| dc.contributor.advisor | 管康彥 | zh_TW |
| dc.contributor.author (Authors) | 黃繼平 | zh_TW |
| dc.contributor.author (Authors) | Huang, Ji Ping | en_US |
| dc.creator (作者) | 黃繼平 | zh_TW |
| dc.creator (作者) | Huang, Ji Ping | en_US |
| dc.date (日期) | 2009 | en_US |
| dc.date.accessioned | 8-Dec-2010 13:19:00 (UTC+8) | - |
| dc.date.available | 8-Dec-2010 13:19:00 (UTC+8) | - |
| dc.date.issued (上傳時間) | 8-Dec-2010 13:19:00 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0097355041 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/49534 | - |
| 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 | zh_TW |
| dc.description (描述) | 97355041 | zh_TW |
| dc.description (描述) | 98 | zh_TW |
| dc.description.abstract (摘要) | 自從二十世紀末以來，管理學者就開始高倡環境不再穩定，企業必須做出相應的改變，才能維持競爭優勢，持續生存下去。為了適應當今的動盪環境，企業發展出網絡式組織的型態，甚至形成跨越組織、互補共存的「平台」與「社群」。同時，企業也發覺自己無法掌握所有的創新靈感、人才、資源，必須跨越組織的疆界，向外尋求協助，進行「開放式創新」。新型態的組織正在成形，尤其發生在高知識密集或者高科技產業中。台灣以高科技產業聞名事業，供應鏈佈局全球，不久的未來(甚至是現在)極有可能產生諸多新型態的組織，因此我們不得不重視這樣的趨勢。本論文在文獻探討的部分，把焦點放在三大議題上：開放式創新、平台企業、協作社群。吾人試圖尋找這些互異現象的整合架構，從學者的文獻中規納理論架構，找出形塑「開放平台」的重要面向，分別是「核化」與「拔尖」。接著以NTT DoCoMo從1990年代開始發展的i-mode平台，以及IBM在2005年成立的Blade.org社群作為分析個案，用以證實該理論架構的可行性。最後，本論文歸納出以下結論：首先，企業建構平台時，須運用組織內部資源，但擺脫組織惰性；其次，當企業本身對平台控制程度高時，由企業來形塑平台的使命陳述。企業本身對平台的控制程度低時，平台需要有替代機制，為平台擬定發展方向；第三，發展平台須掌握最小限度的控制，最大程度的發揮；第四，尋求外部連結必須儘量跨越產業，讓平台有更多不同的應用，使平台擴大；第五，平台的形塑過程是個動態過程。 | zh_TW |
| dc.description.abstract (摘要) | Management scholars claim the business environment has been dramatically change since the end of 20th century. Enterprises have to respond the transformation of such environment in order to pursue the sustainable advantage and constant deveplopment. To adapt to the dynamic and using knowledge efficiently and effective, enterprise has changed from bureaucracy to networking and cross-boundary organization, which are the so-call platform or community type organization. In the meantime, enterprises gradually find out that they are unable to deal with all the ideas, human resources and corporate assets. Instead, they have to cross the boundary, seek assistance from outside innovators. New type of organization is going to emerge, especially in the knowledge-intensive or high technology industries. Taiwan is world-famous for its development of high technology industry. Also, networking connections among the high-tech companies are widely expanding all over the world. Therefore, it is expectable that the new type of organization will be formed in Taiwan in the near future, and it worthwhile for us to pay attention to the trend.In the content of this paper, the literature review is primarily focused three major issues: open innovation, platform enterprises and collaborative communities. This paper has tried to put the three different kinds of system into an integrated framework, together with inclusion from the scholars` theories, to conclude that an open platform can be formed in two dimensions. These two dimensions are called "coring" and "tipping". To conduct a case study, the research also chose for purpose of analysis and attempted to prove the feasibility of the integrated framework. The cases were obtained from business operational phenomena of companies respectively: i-mode which is owned by NTT DoCoMo, and Blade.org, which is owned by IBM.The research came to the conclusions in five aspects. First, while building the open platform, enterprise should manipulate the resource of the existing business and try to shed the inertia as well as the bureaucracy. Second, a platform leader has to mould the mission statement for the platform controlled by the leader in a great degree. If the platform is not close to the leader, the leader has to create a substitute institution to replace the function of the leader. Third, a manager has to maintain minimum control to facilitate the members of the platform to develop the function and performance heartily by their own. Fourth, a platform leader should try its best to connect with the outside innovation across the industries and develop various applications for easy access. Fifth, formation of the open platform is always a dynamic process. | 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 研究目的與問題 3第三節 研究對象與方法 4第四節 研究流程 7第二章 文獻探討 9第一節 開放式創新 9第二節 平台型企業 18第三節 開放平台的形塑過程 24第四節 開放平台的種類 35第三章 個案介紹 37第一節 NTT DoCoMo之i-mode 37第二節 IBM之Blade.org 47第四章 個案分析 59第一節 i-mode平台之個案分析 59第二節 Blade.org平台之個案分析 71第三節 小結─理論之複現與差異 78第五章 結論與建議 83第一節 研究結論 83第二節 研究結論的管理意涵 85第三節 研究限制 87第四節 研究建議 88參考文獻 89表目錄表1-1 不同研究策略的相對狀況 6表2-1 核化與拔尖的基本原則 28表2-2 經濟世代與組織的進化 29表2-3 形塑開放平台所該關注的面向 34表3-1 i-mode服務組合內容 42圖目錄圖1-1 研究流程圖 7圖2-1 封閉式創新模式 12圖2-2 開放式創新模式 13圖2-3 商業運作現象的四種型態 23圖2-4 大型的網絡組織：聯網的模式 31圖2-5 Gawer & Cusumano 觀點與Miles et al.觀點之類比 33圖3-1 手機通訊技術發展歷程與i-mode誕生之時間對照 39圖3-2 DoCoMo平台發展歷程 46圖4-1 DoCoMo從第一階段轉變至第二階段的平台建構 59圖4-2 DoCoMo扮演資訊提供者、手機廠商、用戶之間的整合中樞 61圖4-2 DoCoMo從第二階段轉變至第三階段的平台強化 69 | zh_TW |
| dc.format.extent | 6453618 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0097355041 | en_US |
| dc.subject (關鍵詞) | 開放式創新 | zh_TW |
| dc.subject (關鍵詞) | 平台領導 | zh_TW |
| dc.subject (關鍵詞) | 協作社群 | zh_TW |
| dc.subject (關鍵詞) | 開放平台 | zh_TW |
| dc.subject (關鍵詞) | i-mode | zh_TW |
| dc.subject (關鍵詞) | Blade.org | zh_TW |
| dc.subject (關鍵詞) | open innovation | en_US |
| dc.subject (關鍵詞) | platform leadership | en_US |
| dc.subject (關鍵詞) | collaborative community | en_US |
| dc.subject (關鍵詞) | open platform | en_US |
| dc.subject (關鍵詞) | i-mode | en_US |
| dc.subject (關鍵詞) | Blade.org | en_US |
| dc.title (題名) | 平台型開放式企業的形塑過程：i mode 與 blade.org 個案探討 | zh_TW |
| dc.title (題名) | Formation of the open platform：case studies of i-mode and blade.org | en_US |
| dc.type (資料類型) | thesis | en |
| dc.relation.reference (參考文獻) | 一、 中文文獻 | zh_TW |
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| dc.relation.reference (參考文獻) | 二、 英文文獻 | zh_TW |
| dc.relation.reference (參考文獻) | 1. Blade.org: The Snowball Effect, 2007, Clabby Analatics. | zh_TW |
| dc.relation.reference (參考文獻) | 2. Boudreau, Kevin J. & Karim R. Lakhani, 2009, “How to Manage Outside Innovation”, MIT Sloan Management Review, Vol.50, No.4, pp.64-76. | zh_TW |
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| dc.relation.reference (參考文獻) | 6. Cusumano, Michael A. & Annabelle Gawer, 2002, “The Elements of Platform Leadership”, MIT Sloan Management Review, Vol.43, No.3, pp.51-58. | zh_TW |
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| dc.relation.reference (參考文獻) | 三、 網站資料 | zh_TW |
| dc.relation.reference (參考文獻) | 1. Blade.org 英文網站：http://www.blade.org/ | zh_TW |
| dc.relation.reference (參考文獻) | 2. NTT DoCoMo公司英文網站： http://www.nttdocomo.com/index.html | zh_TW |
| dc.relation.reference (參考文獻) | 3. IBM公司英文網站：http://www.ibm.com/us/en/ | zh_TW |
