton (1992). "Core capabilities and core rigidities: A paradox in managing new product development." Strategic Management Journal 13(S1): 111-125.zh_TW
dc.relation.reference (參考文獻) 16. Gawer, A. and M. A. Cusumano (2002). Platform leadership : how Intel, Microsoft, and Cisco drive industry innovation. Boston, Mass., Harvard Business School Press.zh_TW
dc.relation.reference (參考文獻) 17. Gawer, A. and R. Henderson (2007). "Platform owner entry and innovation in complementary markets: Evidence from Intel." Journal of Economics & Management Strategy 16(1): 1-34.zh_TW
dc.relation.reference (參考文獻) 18. Iansiti, M. and R. Levien (2004). The keystone advantage : what the new dynamics of business ecosystems mean for strategy, innovation, and sustainability. Boston, Mass., Harvard Business School Press.zh_TW
dc.relation.reference (參考文獻) 19. Iansiti, M. and R. Levien (2004). Strategy as ecology. Harvard Business Review. 82: 68-+.zh_TW
dc.relation.reference (參考文獻) 20. Meyer, M. H. and A. P. Lehnerd (1997). The power of product platforms : building value and cost leadership. New York, Free Press.zh_TW
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