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    题名: 平台生命週期之動態能力研究：以L公司為例
    A study on the dynamic capability of platform lifecycle: Using Company L as an example
    作者: 葉浩
    Yeh, Hao
    贡献者: 傅浚映
    蘇威傑
    Fu, Jyun-Ying
    Su, Wei-Chieh
    葉浩
    Yeh, Hao
    关键词: 動態能力
    平台
    平台生命週期
    流行音樂產業
    Dynamic capabilities
    Platform
    Platform lifecycle
    Pop music industry
    日期: 2022
    上传时间: 2022-04-01 15:09:50 (UTC+8)
    摘要: 平台商業模式從2000年初開始快速興起成為最炙手可熱的商業模式，席捲世界各地舊有的線性價值鏈。除了亞馬遜、Google、Meta、微軟等科技巨擘，皆是利用平台商業模式的力量在改變世界。2019年全球200多家獨角獸企業亦有七成屬於平台企業，可見至今還有許多新創企業透過平台商業實踐創新。流行音樂產業亦是受到平台模式的席捲的產業之一，數位音樂串流平台如Spotify、Apple Music等已經取代過去唱片公司之價值鏈。本研究之個案公司即是在流行音樂產業中，利用平台商業模式創新之一例。

    動態能力即是描述企業面對變化，如何發現、應對、調整並建立持續性競爭優勢之理論架構。在平台模式下，商業環境的變化非常快，平台除了面對生態系外的環境變動，生態系內參與者的變動也很頻繁。因此本研究夠過深度訪談分析個案企業之「感知、獲取、轉化」三大動態能力與整合能力，在平台生命週期中之展現，歸納平台企業在「誕生期」與「擴張期」下，與之相關的動態能力，並發現其動態能力相關性的轉變，與生命週期階段下企業之策略目的有所關聯，最後亦歸納整合能力在上述兩階段下所扮演的角色。
    The platform business model has rapidly emerged as the hottest business model since the early 2000s, sweeping through old linear value chains around the world. In addition to Amazon, Google, Meta, Microsoft and other technology giants, all of which are using the power of the platform business model to change the world, 70% of the world`s 200+ unicorns in 2019 are also platform companies, showing that many new start-ups are still innovating through platform business. The pop music industry is also one of the industries swept up by the platform model, with digital music streaming platforms such as Spotify and Apple Music replacing the value chain of record labels in the past. The case study is an example of innovation in the popular music industry using the platform business model.

    Dynamic capability is a theoretical framework that describes how a company can identify, respond, adjust, and build a sustainable competitive advantage in the face of change. In the platform model, the business environment changes very fast, the platform faces not only the environmental changes outside the ecosystem, but also the changes of the participants within the ecosystem. Therefore, this study analyzes the three dynamic capabilities of "perceiving, acquiring, and transforming" and the integration capabilities of the case companies in the platform life cycle through in-depth interviews, and summarizes the dynamic capabilities of the platform companies in the "birth" and "expansion" periods. We also found that the changes of dynamic capabilities are related to the strategic objectives of the company in the life cycle stage, and finally, we summarized the role of integration capabilities in the above two stages.
    參考文獻: 1. 文化部. (2018). 107年流行音樂產業調查報告.
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    4. 黃舒駿. (2006). 數位時代台灣流行音樂產業之競爭動態與商業模式. 臺灣大學國際企業學研究所學位論文, 1-88.
    5. 經濟日報. (2021). 數位轉型學院長詹文男與流行音樂中心董事長黃韻玲 深入對談.
    6. 數位時代. (2020). 串流主導市場營收，將帶給音樂產業什麼樣的轉變？.
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    13. Helfat, C. E., & Campo-Rembado, M. A. (2016). Integrative capabilities, vertical integration, and innovation over successive technology lifecycles. Organization Science, 27(2), 249-264.
    14. Helfat, C. E., & Peteraf, M. A. (2009). Understanding dynamic capabilities: progress along a developmental path. In (Vol. 7, pp. 91-102): Sage publications Sage UK: London, England.
    15. Helfat, C. E., & Raubitschek, R. S. (2018). Dynamic and integrative capabilities for profiting from innovation in digital platform-based ecosystems. Research Policy, 47(8), 1391-1399.
    16. Henderson, R. (1994). The Evolution of Integrative Capability: Innovation in Cardiovascular Drug Discovery. Industrial and Corporate Change, 3(3), 607-630. doi:10.1093/icc/3.3.607
    17. Lohmann, G., & Koo, T. T. R. (2013). The airline business model spectrum. Journal of Air Transport Management, 31, 7-9. doi:10.1016/j.jairtraman.2012.10.005
    18. Moore, J. F. (1993). Predators and prey: a new ecology of competition. Harvard business review, 71(3), 75-86.
    19. Rochet, J.-C., & Tirole, J. (2003). Platform Competition in Two-Sided Markets. Journal of the European Economic Association, 1(4), 990-1029. doi:10.1162/154247603322493212
    20. Teece, D. J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15(6), 285-305.
    21. Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350. doi:10.1002/smj.640
    22. Teece, D. J. (2016). Profiting from Innovation in the Digital Economy: Standards, Complementary Assets, and Business Models In the Wireless World.
    23. Teece, D. J. (2017). Dynamic Capabilities and (Digital) Platform Lifecycles. In (pp. 211-225): Emerald Publishing Limited.
    24. Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40-49. doi:10.1016/j.lrp.2017.06.007
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    描述: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    108363100
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0108363100
    数据类型: thesis
    DOI: 10.6814/NCCU202200378
    显示于类别:[企業管理研究所（MBA學位學程）] 學位論文

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