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題名 資源跨界謀略：培生教育集團如何策畫複合商業模式
Maneuvering Resource Crossover: How Pearson Education Strategizes Hybrid Business Models
作者 譚雪屏
Tan, Hsueh Ping (Jennifer)
貢獻者 蕭瑞麟
Hsiao, Ruey Lin
譚雪屏
Tan, Hsueh Ping (Jennifer)
關鍵詞 複合商業模式
資源流
企業轉型
產品創新
商業模式創新
Hybrid business model
resource flow
corporate transformation
product innovation
business model innovation
日期 2013
上傳時間 1-Dec-2014 14:22:11 (UTC+8)
摘要 在環境變遷劇烈的時代，改善流程、發展新商品、研發新技術已經無法讓企業在穩操勝算。近年來，企業開始關注商業模式之價值。但是，過往的商業模式創新多為組合式，但是對於複合商業模式卻所知有限。本論文分析出版業商業模式的複合創新過程，了解傳統產業如何藉由商業模式而轉型。本文以全球最大的出版公司培生為研究對象，分析培生是如何策劃其複合商業模式，於2000年到2013年間啟動四種商業模式之創新。本文發現，商業模式必須透過資源不斷的流動，引導其實驗性交換方能產生複合的效應。觀念上，本論文提出如何以資源流的方式來分析商業模式的複合效應。實務上，本研究指出複合商業模式的形成原來不是以混合或組合不同的商業模式進行；而是必須創造資源的綜效，才能有效的讓新與舊的商業模式產生「複合」的效果，提供創新的解決方案，完成企業轉型的任務。
In this rapid changing environment, improving work processes, developing new products, innovate new technologies may not secure firms’ success. In recent years, firms begin to pay attention to the value of business model. However, our understanding of business model innovation is limited to the combinational form and the hybrid form of business model is less known. This thesis examines the innovation process of hybrid business model within publishing industry, and understands how a traditional industry could undertake transformation via business model renewal. This study examines Pearson Publishing, which is the world’s largest publisher at the time, and analyzes how Pearson strategized its hybrid business model while launching four types of business model innovation during 2000-2013. The findings indicate that business model must initiate constant flow of resources, guiding its experimental exchange so as to create hybrid effects. Conceptually, this thesis suggests how to examine business models’ hybrid effects through patterns of resource flow. Practically, this research warns that the shaping of hybrid business model may not simply blend or combine two different business models. It requires us to create some sort of synergy among resources so as to generate some kind of ‘hybrid’ effect between the old business model and the new business model, resulting in innovative solutions and achieving the mission of corporate transformation.
參考文獻 中文文獻
吳秋英，2014，《文化創意園區創新商業模式之研究─以華山1914文化創意產業園區為例》。臺北教育大學文化創意產業經營學系碩士論文。
楊王家英，2011，《便利商店複合經營創新商業模式之研究：以萊爾富烘焙複合便利商店為例》，臺灣大學商學院碩士論文。
蔡宜廷、劉育奇、周欣嫻、周丸生，2006，數位音樂產業及其商業模式，《政大智慧財產評論》，第4期，第2卷，79-120頁。
劉泰利，2005，《數位電視電子商務之商業模式與其發展策略》，元智大學資訊傳播學系學位碩士論文。
蘇琬貞，2012，《商業模式創新之研究－以複合式醫學美容中心為個案研究對象》。國立臺灣科技大學管理學研究所碩士論文。
英文文獻
Afuah, A. 2004. Business Models: A Strategic Management Approach. Irwin: McGraw-Hill
Amit, R., & Zott, C. 2012. Creating value through business model innovation. Sloan Management Review, 53(3): 41-49.
Aspara, J., Lamberg, J.-A., Laukia, A., & Tikkanen, H. 2013. Corporate Business Model Transformation and Inter-Organizational Cognition: The Case of Nokia. Long Range Planning, 46(6): 459-474.
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.
Bonaccorsi, A., Giannangeli, S., & Rossi, C. 2006. Entry strategies under competing standards: Hybrid business models in the open source software industry. Management Science, 52(7): 1085-1098.
Boyd, B., Henning, N., Reyna, E., Wang, D. E., & Welch, M. D. 2009. Hybrid Organizations: New Business Models for Environmental Leadership. Sheffield, UK: Greenleaf Publishing.
Casadesus-Masanell, R., & Ricart, J. E. 2010. From Strategy to Business Models and onto Tactics. Long Range Planning, 43(2–3): 195-215.
Chatterjee, S. 2013. Simple Rules for Designing Business Models. California Management Review, 55(2): 97-124.
Chesbrough, H., & Rosenbloom, R. 2002a. The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spinoff companies. Industrial and Corporate Change, 11(3): 529-555.
Chesbrough, H. W. 2006. Open Business Models: How to Thrive in the New Innovation Landscape. Boston, Mass.: Harvard Business School Press.
Chesbrough, H. W. 2007. Why Companies Should Have Open Business Models. Sloan Management Review, 48(2): 22-36.
Chesbrough, H. W. 2011. Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era. New York: Jossey-Bass.
Chesbrough, H. W., & Rosenbloom, R. 2002b. The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spinoff companies. Industrial and Corporate Change, 11(3): 529-555.
Courpasson, D., Dany, F., ccedil, & oise. 2001. Indifference or Obedience？ Business Firms as Democratic Hybrids. Organization Studies, 24(8): 1231.
Cusumano, M. A. 2010. Staying Power: Six Enduring Principles for Managing Strategy and Innovation in an Uncertain World. New York: Oxford University Press.
Grant, R. M. 1991. The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3): 114-135.
Markides, C., & Charitou, C. D. 2004. Competing with dual business models: a Contingency approach. Academy of Management Executive, 18(3): 22-36.
Osterwalder, A., & Pigneur, Y. 2009. Business Model Generation.
Porter, M. E. 1985. Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press.
Smith, W. K., Binns, A., & Tushman, M. L. 2010. Complex business models: Managing strategic paradoxes simultaneously. Long Range Planning, 43(2–3): 448-461.
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(2/3): 408-430.
Teece, D. J. 2010. Business Models, Business Strategy and Innovation. Long Range Planning, 43(2–3): 172-194.
Wernerfelt, B. 1995. The resource-based view of the firm: Ten years after. Strategic Management Journal, 16: 171-174.
描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
101932097
102
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0101932097
資料類型 thesis
dc.contributor.advisor 蕭瑞麟zh_TW
dc.contributor.advisor Hsiao, Ruey Linen_US
dc.contributor.author (Authors) 譚雪屏zh_TW
dc.contributor.author (Authors) Tan, Hsueh Ping (Jennifer)en_US
dc.creator (作者) 譚雪屏zh_TW
dc.creator (作者) Tan, Hsueh Ping (Jennifer)en_US
dc.date (日期) 2013en_US
dc.date.accessioned 1-Dec-2014 14:22:11 (UTC+8)-
dc.date.available 1-Dec-2014 14:22:11 (UTC+8)-
dc.date.issued (上傳時間) 1-Dec-2014 14:22:11 (UTC+8)-
dc.identifier (Other Identifiers) G0101932097en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/71733-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 經營管理碩士學程(EMBA)zh_TW
dc.description (描述) 101932097zh_TW
dc.description (描述) 102zh_TW
dc.description.abstract (摘要) 在環境變遷劇烈的時代，改善流程、發展新商品、研發新技術已經無法讓企業在穩操勝算。近年來，企業開始關注商業模式之價值。但是，過往的商業模式創新多為組合式，但是對於複合商業模式卻所知有限。本論文分析出版業商業模式的複合創新過程，了解傳統產業如何藉由商業模式而轉型。本文以全球最大的出版公司培生為研究對象，分析培生是如何策劃其複合商業模式，於2000年到2013年間啟動四種商業模式之創新。本文發現，商業模式必須透過資源不斷的流動，引導其實驗性交換方能產生複合的效應。觀念上，本論文提出如何以資源流的方式來分析商業模式的複合效應。實務上，本研究指出複合商業模式的形成原來不是以混合或組合不同的商業模式進行；而是必須創造資源的綜效，才能有效的讓新與舊的商業模式產生「複合」的效果，提供創新的解決方案，完成企業轉型的任務。zh_TW
dc.description.abstract (摘要) In this rapid changing environment, improving work processes, developing new products, innovate new technologies may not secure firms’ success. In recent years, firms begin to pay attention to the value of business model. However, our understanding of business model innovation is limited to the combinational form and the hybrid form of business model is less known. This thesis examines the innovation process of hybrid business model within publishing industry, and understands how a traditional industry could undertake transformation via business model renewal. This study examines Pearson Publishing, which is the world’s largest publisher at the time, and analyzes how Pearson strategized its hybrid business model while launching four types of business model innovation during 2000-2013. The findings indicate that business model must initiate constant flow of resources, guiding its experimental exchange so as to create hybrid effects. Conceptually, this thesis suggests how to examine business models’ hybrid effects through patterns of resource flow. Practically, this research warns that the shaping of hybrid business model may not simply blend or combine two different business models. It requires us to create some sort of synergy among resources so as to generate some kind of ‘hybrid’ effect between the old business model and the new business model, resulting in innovative solutions and achieving the mission of corporate transformation.en_US
dc.description.tableofcontents 致謝詞 iv
英文摘要 vii
圖目錄 xi
表目錄 xii
壹、緒論 1
1.1 研究動機 1
1.2 研究缺口 3
1.3 研究目的 4
1.4 預期成效 5
1.5 論文架構 6
貳、文獻回顧 7
2.1 商業模式創新 7
2.2 組合與契合的商業模式 8
2.3 複合商業模式 10
參、研究方法 13
3.1 方法論與案例選擇 13
3.2 分析架構 15
3.3 資料蒐集 16
肆、研究發現 21
4.1 百年企業，培生出版社 22
4.2 邁向複合性商業模式 31
4.3複合性商業模式之一：培生出版與朗文學校 37
4.3.1 動機 37
4.3.2 培生流入朗文學校的資源 40
4.3.3 朗文學校流入為培生的資源 46
4.3.4 複合效應之形成 47
4.4 複合性商業模式之二：培生與環球雅思學校 49
4.4.1 動機 49
4.4.2 培生流入環球雅思的資源 50
4.4.3 環球雅思流入培生的資源 55
4.4.4 複合效應之形成 56
4.5 複合性商業模式之三：培生與華爾街英語學校 57
4.5.1 動機 57
4.5.2 培生流入華爾街英語的資源 60
4.5.3 華爾街英語流入培生的資源 63
4.5.4 複合效應之形成 64
4.6 複合性商業模式之四：培生與日經新聞 65
4.6.1 動機 65
4.6.2 培生流入日經的資源 69
4.6.3 日經流入培生的資源 69
4.6.4 複合效應之形成 71
五、討論 73
5.1 學術意涵 73
5.2 實務啟示 75
5.3 研究限制與未來方向 79
陸、結論 80
參考文獻 82
附件：論文修訂答覆稿 85
問題二：論文第二章提及「九宮格」理論，為何沒有進一步以九宮格來研究分析複合商業模式呢？ 85
問題三：在論文中，為何沒有列出訪談問題？ 86
問題四：資料分析過程，似乎沒有說明清楚？ 87
問題五：請問在研究過程中有沒有交叉驗證？ 87
問題六：在每一個案例的最後，能否加入「創新成果」的內涵？ 88
問題七：能不能為四個案例做一個整理表格？ 88
問題八：學術意涵裡面的陳述，似乎沒有扣到案例？ 88
問題九：能否用圖示來標示資源流，如何產生資源的複合效應？ 89
問題十：研究限制與未來的建議？ 89		zh_TW
dc.format.extent 4438549 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/#G0101932097en_US
dc.subject (關鍵詞) 複合商業模式zh_TW
dc.subject (關鍵詞) 資源流zh_TW
dc.subject (關鍵詞) 企業轉型zh_TW
dc.subject (關鍵詞) 產品創新zh_TW
dc.subject (關鍵詞) 商業模式創新zh_TW
dc.subject (關鍵詞) Hybrid business modelen_US
dc.subject (關鍵詞) resource flowen_US
dc.subject (關鍵詞) corporate transformationen_US
dc.subject (關鍵詞) product innovationen_US
dc.subject (關鍵詞) business model innovationen_US
dc.title (題名) 資源跨界謀略：培生教育集團如何策畫複合商業模式zh_TW
dc.title (題名) Maneuvering Resource Crossover: How Pearson Education Strategizes Hybrid Business Modelsen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 中文文獻
吳秋英，2014，《文化創意園區創新商業模式之研究─以華山1914文化創意產業園區為例》。臺北教育大學文化創意產業經營學系碩士論文。
楊王家英，2011，《便利商店複合經營創新商業模式之研究：以萊爾富烘焙複合便利商店為例》，臺灣大學商學院碩士論文。
蔡宜廷、劉育奇、周欣嫻、周丸生，2006，數位音樂產業及其商業模式，《政大智慧財產評論》，第4期，第2卷，79-120頁。
劉泰利，2005，《數位電視電子商務之商業模式與其發展策略》，元智大學資訊傳播學系學位碩士論文。
蘇琬貞，2012，《商業模式創新之研究－以複合式醫學美容中心為個案研究對象》。國立臺灣科技大學管理學研究所碩士論文。
英文文獻
Afuah, A. 2004. Business Models: A Strategic Management Approach. Irwin: McGraw-Hill
Amit, R., & Zott, C. 2012. Creating value through business model innovation. Sloan Management Review, 53(3): 41-49.
Aspara, J., Lamberg, J.-A., Laukia, A., & Tikkanen, H. 2013. Corporate Business Model Transformation and Inter-Organizational Cognition: The Case of Nokia. Long Range Planning, 46(6): 459-474.
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.
Bonaccorsi, A., Giannangeli, S., & Rossi, C. 2006. Entry strategies under competing standards: Hybrid business models in the open source software industry. Management Science, 52(7): 1085-1098.
Boyd, B., Henning, N., Reyna, E., Wang, D. E., & Welch, M. D. 2009. Hybrid Organizations: New Business Models for Environmental Leadership. Sheffield, UK: Greenleaf Publishing.
Casadesus-Masanell, R., & Ricart, J. E. 2010. From Strategy to Business Models and onto Tactics. Long Range Planning, 43(2–3): 195-215.
Chatterjee, S. 2013. Simple Rules for Designing Business Models. California Management Review, 55(2): 97-124.
Chesbrough, H., & Rosenbloom, R. 2002a. The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spinoff companies. Industrial and Corporate Change, 11(3): 529-555.
Chesbrough, H. W. 2006. Open Business Models: How to Thrive in the New Innovation Landscape. Boston, Mass.: Harvard Business School Press.
Chesbrough, H. W. 2007. Why Companies Should Have Open Business Models. Sloan Management Review, 48(2): 22-36.
Chesbrough, H. W. 2011. Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era. New York: Jossey-Bass.
Chesbrough, H. W., & Rosenbloom, R. 2002b. The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spinoff companies. Industrial and Corporate Change, 11(3): 529-555.
Courpasson, D., Dany, F., ccedil, & oise. 2001. Indifference or Obedience？ Business Firms as Democratic Hybrids. Organization Studies, 24(8): 1231.
Cusumano, M. A. 2010. Staying Power: Six Enduring Principles for Managing Strategy and Innovation in an Uncertain World. New York: Oxford University Press.
Grant, R. M. 1991. The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3): 114-135.
Markides, C., & Charitou, C. D. 2004. Competing with dual business models: a Contingency approach. Academy of Management Executive, 18(3): 22-36.
Osterwalder, A., & Pigneur, Y. 2009. Business Model Generation.
Porter, M. E. 1985. Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press.
Smith, W. K., Binns, A., & Tushman, M. L. 2010. Complex business models: Managing strategic paradoxes simultaneously. Long Range Planning, 43(2–3): 448-461.
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(2/3): 408-430.
Teece, D. J. 2010. Business Models, Business Strategy and Innovation. Long Range Planning, 43(2–3): 172-194.
Wernerfelt, B. 1995. The resource-based view of the firm: Ten years after. Strategic Management Journal, 16: 171-174.		zh_TW