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題名 競爭脈絡：研華科技重建開放創新機制
Competition in Context: How Advantech Redesign Open Innovation Mechanism
作者 陳穎蓉
Chen, Ying Jung
貢獻者 蕭瑞麟
Hsiao, Ruey Lin
陳穎蓉
Chen, Ying Jung
關鍵詞 競爭脈絡
開放式創新
開放式創新機制
competition in context
open innovation
open innovation mechanisms
日期 2012
上傳時間 6-Aug-2014 11:39:25 (UTC+8)
摘要 開放式模式創新已成為近年來最重要的創新議題之一，相關的研究與案例不勝枚舉。創新除了可以向外部資源開放外，組織也能透過內部資源整合，改變現在的經營狀態。
本研究以研華科技IMAX開放式創新機制為個案，探索企業進行開放式創新的目的，還有運作的情況。此機制融合內外部資源整合的概念，重新詮釋開放式創新的意義。透過分析五個成功子案例的策略作法，歸納如何提高機制運作的成效。
調查結果顯示，競爭思維在開放式創新中佔有舉足輕重的地位，開放不僅只是為了交換資源，或是為了妥善運用企業的閒置資源。本文列舉開放式創新的五種策略作法，說明如何利用開放式創新突破競爭局勢，扭轉現有資源，改變狀態。
Open innovation is amount the most popular concepts on entrepreneurial studies. Through open innovative processes, organization can transform its operation dynamics by stimulating idle resources, integrating internal resources and introducing external resources.
However, researches have not elaborated how various open innovation process can be better performed in a real world scenario. By conducting in-depth case studies on IMAX, an open innovation instrument of Advantech Co., Ltd, I show that competitive context of a market can shape how resources are effectuated along an open innovative process. Through five case studies within Advantech Co., Ltd, they demonstrate how open innovation can: (1) redefine resources; (2) create asymmetry; and (3) turn the table of competition.
參考文獻 中文參考資料
1. 研華科技Advantech官方網站及歷年財報：http://www.advantech.tw/‎
2. 維基百科 BIOS：http://zh.wikipedia.org/wiki/BIOS
3. 吉利（2011），當“智能地球的推手” 研華科技啟動五年成長計劃，和訊科技
4. 江佩蓉（2005），研華靠顛覆思維打造全球品牌，商業周刊，第927期
5. 尤子彥（2011），成熟企業成長該靠創新或購併，商業周刊，第1207期
6. 江逸之（2012），研華孵出四十隻金雞母，天下雜誌，第496期
7. 楊立德（2008），工業設計角色變化之個案研究-以研華科技導入Early Design Campaign為例
8. 嚴倢妤（2012），以複雜科學觀點探討企業內部創業
英文參考資料
Baldwin, C., Hienerth, C., & von Hippel, E. 2006. How user innovations become commercial products: a Theoretical investigation and case study. Research Policy, 35(9): 1291-1313.
Baldwin, C., & von Hippel, E. 2011. Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation. Organization Science, 22(6): 1399-1417.
Barney, J. B., Wright, M., & Ketchen Jr., D. J. 2001. The resource-based view of the firm: Ten years after 1991. Journal of Management, 27(6): 625–641.
Chesbrough, H. 2003a. Open Innovation: The New Imperative for Creating and Profiting from Technology. Boston: Harvard Business School Press.
Chesbrough, H. 2007. Why Companies Should Have Open Business Models. Sloan Management Review, 48(2): 22-36.
Chesbrough, H. 2011. Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era: Jossey-Bass.
Chesbrough, H. W. 2003b. Open innovation : the new imperative for creating and profiting from technology. Boston, Mass.: Harvard Business School Press.
Chesbrough, H. W. 2006. Open business models: How to thrive in the new innovation landscape. Boston, Mass.: Harvard Business School Press.
Chesbrough, H. W., & Appleyard, M. M. 2007. Open Innovation and Strategy. California Management Review, 50(1): 57-76.
Chesbrough, H. W., Vanhaverbeke, W., & West, J. 2006. Open innovation: Researching a new paradigm. Oxford: Oxford University Press.
Christensen, J. F. s., Olesen, M. H., & KjÊr, J. S. 2005. The industrial dynamics of Open Innovation--Evidence from the transformation of consumer electronics. Research Policy, 34(10): 1533-1549.
Di Minin, A., Frattini, F., & Piccaluga, A. 2010. Fiat: Open innovation in a downturn (1993-2003). California Management Review, 52(3): 132-159.
Grant, R. M. 1991. The Resource-Based Theory of Competitve Advantage: Implication for Strategy Formulation. California Management Review, 33(3): 114-135.
Hicks, C., & Pachamanova, D. 2007. Back-propagation of user innovations: The open source compatibility edge. Business Horizons, 50(4): 315-324.
Lakhani, K. R., & von Hippel, E. 2003. How open source software works: `Free` user-to-user assistance. Research Policy, 32(6): 923-943.
Lee, G. K., & Cole, R. E. 2003. From a firm-based to a community-based model of knowledge creation: the Case of the Linux kernel development. Organization Science, 14(6): 633-649.
March, J. G. 1991. Exploration and exploitation in organizational learning. Organization Science, 2: 71-87.
Schreier, M., Oberhauser, S., & Prugl, R. 2007. Lead users and the adoption and diffusion of new products: Insights from two extreme sports communities. Marketing Letters, 18(1/2): 15-30.
Svejenova, S., Planellas, M., & Vives, L. 2010. An Individual Business Model in the Making: a Chef’s Quest for Creative Freedom. Long Range Planning, 43: 408-430.
von Hippel, E., & Katz, R. 2002. Shifting innovation to users via toolkits. Management Science, 48(7): 821-833.
von Hippel, E., & von Krogh, G. 2003. Open source software and the `private-collective` innovation model: Issues for Organization Science. Organization Science, 14(2): 209-223.
Wernerfelt, B. 1984. A Resource-based View of the Firm. Strategic Management Journal, 5(2): 171-180.
描述 碩士
國立政治大學
科技管理研究所
100359020
101
資料來源 http://thesis.lib.nccu.edu.tw/record/#G1003590201
資料類型 thesis
dc.contributor.advisor 蕭瑞麟zh_TW
dc.contributor.advisor Hsiao, Ruey Linen_US
dc.contributor.author (Authors) 陳穎蓉zh_TW
dc.contributor.author (Authors) Chen, Ying Jungen_US
dc.creator (作者) 陳穎蓉zh_TW
dc.creator (作者) Chen, Ying Jungen_US
dc.date (日期) 2012en_US
dc.date.accessioned 6-Aug-2014 11:39:25 (UTC+8)-
dc.date.available 6-Aug-2014 11:39:25 (UTC+8)-
dc.date.issued (上傳時間) 6-Aug-2014 11:39:25 (UTC+8)-
dc.identifier (Other Identifiers) G1003590201en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/68227-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 科技管理研究所zh_TW
dc.description (描述) 100359020zh_TW
dc.description (描述) 101zh_TW
dc.description.abstract (摘要) 開放式模式創新已成為近年來最重要的創新議題之一，相關的研究與案例不勝枚舉。創新除了可以向外部資源開放外，組織也能透過內部資源整合，改變現在的經營狀態。
本研究以研華科技IMAX開放式創新機制為個案，探索企業進行開放式創新的目的，還有運作的情況。此機制融合內外部資源整合的概念，重新詮釋開放式創新的意義。透過分析五個成功子案例的策略作法，歸納如何提高機制運作的成效。
調查結果顯示，競爭思維在開放式創新中佔有舉足輕重的地位，開放不僅只是為了交換資源，或是為了妥善運用企業的閒置資源。本文列舉開放式創新的五種策略作法，說明如何利用開放式創新突破競爭局勢，扭轉現有資源，改變狀態。		zh_TW
dc.description.abstract (摘要) Open innovation is amount the most popular concepts on entrepreneurial studies. Through open innovative processes, organization can transform its operation dynamics by stimulating idle resources, integrating internal resources and introducing external resources.
However, researches have not elaborated how various open innovation process can be better performed in a real world scenario. By conducting in-depth case studies on IMAX, an open innovation instrument of Advantech Co., Ltd, I show that competitive context of a market can shape how resources are effectuated along an open innovative process. Through five case studies within Advantech Co., Ltd, they demonstrate how open innovation can: (1) redefine resources; (2) create asymmetry; and (3) turn the table of competition.		en_US
dc.description.tableofcontents 目錄頁
誌謝詞 i
摘要 ii
目錄頁 iv
圖表目錄 viii
壹、 緒論 1
1.1 研究動機 1
1.2 研究缺口 2
1.3 研究目的 3
1.4 預期成效 4
1.5 論文架構 5
貳、 文獻回顧 7
2.1 開放式創新文獻梳理 7
2.2 技術開放 8
2.3 商業模式開放 9
2.4 服務開放 10
2.5 使用者開放 11
2.6 理論缺口 12
參、 研究方法 13
3.1 方法論與分析架構 13
3.2 案例選擇原則 14
3.3 資料收集 16
3.4 資料分析 22
肆、 研究發現 24
4.1 個案背景介紹 24
4.1.1 產業概況 24
4.1.2 研華科技簡介 25
4.1.3 創新機制平台IMAX 28
4.2 Web Access+ 聯盟的逆轉勝 32
4.2.1 案例背景 32
4.2.2 IMAX創新手法 33
4.2.3 IMAX運用策略 35
4.3 數位看板播放器的跨域商機 38
4.3.1 案例背景 38
4.3.2 IMAX創新手法 39
4.3.3 IMAX運用策略 41
4.4 影像儲存嵌入式系統的合作夥伴 43
4.4.1 案例背景 43
4.4.2 IMAX創新手法 44
4.4.3 IMAX運用策略 45
4.5 人機介面的競爭策略 47
4.5.1 案例背景 47
4.5.2 IMAX創新手法 49
4.5.3 IMAX運用策略 53
4.6 COM電腦模組的中國游擊戰 55
4.6.1 案例背景 55
4.6.2 IMAX創新手法 57
4.6.3 IMAX運用策略 62
4.7 案例總結 65
伍、 討論 67
5.1 學術意涵 67
5.2 實務啟示 68
5.3 研究限制與未來方向 70
陸、 結論 72
參考文獻 74
附錄 76
附錄一、研華科技IMAX kick-off meeting會議記錄 76
附錄二、研華科技第一次訪談記錄 79
附錄三、研華科技第二次訪談記錄 86
附錄四、研華科技第三次訪談記錄 90
附錄五、研華科技第四次訪談記錄 92
附錄六、研華科技第五次訪談記錄 95
附錄七、研華科技第六次訪談記錄 108
附錄八、研華科技第七次訪談記錄 114
附錄九、新加坡國立大學商學院移地教學記錄 120
附錄十、研華科技EDC kick-off meeting會議速記 127
附錄十一、研華科技第八次訪談記錄 130		zh_TW
dc.format.extent 1955240 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/#G1003590201en_US
dc.subject (關鍵詞) 競爭脈絡zh_TW
dc.subject (關鍵詞) 開放式創新zh_TW
dc.subject (關鍵詞) 開放式創新機制zh_TW
dc.subject (關鍵詞) competition in contexten_US
dc.subject (關鍵詞) open innovationen_US
dc.subject (關鍵詞) open innovation mechanismsen_US
dc.title (題名) 競爭脈絡：研華科技重建開放創新機制zh_TW
dc.title (題名) Competition in Context: How Advantech Redesign Open Innovation Mechanismen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 中文參考資料
1. 研華科技Advantech官方網站及歷年財報：http://www.advantech.tw/‎
2. 維基百科 BIOS：http://zh.wikipedia.org/wiki/BIOS
3. 吉利（2011），當“智能地球的推手” 研華科技啟動五年成長計劃，和訊科技
4. 江佩蓉（2005），研華靠顛覆思維打造全球品牌，商業周刊，第927期
5. 尤子彥（2011），成熟企業成長該靠創新或購併，商業周刊，第1207期
6. 江逸之（2012），研華孵出四十隻金雞母，天下雜誌，第496期
7. 楊立德（2008），工業設計角色變化之個案研究-以研華科技導入Early Design Campaign為例
8. 嚴倢妤（2012），以複雜科學觀點探討企業內部創業
英文參考資料
Baldwin, C., Hienerth, C., & von Hippel, E. 2006. How user innovations become commercial products: a Theoretical investigation and case study. Research Policy, 35(9): 1291-1313.
Baldwin, C., & von Hippel, E. 2011. Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation. Organization Science, 22(6): 1399-1417.
Barney, J. B., Wright, M., & Ketchen Jr., D. J. 2001. The resource-based view of the firm: Ten years after 1991. Journal of Management, 27(6): 625–641.
Chesbrough, H. 2003a. Open Innovation: The New Imperative for Creating and Profiting from Technology. Boston: Harvard Business School Press.
Chesbrough, H. 2007. Why Companies Should Have Open Business Models. Sloan Management Review, 48(2): 22-36.
Chesbrough, H. 2011. Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era: Jossey-Bass.
Chesbrough, H. W. 2003b. Open innovation : the new imperative for creating and profiting from technology. Boston, Mass.: Harvard Business School Press.
Chesbrough, H. W. 2006. Open business models: How to thrive in the new innovation landscape. Boston, Mass.: Harvard Business School Press.
Chesbrough, H. W., & Appleyard, M. M. 2007. Open Innovation and Strategy. California Management Review, 50(1): 57-76.
Chesbrough, H. W., Vanhaverbeke, W., & West, J. 2006. Open innovation: Researching a new paradigm. Oxford: Oxford University Press.
Christensen, J. F. s., Olesen, M. H., & KjÊr, J. S. 2005. The industrial dynamics of Open Innovation--Evidence from the transformation of consumer electronics. Research Policy, 34(10): 1533-1549.
Di Minin, A., Frattini, F., & Piccaluga, A. 2010. Fiat: Open innovation in a downturn (1993-2003). California Management Review, 52(3): 132-159.
Grant, R. M. 1991. The Resource-Based Theory of Competitve Advantage: Implication for Strategy Formulation. California Management Review, 33(3): 114-135.
Hicks, C., & Pachamanova, D. 2007. Back-propagation of user innovations: The open source compatibility edge. Business Horizons, 50(4): 315-324.
Lakhani, K. R., & von Hippel, E. 2003. How open source software works: `Free` user-to-user assistance. Research Policy, 32(6): 923-943.
Lee, G. K., & Cole, R. E. 2003. From a firm-based to a community-based model of knowledge creation: the Case of the Linux kernel development. Organization Science, 14(6): 633-649.
March, J. G. 1991. Exploration and exploitation in organizational learning. Organization Science, 2: 71-87.
Schreier, M., Oberhauser, S., & Prugl, R. 2007. Lead users and the adoption and diffusion of new products: Insights from two extreme sports communities. Marketing Letters, 18(1/2): 15-30.
Svejenova, S., Planellas, M., & Vives, L. 2010. An Individual Business Model in the Making: a Chef’s Quest for Creative Freedom. Long Range Planning, 43: 408-430.
von Hippel, E., & Katz, R. 2002. Shifting innovation to users via toolkits. Management Science, 48(7): 821-833.
von Hippel, E., & von Krogh, G. 2003. Open source software and the `private-collective` innovation model: Issues for Organization Science. Organization Science, 14(2): 209-223.
Wernerfelt, B. 1984. A Resource-based View of the Firm. Strategic Management Journal, 5(2): 171-180.		zh_TW