政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/112276

政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/112276

English | 正體中文 | 简体中文 | Post-Print筆數 : 27 | 全文笔数/总笔数 : 113318/144297 (79%)
造访人次 : 50993414 在线人数 : 894

RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.

搜寻范围

查询小技巧：

您可在西文检索词汇前后加上"双引号"，以获取较精准的检索结果

若欲以作者姓名搜寻，建议至进阶搜寻限定作者字段，可获得较完整数据

进阶搜寻

主页 ‧ 登入 ‧ 上传 ‧ 说明 ‧ 关于政大典藏 ‧ 管理

到手机版

政大機構典藏 > 商學院 > 資訊管理學系 > 學位論文 > Item 140.119/112276

请使用永久网址来引用或连结此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/112276

题名:	區塊鏈數位生態系統設計之關鍵多數實現程度評量 Estimate the Fulfillment of Critical Mass within Blockchain-Based Digital Ecosystem Design
作者:	石文昕 Shih, Wen Xin
贡献者:	苑守慈 Yuan, Soe Tsyr 石文昕 Shih, Wen Xin
关键词:	數位生態系統關鍵多數網路效應區塊鏈服務設計 Digital ecosystem Critical mass Network effect Blockchain Service design Destination
日期:	2017
上传时间:	2017-08-28 13:46:36 (UTC+8)
摘要:	區塊鏈是一種高可行性的基礎建設技術，不僅能提高效率、降低建設成本，其交易透明化和避免篡改等特性更使之得以被廣泛應用。由於資訊科技蓬勃發展，互聯網革命伴隨著客戶主導邏輯的興起，平台思維對於服務設計而言早已不敷使用。因此，區塊鏈數位生態系統將成為下一代服務設計的解決方案，強調生態系統中利益相關者的價值共創欲目標追求。以現況而言，仍有許多服務無法在現實中發展或得以維持，網路效應的影響在數位環境中是極為強大且不容忽視的。我們的研究旨在由此出發衡量區塊鏈數位生態系統的成敗。我們提出的方法能使設計師基於理解關鍵多數的實現和網絡效應水平的大小，來瞭解其設計的可適應性與競爭力，這是一個數位生態系統能否突破真空的關鍵。此方法還提供如何提升設計的指南，使服務設計能更有機會地進入網路效應的爆炸階段。 Blockchain is an infrastructure technology not only restricted to the financial industry, but also feasible and affordable to facilitating the operation of service provision with efficiency, lower construction cost, information transparency and non-falsified characteristics. By virtue of the information technology booms swiftly, the revolution which Internet brings about, accompanies with the rise of customer-dominant logic, platform thinking is no longer sufficient for the service design. Consequently, blockchain-based digital ecosystem becomes a solution of the next generation’s service design aspect which stresses on value co-creation among all the stakeholders of the ecosystem and proceeds to the same proposition. However, there are many service provisions unable to launch or sustain in reality. The network externality of the Internet is the most powerful, indispensable and un-negligible effect in the digital environment. Our study aims to estimate and measure the success or failure of blockchain-based digital ecosystems from this perspective. We propose a method which enables blockchain-based digital ecosystem designers to comprehend with the adaptability and competitiveness of the fulfillment of the critical mass and the examination of network effect level. They are crucial to pass through the vacuum stage of ecosystem lifetime. The method also provides guides about how to improve the designs in order to have a greater opportunity to get into the explosion stage of ecosystem lifetime.
參考文獻:	REFERENCES [1] Arthur, W. B. (1989). Competing technologies, increasing returns, and lock-in by historical events. The economic journal, 99(394), 116-131. [2] Arthur, W. B. (1990). Positive feedbacks in the economy. Scientific American, 262(2), 92-99. [3] Afthinos, Y., Theodorakis, N. D., & Nassis, P. (2005). Customers’ expectations of service in Greek fitness centers: Gender, age, type of sport center, and motivation differences. Managing Service Quality: An International Journal, 15(3), 245-258 [4] Armstrong, M. (2006). Competition in two‐sided markets. The RAND Journal of Economics, 37(3), 668-691. [5] Arroyo-Barrigüete, J. L., Ernst, R., López-Sánchez, J. I., & Orero-Giménez, A. (2010). On the identification of critical mass in Internet-based services subject to network effects. The Service Industries Journal, 30(5), 643-654. [6] Abedi, G. H., & Rostami, F. (2012). Regression model analysis of service desirability in a group of Mazandaran hospitals. Health Med, 6, 24-28. [7] Buhalis, D. (2000). Marketing the competitive destination of the future. Tourism management, 21(1), 97-116. [8] Boley, H., & Chang, E. (2007, February). Digital ecosystems: Principles and semantics. In 2007 Inaugural IEEE-IES Digital EcoSystems and Technologies Conference (pp. 398-403). IEEE. [9] Bakos, Y., & Katsamakas, E. (2008). Design and ownership of two-sided networks: Implications for Internet platforms. Journal of Management Information Systems, 25(2), 171-202. [10] Buterin, V. (2014). A next-generation smart contract and decentralized application platform. white paper. [11] Boudreau, K. J., & Jeppesen, L. B. (2015). Unpaid crowd complementors: The platform network effect mirage. Strategic Management Journal, 36(12), 1761-1777. [12] COOPER, C., GILBERT, D., & WANHILL, S. (1998). John FLETCHER a Rebecca SHEPHERD. Tourism: principles and practice, 2. [13] Chase, R. B., & Dasu, S. (2001). Want to perfect your company`s service? Use behavioral science. Harvard business review, 79(6), 78-84. [14] Chen, Y., Narasimhan, C., & Zhang, Z. J. (2001). Individual marketing with imperfect targetability. Marketing Science, 20(1), 23-41. [15] Chao, Y., & Derdenger, T. (2013). Mixed bundling in two-sided markets in the presence of installed base effects. Management Science, 59(8), 1904-1926. [16] Chen, W. R., & Yu, Z. X. (2013). Platform Revelution: An Innovation of Business Model Sweeping Global Social, Commercial, Game, and Media Industry. Business Weekly Press. [17] Chou, C. Y., & Yuan, S. T. (2015). Service-driven social community and its relation to well-being. The Service Industries Journal, 35(7-8), 368-387. [18] Chu, J., & Manchanda, P. (2015). Quantifying cross and direct network effects in online C2C platforms. Marketing Science, Forthcoming. [19] Dong, P., & Siu, N. Y. M. (2013). Servicescape elements, customer predispositions and service experience: The case of theme park visitors. Tourism Management, 36, 541-551. [20] Economides, N. (1996). Network externalities, complementarities, and invitations to enter. European Journal of Political Economy, 12(2), 211-233. [21] Eisenmann, T., Parker, G., & Van Alstyne, M. W. (2006). Strategies for two-sided markets. Harvard business review, 84(10), 92. [22] Easley, D., & Kleinberg, J. (2010). Networks, crowds, and markets: Reasoning about a highly connected world. Cambridge University Press. [23] Evans, D. S., & Schmalensee, R. (2010). Failure to launch: Critical mass in platform businesses. Review of Network Economics, 9(4). [24] Fecher, B. (2016). Blockchain for science and knowledge. [25] Gandal, N., Kende, M., & Rob, R. (2000). The dynamics of technological adoption in hardware/software systems: The case of compact disc players. The RAND Journal of Economics, 43-61. [26] Gentile, Chiara, Nicola Spiller, and Giuliano Noci (2007), ‘‘How to Sustain the Customer Experience: An Overview of Experience Components that Co-Create Value with the Customer,’’ European Management Journal, 25 (5), 395-410. [27] Gupta, S., Mela, C. F., & Vidal-Sanz, J. M. (2009). The value of a" free" customer. Retrieved October 17, 2016, from https://faculty.fuqua.duke.edu/~mela/bio/papers/Gupta_Mela_Vidal-Sanz_2009.pdf [28] Hendel, I., Nevo, A., & Ortalo-Magne, F. (2009). The relative performance of real estate marketing platforms: MLS versus FSBOMadison. com. The American Economic Review, 99(5), 1878-1898. [29] Heinonen, K., Strandvik, T., & Voima, P. (2013). Customer dominant value formation in service. European Business Review, 25(2), 104-123. [30] Inzerilli, G. (1990). The Italian alternative: flexible organization and social management. International Studies of Management & Organization, 20(4), 6-21. [31] Jia, H. M., Wang, Y., Ge, L., Shi, G., & Yao, S. (2012). Asymmetric Effects of Regulatory Focus on Expected Desirability and Feasibility of Embracing Self‐Service Technologies. Psychology & Marketing, 29(4), 209-225. [32] Jullien, B. (2005). Two-sided markets and electronic intermediaries. CESifo Economic Studies, 51(2-3), 233-260. [33] Katz, M. L., & Shapiro, C. (1985). Network externalities, competition, and compatibility. The American economic review, 75(3), 424-440. [34] Katz, M. L., & Shapiro, C. (1994). Systems competition and network effects. The journal of economic perspectives, 8(2), 93-115. [35] Kabeer, N., United Nations, & United Nations Research Institute for Social Development. (1999). The conditions and consequences of choice: reflections on the measurement of women`s empowerment (Vol. 108, pp. 1-58). Geneva: UNRISD. [36] Kraemer, T., Hinz, O., & Skiera, B. (2012). Measuring the economic success of marketing investments in two-sided markets. In Proceedings of the 34th INFORMS Marketing Science Conference, Boston. [37] Liebowitz, S. J., & Margolis, S. E. (1994). Network externality: An uncommon tragedy. The Journal of Economic Perspectives, 8(2), 133-150. [38] Liebowitz, S. J., & Margolis, S. E. (1995). Are network externalities a new source of market failure? Research in Law and Economics, 17(0), 1-22. [39] Lou, H., Luo, W., & Strong, D. (2000). Perceived critical mass effect on groupware acceptance. European journal of information systems, 9(2), 91-103. [40] Lee, M., & Cunningham, L. F. (2001). A cost/benefit approach to understanding service loyalty. Journal of services Marketing, 15(2), 113-130. [41] Lim, B. L., Choi, M., & Park, M. C. (2003). The late take-off phenomenon in the diffusion of telecommunication services: network effect and the critical mass. Information economics and policy, 15(4), 537-557. [42] Markus, M. L. (1987). Toward a “critical mass” theory of interactive media universal access, interdependence and diffusion. Communication research,14(5), 491-511. [43] Marwell, G., & Oliver, P. (1993). The critical mass in collective action. Cambridge University Press. [44] Mai, Z., & Shi, J. (Eds.). (2001). Taiwan`s Economic Success Since 1980. Edward Elgar Publishing. [45] Nakamura, J., & Csikszentmihalyi, M. (2014). The concept of flow. In Flow and the foundations of positive psychology (pp. 239-263). Springer Netherlands. [46] Oliver, P., Marwell, G., & Teixeira, R. (1985). A theory of the critical mass. I. Interdependence, group heterogeneity, and the production of collective action. American journal of Sociology, 522-556. [47] Oliver, P. E., & Marwell, G. (1988). The Paradox of Group Size in Collective Action: A Theory of the Critical Mass. II. American Sociological Review, 1-8. [48] Powell, W. W. (1990). Neither Market Nor Hierarchy: Network Forms of Organization, 12 Res. Org. Behav, 295, 303. [49] Perrow, C. B. (1993). 6. Small Firm Networks. Institutional change: Theory and empirical findings, 111. [50] Rohlfs, J. (1974). A theory of interdependent demand for a communications service. The Bell Journal of Economics and Management Science, 16-37. [51] Rosenthal, E. C. (2006). The era of choice: the ability to choose and its transformation of contemporary life. Mit Press. [52] Rysman, M. (2009). The economics of two-sided markets. The Journal of Economic Perspectives, 23(3), 125-143. [53] Stock, J. H., & Yogo, M. (2005). Testing for weak instruments in linear IV regression. Identification and inference for econometric models: Essays in honor of Thomas Rothenberg. [54] Sledgianowski, D., & Kulviwat, S. (2009). Using social network sites: The effects of playfulness, critical mass and trust in a hedonic context. Journal of Computer Information Systems, 49(4), 74-83. [55] Seamans, R., & Zhu, F. (2013). Responses to entry in multi-sided markets: The impact of Craigslist on local newspapers. Management Science, 60(2), 476-493. [56] Shen, X. L., Cheung, C. M., & Lee, M. K. (2013). Perceived critical mass and collective intention in social media-supported small group communication. International Journal of Information Management, 33(5), 707-715. [57] Swan, M. (2015). Blockchain: Blueprint for a new economy. " O`Reilly Media, Inc.". [58] Tiwana, A. (2013). Platform ecosystems: aligning architecture, governance, and strategy. Newnes. [59] Tam Pham (2016, March 11). What It’s Like to Raise Tens of Millions of Dollars and Lose It All. The Hustle. Retrieved October 16, 2016, from http://thehustle.co/startup-ceos-explain-why-their-businesses-failed-even-after-raising-tens-of-millions-of-dollars [60] Ugboro, I. O., & Obeng, K. (2000). Top management leadership, employee empowerment, job satisfaction, and customer satisfaction in TQM organizations: an empirical study. Journal of Quality management, 5(2), 247-272. [61] Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of marketing, 68(1), 1-17. [62] Von Alan, R. H., March, S. T., Park, J., & Ram, S. (2004). Design science in information systems research. MIS quarterly, 28(1), 75-105. [63] Vargo, S. L., & Lusch, R. F. (2008). From goods to service (s): Divergences and convergences of logics. Industrial Marketing Management, 37(3), 254-259. [64] Vargo, S. L., & Lusch, R. F. (2008). Service-dominant logic: continuing the evolution. Journal of the Academy of marketing Science, 36(1), 1-10. [65] Verhoef, P. C., Lemon, K. N., Parasuraman, A., Roggeveen, A., Tsiros, M., & Schlesinger, L. A. (2009). Customer experience creation: Determinants, dynamics and management strategies. Journal of retailing, 85(1), 31-41. [66] Voigt, S., & Hinz, O. (2015). Network effects in two-sided markets: why a 50/50 user split is not necessarily revenue optimal. Business Research, 8(1), 139-170. [67] Weill, P., & Woerner, S. L. (2015). Thriving in an increasingly digital ecosystem. MIT Sloan Management Review, 56(4), 27. [68] Wright, A., & De Filippi, P. (2015). Decentralized blockchain technology and the rise of lex cryptographia. Available at SSRN 2580664. [69] Yoo, B., Choudhary, V., & Mukhopadhyay, T. (2002). A model of neutral B2B intermediaries. Journal of Management Information Systems, 19(3), 43-68. [70] Yagil, D. (2006). The relationship of service provider power motivation, empowerment and burnout to customer satisfaction. International Journal of Service Industry Management, 17(3), 258-270.
描述:	碩士國立政治大學資訊管理學系 104356037
資料來源:	http://thesis.lib.nccu.edu.tw/record/#G0104356037
数据类型:	thesis
显示于类别:	[資訊管理學系] 學位論文

文件中的档案:

档案	大小	格式	浏览次数
603701.pdf	3747Kb	Adobe PDF2	259	检视/开启

在政大典藏中所有的数据项都受到原著作权保护.

社群 sharing

著作權政策宣告 Copyright Announcement

1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.

DSpace Software Copyright © 2002-2004 MIT & Hewlett-Packard / Enhanced by NTU Library IR team Copyright © - 回馈