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題名 商業模式創新以中國和美國新創企業為研究對象
Business model innovation作者 羅文隆 貢獻者 譚丹琪
羅文隆關鍵詞 商業模式創新
商業模式
新創企業日期 2012 上傳時間 2-Dec-2013 17:51:25 (UTC+8) 摘要 本研究探討在不同國家的市場環境下，企業商業模式創新的差異。本研究選出新興市場的中國和已開發國家的美國新創企業為研究樣本，比較兩國新創企業的商業模式的創新程度差異。研究方法為透過獨立的研究員，根據Amit & Zott （2008） 所發展的問卷題目，分析公開發行的新創企業個案，其中包含美國30家新創企業和中國70家新創企業的商業模式，最後將問卷題目的刻度轉化成分數進行分析。本研究發現共三點分別是，1.中國之新創企業的商業模式創新程度分數普遍低於美國。2.商業模式的結構之創新與市場效率存在關聯性。3.電子商務產業是商業模式創新的溫床。 參考文獻 中文文獻中國連鎖經營協會 （2011），〈2011 年中國連鎖經營年鑑 （初版）〉，北京：中國商業出版社。英文文獻Adner, R. （2006）, “Match your innovation strategy to your innovation ecosystem,” Harvard Business Review, 84, pp. 98-107. Adner, R., and Kapoor, R. （2010）, “Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations,” Strategic Management Journal, 31, pp. 306-333. Afuah, A. （2004）, “Business models: A strategic management approach,” New York: Irwin/McGraw-Hill. Afuah, A., and Tucci, C. L. （2001）, “Internet business models and strategies: Text and cases,” New York: McGraw-Hill. Aldrich, H. （1999）. Organizations evolving. SAGE Publications Limited.Amit, R., and Zott, C. （2001）, “Value creation in e-business,” Strategic Management Journal, 22, pp. 493-520. Amit, R., and Zott, C. （2002）, Value drivers of e-commerce business models. In M. A. Hitt, R. Cavusgil, S. T., Knight, G. A., & Riesenberger, J. R. （2008）. International business: Strategy, management, and the new realities. Upper Saddle River: Pearson Prentice Hall.Casadesus-Masanell, R., & Ricart, J. E. （2011）. How to design a winning business model. Harvard Business Review, 89（1-2）, 100-107.Castells, M. （2011）. The rise of the network society: The information age: Economy, society, and culture （Vol. 1）. Wiley-Blackwell.Chesbrough, H. W. （2003）, “Open innovation. The new imperative for creating and profiting from technology,” Boston, MA: Harvard Business School Press. Chesbrough, H. W. （2007a）, “Business model innovation: It’s not just about technology anymore,” Strategy and Leadership, 35, pp. 12-17. Chesbrough, H. W. （2007b）, “Why companies should have open business models,” MIT Sloan Management Review, 48（2）, pp. 22-28. Chesbrough, H. W. （2010）, “Business model innovation: Opportunities and barriers,” Long Range Planning, 43, pp. 354-363. Chesbrough, H. W., and Appleyard, M. M. （2007）, “Open innovation and strategy,” California Management Review, 50, pp. 57-76. Chesbrough, H. W., and Rosenbloom, R. S. （2002）, “The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spinoff companies,” Industrial and Corporate Change, 11:, p. 533-534. Eisenmann, T. （2012）. Business Model Analysis for Entrepreneurs. Harvard Business School Entrepreneurial Management Case, （812-096）.Eyring, M. J., Johnson, M. W., & Nair, H. （2011）. New business models in emerging markets. Harvard Business Review, 89（1/2）, 88-95.Hayashi, A. M. （2009）, “Do you have a plan “B”?,” MIT Sloan Management Review, 51, pp. 10-11. Ireland, R. D., Hitt, M.A., Camp, M., and Sexton, D.L. （2001）, “Integrating entrepreneurship and strategic management actions to create firm wealth,” Academy of Management Executive, 15, pp. 49-63. Kelley, D. J., Singer, S., & Herrington, M. D. （2012）. The Global Entrepreneurship Monitor. 2011 Global Report, GEM 2011.Khanna, T., Palepu, K. G., & Sinha, J. （2005）. Strategies that fit emerging markets. Rivals from developing countries are invading your turf. How will you fight back?, 4.Khanna, T., & Palepu, K. G. （2010）. Winning in emerging markets: A road map for strategy and execution. Harvard Business School Press.Koch, A., & Stahlecker, T. （2006）. Regional innovation systems and the foundation of knowledge intensive business services. A comparative study in Bremen, Munich, and Stuttgart, Germany. European Planning Studies, 14（2）, 123-146.Kotler, P. （2009）. Marketing management. Pearson Education India.Lindgardt, Z., Reeves, M., & Stalk, G. D. M.（2009）, Business Model Innovation: when the game gets tough change the game, The Boston Consulting Group.Magretta, J. （2002）, “Why business models matter,” Harvard Business Review, 80, pp. 3-8. Mair, J., & Marti, I. （2009）. Entrepreneurship in and around institutional voids: A case study from Bangladesh. Journal of business venturing, 24（5）, 419-435.Markides, C. C., & Geroski, P. A. （2004）. Fast second: How smart companies bypass radical innovation to enter and dominate new markets （Vol. 325）. Jossey-Bass.Mahadevan, B. （2000）, “Business models for Internet-based e-commerce: An anatomy,” California Management Review, 42（4）, pp. 55-69. Mäkinen, S., and Seppänen, M. （2007）, “Assessing business model concepts with taxonomical research criteria. A preliminary study,” Management Research News, 30, pp. 735-746. Mansfield, G. M., and Fourie, L. C. H. （2004）, “Strategy and business models—strange bedfellows? A case for convergence and its evolution into strategic architecture,” South African Journal of Business Management, 35（1）, pp. 35-44. Markides, C., and Charitou, C. D. （2004）, “Competing with dual business models: A contingency approach,” Academy of Management Executive, 18, pp. 22-36.McGrath, R. G. （2010）, “Business models: A discovery driven approach,” Long Range Planning, 43, pp. 247-261. McGrath, R.G. and MacMillan, I.C. （2000）. The Entrepreneurial Mindset, MA: HarvardBusiness School Press.Mintzberg, H., Ahlstrand, B., & Lampel, J. （1998）. Strategy Safary. The FreePress, NY.Mitchell, D., and Coles, C. （2003）, “The ultimate competitive advantage of continuing business model innovation,” Journal of Business Strategy, 24, pp. 15-21. Osterwalder, A. （2004）, “The business model ontology—A proposition in a design science approach,” Dissertation 173, University of Lausanne, Switzerland. Osterwalder, A., Pigneur, Y., and Tucci, C. L. （2005）, “Clarifying business models: Origins, present and future of the concept,” Communications of the Association for Information Science （CAIS）, 16, pp. 1-25.Osterwalder, A., & Pigneur, Y. （2010）. Business model generation: a handbook for visionaries, game changers, and challengers. Wiley.Porter, M. （1917）. E.（1985）. Competitive advantage: Creating and sustaining superior performance.Rivette, K. G., and Kline, D. （2000）, “Discovering new value in intellectual property,” Harvard Business Review,78（1）, pp. 54-66. Sala-i-Martín, X. A. V. I. E. R., Bilbao-Osorio, B. E. Ñ. A. T., Blanke, J. E. N. N. I. F. E. R., Crotti, R. O. B. E. R. T. O., Hanouz, M. D., Geiger, T. H. I. E. R. R. Y., & Ko, C. A. R. O. L. I. N. E. （2012）. The Global Competitiveness Index 2012–2013: Strengthening Recovery by Raising Productivity. The Global Competitiveness Report 2012–2013, 49-68.Skarzynski, P., & Gibson, R. （2008）. Innovation to the core: A blueprint for transforming the way your company innovates. Harvard Business School Press.Svejenova, S., Planellas, M., and Vives, L. （2010）, “An individual business model in the making: A chef`s quest for creative freedom,” Long Range Planning 43, pp. 408–430. Spicer, A. （2006）. Beyond the convergence–divergence debate: The role of spatial scales in transforming organizational logic. Organization Studies,27（10）, 1467-1483.Stinchcombe, A. （1965）. 0Social structure and organizations1. The Handbook of Organizations, J. March, editor, 1425193.Polillo, S., & Guillén, M. F. （2005）. Globalization Pressures and the State: The Worldwide Spread of Central Bank Independence1. American Journal of Sociology, 110（6）, 1764-1802.Teece, D. J. （2010）, “Business models, business strategy and innovation,” Long Range Planning, 43, pp. 172-194. Thompson, J. D., and MacMillan, I. C. （2010）, “Business models: Creating new markets and societal wealth,” Long Range Planning, 43, pp. 291-307. Wernerfelt, B. （1984）. A resource‐based view of the firm. Strategic management journal, 5（2）, 171-180.Zaheer, A., Gulati, R., & Nohria, N. （2000）. Strategic networks. Strategic management journal, 21（3）, 203.Zott, C., and Amit, R. （2007）, “Business model design and the performance of entrepreneurial firms,” Organization Science, 18: 181-199. Zott, C., and Amit, R. （2008）, “The fit between product market strategy and business model: Implications for firm performance,” Strategic Management Journal, 29, pp. 1-26. Zott, C., and Amit, R. （2009）, “The business model as the engine of network-based strategies,” in P. R. Kleindorfer and Y. J Wind （Eds.）, The network challenge, pp. 259-275. Upper Saddle River, NJ: Wharton School Publishing. Zott, C., and Amit, R. （2010）, “Designing your future business model: An activity system perspective,” Long Range Planning, 43, pp. 216-226.Zott, C., Amit, R., & Massa, L. （2011）. The business model: recent developments and future research. Journal of Management, 37（4）, 1019-1042.網路資料智能手機發展,https://sites.google.com/site/diamondteamphone/home/zhi-neng-shou-ji（2013.06）Rappa, M. （2001）, “Business models on the web: Managing the digital enterprise,” . Accessed: December 2009. IBM, （2006）, “Expanding the innovation horizon: The global CEO study 2006,” IBM Global Business Services. . Accessed January 2010. 描述 碩士
國立政治大學
國際經營與貿易研究所
100351034
101資料來源 http://thesis.lib.nccu.edu.tw/record/#G0100351034 資料類型 thesis dc.contributor.advisor 譚丹琪 zh_TW dc.contributor.author (Authors) 羅文隆 zh_TW dc.creator (作者) 羅文隆 zh_TW dc.date (日期) 2012 en_US dc.date.accessioned 2-Dec-2013 17:51:25 (UTC+8) - dc.date.available 2-Dec-2013 17:51:25 (UTC+8) - dc.date.issued (上傳時間) 2-Dec-2013 17:51:25 (UTC+8) - dc.identifier (Other Identifiers) G0100351034 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/62022 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 國際經營與貿易研究所 zh_TW dc.description (描述) 100351034 zh_TW dc.description (描述) 101 zh_TW dc.description.abstract (摘要) 本研究探討在不同國家的市場環境下，企業商業模式創新的差異。本研究選出新興市場的中國和已開發國家的美國新創企業為研究樣本，比較兩國新創企業的商業模式的創新程度差異。研究方法為透過獨立的研究員，根據Amit & Zott （2008） 所發展的問卷題目，分析公開發行的新創企業個案，其中包含美國30家新創企業和中國70家新創企業的商業模式，最後將問卷題目的刻度轉化成分數進行分析。本研究發現共三點分別是，1.中國之新創企業的商業模式創新程度分數普遍低於美國。2.商業模式的結構之創新與市場效率存在關聯性。3.電子商務產業是商業模式創新的溫床。 zh_TW dc.description.tableofcontents 封面頁證明書致謝詞 目錄 ii圖表目錄 iii摘要 v第一章 緒論 1 第一節 研究動機 1 第二節 研究問題 2第二章 文獻探討 3 第一節 商業模式 3 第二節 商業模式創新 17 第三節 市場的環境和商業模式 22第三章 研究設計 35 第一節 資料介紹 35 第二節 研究設計 36第四章 資料分析 43 第一節 資料基本敘述統計 43 第二節 研究發現 49第五章 結論與建議 52 第一節 研究結論 52 第二節 管理意涵 53 第三節 研究限制和未來發展方向 54 zh_TW dc.format.extent 1174058 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/#G0100351034 en_US dc.subject (關鍵詞) 商業模式創新 zh_TW dc.subject (關鍵詞) 商業模式 zh_TW dc.subject (關鍵詞) 新創企業 zh_TW dc.title (題名) 商業模式創新以中國和美國新創企業為研究對象 zh_TW dc.title (題名) Business model innovation en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 中文文獻中國連鎖經營協會 （2011），〈2011 年中國連鎖經營年鑑 （初版）〉，北京：中國商業出版社。英文文獻Adner, R. （2006）, “Match your innovation strategy to your innovation ecosystem,” Harvard Business Review, 84, pp. 98-107. Adner, R., and Kapoor, R. （2010）, “Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations,” Strategic Management Journal, 31, pp. 306-333. Afuah, A. （2004）, “Business models: A strategic management approach,” New York: Irwin/McGraw-Hill. Afuah, A., and Tucci, C. L. （2001）, “Internet business models and strategies: Text and cases,” New York: McGraw-Hill. Aldrich, H. （1999）. Organizations evolving. SAGE Publications Limited.Amit, R., and Zott, C. （2001）, “Value creation in e-business,” Strategic Management Journal, 22, pp. 493-520. Amit, R., and Zott, C. （2002）, Value drivers of e-commerce business models. In M. A. Hitt, R. Cavusgil, S. T., Knight, G. A., & Riesenberger, J. R. （2008）. International business: Strategy, management, and the new realities. Upper Saddle River: Pearson Prentice Hall.Casadesus-Masanell, R., & Ricart, J. E. （2011）. How to design a winning business model. Harvard Business Review, 89（1-2）, 100-107.Castells, M. （2011）. The rise of the network society: The information age: Economy, society, and culture （Vol. 1）. Wiley-Blackwell.Chesbrough, H. W. （2003）, “Open innovation. The new imperative for creating and profiting from technology,” Boston, MA: Harvard Business School Press. Chesbrough, H. W. （2007a）, “Business model innovation: It’s not just about technology anymore,” Strategy and Leadership, 35, pp. 12-17. Chesbrough, H. W. （2007b）, “Why companies should have open business models,” MIT Sloan Management Review, 48（2）, pp. 22-28. Chesbrough, H. W. （2010）, “Business model innovation: Opportunities and barriers,” Long Range Planning, 43, pp. 354-363. Chesbrough, H. W., and Appleyard, M. M. （2007）, “Open innovation and strategy,” California Management Review, 50, pp. 57-76. Chesbrough, H. W., and Rosenbloom, R. S. （2002）, “The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spinoff companies,” Industrial and Corporate Change, 11:, p. 533-534. Eisenmann, T. （2012）. Business Model Analysis for Entrepreneurs. Harvard Business School Entrepreneurial Management Case, （812-096）.Eyring, M. J., Johnson, M. W., & Nair, H. （2011）. New business models in emerging markets. Harvard Business Review, 89（1/2）, 88-95.Hayashi, A. M. （2009）, “Do you have a plan “B”?,” MIT Sloan Management Review, 51, pp. 10-11. Ireland, R. D., Hitt, M.A., Camp, M., and Sexton, D.L. （2001）, “Integrating entrepreneurship and strategic management actions to create firm wealth,” Academy of Management Executive, 15, pp. 49-63. Kelley, D. J., Singer, S., & Herrington, M. D. （2012）. The Global Entrepreneurship Monitor. 2011 Global Report, GEM 2011.Khanna, T., Palepu, K. G., & Sinha, J. （2005）. Strategies that fit emerging markets. Rivals from developing countries are invading your turf. How will you fight back?, 4.Khanna, T., & Palepu, K. G. （2010）. Winning in emerging markets: A road map for strategy and execution. Harvard Business School Press.Koch, A., & Stahlecker, T. （2006）. Regional innovation systems and the foundation of knowledge intensive business services. A comparative study in Bremen, Munich, and Stuttgart, Germany. European Planning Studies, 14（2）, 123-146.Kotler, P. （2009）. Marketing management. Pearson Education India.Lindgardt, Z., Reeves, M., & Stalk, G. D. M.（2009）, Business Model Innovation: when the game gets tough change the game, The Boston Consulting Group.Magretta, J. （2002）, “Why business models matter,” Harvard Business Review, 80, pp. 3-8. Mair, J., & Marti, I. （2009）. Entrepreneurship in and around institutional voids: A case study from Bangladesh. Journal of business venturing, 24（5）, 419-435.Markides, C. C., & Geroski, P. A. （2004）. Fast second: How smart companies bypass radical innovation to enter and dominate new markets （Vol. 325）. Jossey-Bass.Mahadevan, B. （2000）, “Business models for Internet-based e-commerce: An anatomy,” California Management Review, 42（4）, pp. 55-69. Mäkinen, S., and Seppänen, M. （2007）, “Assessing business model concepts with taxonomical research criteria. A preliminary study,” Management Research News, 30, pp. 735-746. Mansfield, G. M., and Fourie, L. C. H. （2004）, “Strategy and business models—strange bedfellows? A case for convergence and its evolution into strategic architecture,” South African Journal of Business Management, 35（1）, pp. 35-44. Markides, C., and Charitou, C. D. （2004）, “Competing with dual business models: A contingency approach,” Academy of Management Executive, 18, pp. 22-36.McGrath, R. G. （2010）, “Business models: A discovery driven approach,” Long Range Planning, 43, pp. 247-261. McGrath, R.G. and MacMillan, I.C. （2000）. The Entrepreneurial Mindset, MA: HarvardBusiness School Press.Mintzberg, H., Ahlstrand, B., & Lampel, J. （1998）. Strategy Safary. The FreePress, NY.Mitchell, D., and Coles, C. （2003）, “The ultimate competitive advantage of continuing business model innovation,” Journal of Business Strategy, 24, pp. 15-21. Osterwalder, A. （2004）, “The business model ontology—A proposition in a design science approach,” Dissertation 173, University of Lausanne, Switzerland. Osterwalder, A., Pigneur, Y., and Tucci, C. L. （2005）, “Clarifying business models: Origins, present and future of the concept,” Communications of the Association for Information Science （CAIS）, 16, pp. 1-25.Osterwalder, A., & Pigneur, Y. （2010）. Business model generation: a handbook for visionaries, game changers, and challengers. Wiley.Porter, M. （1917）. E.（1985）. Competitive advantage: Creating and sustaining superior performance.Rivette, K. G., and Kline, D. （2000）, “Discovering new value in intellectual property,” Harvard Business Review,78（1）, pp. 54-66. Sala-i-Martín, X. A. V. I. E. R., Bilbao-Osorio, B. E. Ñ. A. T., Blanke, J. E. N. N. I. F. E. R., Crotti, R. O. B. E. R. T. O., Hanouz, M. D., Geiger, T. H. I. E. R. R. Y., & Ko, C. A. R. O. L. I. N. E. （2012）. The Global Competitiveness Index 2012–2013: Strengthening Recovery by Raising Productivity. The Global Competitiveness Report 2012–2013, 49-68.Skarzynski, P., & Gibson, R. （2008）. Innovation to the core: A blueprint for transforming the way your company innovates. Harvard Business School Press.Svejenova, S., Planellas, M., and Vives, L. （2010）, “An individual business model in the making: A chef`s quest for creative freedom,” Long Range Planning 43, pp. 408–430. Spicer, A. （2006）. Beyond the convergence–divergence debate: The role of spatial scales in transforming organizational logic. Organization Studies,27（10）, 1467-1483.Stinchcombe, A. （1965）. 0Social structure and organizations1. The Handbook of Organizations, J. March, editor, 1425193.Polillo, S., & Guillén, M. F. （2005）. Globalization Pressures and the State: The Worldwide Spread of Central Bank Independence1. American Journal of Sociology, 110（6）, 1764-1802.Teece, D. J. （2010）, “Business models, business strategy and innovation,” Long Range Planning, 43, pp. 172-194. Thompson, J. D., and MacMillan, I. C. （2010）, “Business models: Creating new markets and societal wealth,” Long Range Planning, 43, pp. 291-307. Wernerfelt, B. （1984）. A resource‐based view of the firm. Strategic management journal, 5（2）, 171-180.Zaheer, A., Gulati, R., & Nohria, N. （2000）. Strategic networks. Strategic management journal, 21（3）, 203.Zott, C., and Amit, R. （2007）, “Business model design and the performance of entrepreneurial firms,” Organization Science, 18: 181-199. Zott, C., and Amit, R. （2008）, “The fit between product market strategy and business model: Implications for firm performance,” Strategic Management Journal, 29, pp. 1-26. Zott, C., and Amit, R. （2009）, “The business model as the engine of network-based strategies,” in P. R. Kleindorfer and Y. J Wind （Eds.）, The network challenge, pp. 259-275. Upper Saddle River, NJ: Wharton School Publishing. Zott, C., and Amit, R. （2010）, “Designing your future business model: An activity system perspective,” Long Range Planning, 43, pp. 216-226.Zott, C., Amit, R., & Massa, L. （2011）. The business model: recent developments and future research. Journal of Management, 37（4）, 1019-1042.網路資料智能手機發展,https://sites.google.com/site/diamondteamphone/home/zhi-neng-shou-ji（2013.06）Rappa, M. （2001）, “Business models on the web: Managing the digital enterprise,” . Accessed: December 2009. IBM, （2006）, “Expanding the innovation horizon: The global CEO study 2006,” IBM Global Business Services. . Accessed January 2010. zh_TW
