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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 6-八月-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/BIOS3. 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 Lin en_US dc.contributor.author (作者) 陳穎蓉 zh_TW dc.contributor.author (作者) Chen, Ying Jung en_US dc.creator (作者) 陳穎蓉 zh_TW dc.creator (作者) Chen, Ying Jung en_US dc.date (日期) 2012 en_US dc.date.accessioned 6-八月-2014 11:39:25 (UTC+8) - dc.date.available 6-八月-2014 11:39:25 (UTC+8) - dc.date.issued (上傳時間) 6-八月-2014 11:39:25 (UTC+8) - dc.identifier (其他 識別碼) G1003590201 en_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) 100359020 zh_TW dc.description (描述) 101 zh_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 11.1 研究動機 11.2 研究缺口 21.3 研究目的 31.4 預期成效 41.5 論文架構 5貳、 文獻回顧 72.1 開放式創新文獻梳理 72.2 技術開放 82.3 商業模式開放 92.4 服務開放 102.5 使用者開放 112.6 理論缺口 12參、 研究方法 133.1 方法論與分析架構 133.2 案例選擇原則 143.3 資料收集 163.4 資料分析 22肆、 研究發現 244.1 個案背景介紹 244.1.1 產業概況 244.1.2 研華科技簡介 254.1.3 創新機制平台IMAX 284.2 Web Access+ 聯盟的逆轉勝 324.2.1 案例背景 324.2.2 IMAX創新手法 334.2.3 IMAX運用策略 354.3 數位看板播放器的跨域商機 384.3.1 案例背景 384.3.2 IMAX創新手法 394.3.3 IMAX運用策略 414.4 影像儲存嵌入式系統的合作夥伴 434.4.1 案例背景 434.4.2 IMAX創新手法 444.4.3 IMAX運用策略 454.5 人機介面的競爭策略 474.5.1 案例背景 474.5.2 IMAX創新手法 494.5.3 IMAX運用策略 534.6 COM電腦模組的中國游擊戰 554.6.1 案例背景 554.6.2 IMAX創新手法 574.6.3 IMAX運用策略 624.7 案例總結 65伍、 討論 675.1 學術意涵 675.2 實務啟示 685.3 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/#G1003590201 en_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 context en_US dc.subject (關鍵詞) open innovation en_US dc.subject (關鍵詞) open innovation mechanisms en_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 Mechanism en_US dc.type (資料類型) thesis en 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/BIOS3. 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
