政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/152659
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文筆數/總筆數 : 113311/144292 (79%)
造訪人次 : 50936403      線上人數 : 957
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜尋範圍 查詢小技巧：
  • 您可在西文檢索詞彙前後加上"雙引號"，以獲取較精準的檢索結果
  • 若欲以作者姓名搜尋，建議至進階搜尋限定作者欄位，可獲得較完整資料
    •  進階搜尋


    請使用永久網址來引用或連結此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/152659


    題名: 環保筆電的永續服務創新
    Sustainability-Oriented Service Innovation for Eco-Friendly Laptop
    作者: 沈子心
    Shen, Tzu-Hsin
    貢獻者: 柯玉佳
    沈子心
    Shen, Tzu-Hsin
    關鍵詞: 電腦品牌商
    服務創新
    價值共創
    永續概念
    Computer Brand Owners
    Service Innovation
    Value Co-creation
    Sustainability Concepts
    日期: 2024
    上傳時間: 2024-08-05 13:07:17 (UTC+8)
    摘要: 本研究旨在探討台灣電腦品牌商如何透過其推出的永續產品及永續創新服務與客戶達到價值共創。在永續浪潮下，越來越多的消費者重視產品所帶來的服務，而非產品本身 (Lacy & Rutqvist, 2015)，這促使企業發展出「產品服務化」（Product as a Service, PaaS）這一種新的商業模式。為了適應這一趨勢，企業保留產品的所有權，並且透過「永續產品服務系統」(Sustainable Product-Service Systems，SPSS），將永續概念加入產品及服務中，來有效降低對於環境的負面影響，同時滿足消費者對於永續環保的需求。
    本研究以宏碁為研究個案，深入探討其在永續發展方面的策略及行動。宏碁近年來推出了一系列永續相關策略，包括使用再生材料和開發碳中和產品等，並榮獲多項國際永續發展指標的認可，如連續八年入選道瓊永續指數（DJSI）和MSCI ESG領導指標（宏碁永續報告書，2021）。此外，宏碁推出了多項永續創新服務，如 Earth Mission app 和 Acer Device-as-a-Service，這些服務不僅提升了產品的環保性能，還實現了與客戶的價值共創。
    根據 Den Hertog et al.(2010) 提出的服務創新六架構，本研究分析了宏碁在推動永續創新服務時所涉及的各個面向，包括新的服務概念、新的客戶互動、新的業務合作夥伴、新的收入模式、新傳遞系統-個人組織文化以及新傳遞系統-科技。研究發現，宏碁透過延長產品生命週期、建立回收與再利用系統、服務替代產品擁有、多方合作和科技創新等措施，成功地推動了循環經濟和永續發展，並在市場中保持競爭優勢。 

    此外，本研究也透過Prahalad & Ramaswamy (2004) 提出的DART價值共創模型，探討宏碁在推行上述的永續產品及服務時，是如何與客戶達成價值共創。透過訪談和案例分析，本研究展現了宏碁在應對市場法規和消費者需求變化方面的策略，並提出了未來發展的建議。
    綜上所述，本研究認為，電腦品牌商透過服務創新和永續發展策略，不僅能提升自身競爭力，還能實現與客戶的價值共創，推動整個行業向更永續的方向發展。
    This study aims to examine how Taiwanese computer brand owners achieve value co-creation with their customers through their launch of sustainable products and sustainable innovative services. In the wave of sustainability, more and more consumers are emphasizing the services that come with the product rather than the product itself (Lacy & Rutqvist, 2015), which has led enterprises to develop a new business model called Product as a Service (PaaS). In order to adapt to this trend, companies retain ownership of their products and incorporate the concept of sustainability into their products and services through Sustainable Product-Service Systems (SPSS) to effectively minimize the negative impacts on the environment and satisfy consumers' demand for sustainable and environmentally friendly products.
    In this study, Acer is used as a case study to examine its strategies and actions in the area of sustainability. Acer has launched a series of sustainability-related strategies in recent years, including the use of recycled materials and the development of carbon-neutral products. Acer has been recognized by a number of international sustainability indicators, such as being named to the Dow Jones Sustainability Indexes (DJSI) and the MSCI ESG Leadership Indexes for eight consecutive years (Acer Sustainability Reporta, 2021). In addition, Acer has launched a number of sustainability innovations, such as the Earth Mission app and Acer Device-as-a-Service, which not only enhance the environmental performance of products, but also realize value creation with customers.
    Based on the six frameworks of service innovation proposed by Den Hertog et al. (2010), this study analyzes the various facets involved in Acer's sustainable service innovation process, including new service concepts, new customer interactions, new business partners, new revenue models, new delivery systems-individuals' organizational culture, and new delivery systems-technology. The study found that Acer has successfully promoted circular economy and sustainable development and maintained its competitive advantage in the market through measures such as extending product lifecycle, establishing recycling and reuse system, service alternative product ownership, multi-party cooperation, and technological innovation. 

    In addition, this study also examines how Acer achieves value co-creation with its customers in implementing the aforementioned sustainable products and services through the DART value co-creation model proposed by Prahalad & Ramaswamy (2004). Through interviews and case studies, this study demonstrates Acer's strategies in responding to changes in market regulations and consumer demands, and makes recommendations for future development.
    In conclusion, this study concludes that through service innovation and sustainable development strategies, computer brand owners can not only enhance their own competitiveness, but also realize value co-creation with their customers and promote the development of the whole industry in a more sustainable direction.
    參考文獻: 英文文獻
    Barras, R. (1990). Interactive innovation in financial and business services: The
    vanguard of the service revolution. Research Policy, 19(3), 215-228. https://doi.org/10.1016/0048-7333(90)90037-7
    Barbier, E. B. (1987). The concept of sustainable economic development. Environmental Conservation, 14(2), 101-110.
    Cusumano, M. A., Kahl, S. J., & Suarez, F. F. (2015). Services, industry evolution, and the competitive strategies of product firms. Strategic Management Journal, 36(4), 559-575. https://doi.org/10.1002/smj.2235
    den Hertog, P., & Bilderbeek, R. (1999). Conceptualising service innovation and service innovation patterns. Research Report for the SI4S Project, STEP Group, Oslo.
    Den Hertog, P., Van der Aa, W., & De Jong, M. W. (2010). Capabilities for managing service innovation: Towards a conceptual framework. Journal of Service Management, 21(4), 490-514.
    Denzin, N. K. (1978). The research act: A theoretical introduction to sociological method (2nd ed.).
    Dow Jones Sustainability Indices. (2022). Index Overview.
    Eccles, R. G., Ioannou, I., & Serafeim, G. (2012). The Impact of Corporate。Sustainability on Organizational Processes and Performance. Management Science, 60(11), 2835-2857.
    Ellen MacArthur Foundation, Towards a circular economy: Business rationale for an accelerated transition (2015).
    Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business Review Press.
    Lacy, P., & Rutqvist, J. (2015). Waste to Wealth: The Circular Economy Advantage. Palgrave Macmillan.
    Lusch, R. F., & Vargo, S. L. (2014). Service-dominant logic: Premises, perspectives, possibilities. Cambridge University Press.Roy, R. (2000). Sustainable product-service systems. Futures, 32(3-4), 289-299.
    Lawson, B., & Samson, D. (2001). Developing innovation capability in organisations: a dynamic capabilities approach. International Journal of Innovation Management, 5(3), 377-400. doi:10.1142/S1363919601000427
    MSCI ESG Research LLC. (2021). ESG Ratings.
    Pansari, A., & Kumar, V. (2017). Customer engagement: The construct, antecedents, and consequences. Journal of the Academy of Marketing Science, 45(3), 294-311.
    Payne, A. F., Storbacka, K., & Frow, P. (2008). Managing the co-creation of value. Journal of the academy of marketing science, 36, 83-96.
    Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.
    Prahalad, C. K., & Ramaswamy, V. (2000). Co-opting customer competence. Harvard business review, 78(1), 79-90.
    Prahalad, C. K., & Ramaswamy, V. (2004). Co-creation experiences: The next practice in value creation. Journal of interactive marketing, 18(3), 5-14.
    Prahalad, C. K., & Ramaswamy, V. (2004). Co‐creating unique value with customers. Strategy & Leadership, 32(3), 4-9.
    Prahalad, C. K., & Ramaswamy, V. (2004). The future of competition: Co-creating unique value with customers. Harvard Business Press.
    Roy, R. (2000). Sustainable product-service systems. Futures, 32(3-4), 289-299.
    Rubalcaba, L., Michel, S., Sundbo, J., Brown, S. W., & Reynoso, J. (2012). Shaping, organizing, and rethinking service innovation: a multidimensional framework. Journal of Service Management, 23(5), 696-715.
    Saarijärvi, H. (2013). The mechanisms of value co-creation. Journal of Strategic Marketing, 21(5), 381-392.
    S&P Global. (2022). Sustainability Yearbook.
    Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of marketing, 68(1), 1-17.
    Vargo, S. L., & Lusch, R. F. (2008). Service-Dominant Logic: Continuing the Evolution. Journal of the Academy of Marketing Science, 36(1), 1-10.
    Vandermerwe, S., & Rada, J. (1988). Servitization of business: Adding value by adding services. European Management Journal, 6(4), 314-324.
    Yin, R. K. (1994). Case Study Research: Design and Methods. SAGE Publications.
    Zwass, V. (2010). Co-creation: Toward a taxonomy and an integrated research perspective. International Journal of Electronic Commerce, 15(1), 11-48.

    中文文獻
    黃育徵 陳慧琳，2021。循環台灣。台灣：天下雜誌。

    網路參考資料
    17項永續發展目標，上網日期2024年4月22日，檢自： https://globalgoals.tw（資料擷取日期：2024/4/12）
    天下雜誌，2005。擁抱變革DNA — 宏碁。https://www.cw.com.tw/article/5109466 （資料擷取日期：2024/4/27）
    行政院環境保護署回收基管會，2022。臺美合辦電子廢棄物管理網絡國際會議-有9國逾百位專家交流循環減碳的經驗技術。https://enews.moenv.gov.tw/Page/3B3C62C78849F32F/eeef5f4e-babc-4d13-bec9-5d78ff627687 （資料擷取日期：2024/4/12）
    宏碁永續報告書，2021。（資料擷取日期：2024/4/21）
    宏碁永續報告書，2022。（資料擷取日期：2024/4/21）
    宏碁官網，2022。產品回收。https://www.acer.com/sustainability/zh/circular- economies-and-innovation/product-life-cycle/product-recycling（資料擷取日期：2024/4/21）
    宏碁官網a，2024。使命:打破科技與人之間的藩籬。https://www.acer.com/corporate/zh （資料擷取日期：2024/4/25）
    宏碁官網b，2024。Aspire Vero。https://www.acer.com/tw-zh/laptops/aspire/aspire-vero （資料擷取日期：2024/4/25）
    宏碁官網c，2024。How Acer-as-a-Service benefits your business。
    https://emea-daas.acer.com/benefits/ （資料擷取日期：2024/4/25）
    宏碁官網d，2024。Aspire Vero。https://www.acer.com/tw-zh/laptops/aspire/aspire-vero （資料擷取日期：2024/4/25）
    宏碁官網e，2024。Earth Mission App。https://www.acer.com/tw-zh/earth-mission-app （資料擷取日期：2024/4/25）
    宏碁官網f，2024。宏碁啟動「地球計畫」未來怪回收活動。https://news.acer.com/hong-qi-qi-dong-de-qiu-ji-hua-wei-lai-guai-hui-shou-huo-dong （資料擷取日期：2024/4/25）
    宏碁官網g，2024。Acer Climate Lab。https://www.acer.com/tw-zh/sustainability/acer-climate-lab （資料擷取日期：2024/4/22）
    宏碁官網h，2024。Acer Climate Lab。https://www.acer.com/tw-zh/sustainability/acer-climate-lab （資料擷取日期：2024/4/22）
    宏碁官網i，2024。Aspire Vero。https://www.acer.com/tw-zh/laptops/aspire/aspire-vero （資料擷取日期：2024/4/22）
    宏碁官網j，2024。宏碁發表Aspire Vero 16 碳中和筆記型電腦搭載最新Intel. Core Ultra 處理器。https://news.acer.com/hong-qi-fa-biaoaspire-vero-16-tan- zhong-he-bi-ji-xing-dian-nao-da-zai-zui-xinintel-core-ultra-chu-li-qi（資料擷取日期：2024/5/23）
    宏碁官網k，2024。Aspire Vero。https://www.acer.com/tw-zh/laptops/aspire/aspire-vero （資料擷取日期：2024/4/15）
    宏碁官網l，2024。餵我3C舊電池守護地球一起來。https://acerland.acer.com.tw/activity/page/51 （資料擷取日期：2024/4/15）
    宏碁官網m，2024。Acer Climate Lab。https://www.acer.com/tw-zh/sustainability/acer-climate-lab （資料擷取日期：2024/4/15）
    宏碁官網n，2024。Earthion。https://www.acer.com/tw-zh/earthion-mission （資料擷取日期：2024/4/15）
    宏碁官網o，2024。Acer Climate Lab。https://www.acer.com/tw-zh/sustainability/acer-climate-lab （資料擷取日期：2024/4/15）
    宏碁官網p，2024。Earthion。https://www.acer.com/tw-zh/earthion-mission （資料擷取日期：2024/4/30）
    宏碁官網q，2024。餵我3C舊電池守護地球一起來。https://acerland.acer.com.tw/activity/page/51（資料擷取日期：2024/4/30）
    宏碁官網r，2024。餵我3C舊電池守護地球一起來。https://acerland.acer.com.tw/activity/page/51（資料擷取日期：2024/4/30）
    宏碁官網s，2024。宏碁啟動「地球計畫」未來怪回收活動。https://news.acer.com/hong-qi-qi-dong-de-qiu-ji-hua-wei-lai-guai-hui-shou-huo-dong （資料擷取日期：2024/4/30）
    吳俊儀，迎世界地球日 宏碁推新環保筆電. 工商時報. https://www.ctee.com.tw/news/20240423700358-439901（資料擷取日期：2024/5/23）
    陳怡如，工業技術研究院。循環經濟助攻淨零未來。https://www.itri.org.tw/ListStyle.aspx?DisplayStyle=18_content&SiteID=1&MmmID=1036452026061075714&MGID=1217146455276134021 （資料擷取日期：2024/4/16）
    黃琴斐，受惠台商回流效應及雲端服務需求，111年電腦製造業產值創佳績。經濟部統計處。https://www.moea.gov.tw/Mns/dos/bulletin/Bulletin.aspx?kind=9&html=1&menu_id=18808&bull_id=12376 （資料擷取日期：2024/4/17）

    循環台灣基金會官網a，2024。工業循環。https://circular-taiwan.org/practice/technical-cycle/ （資料擷取日期：2024/4/24）
    循環台灣基金會官網b，2024。高價值循環。https://circular-taiwan.org/practice/high-value-utilization-of-resource/
    循環台灣基金會官網c，2024。產品服務化。https://circular-taiwan.org/product-as-a-service/ （資料擷取日期：2024/4/24）
    循環台灣基金會官網d，2024。產品服務化。https://circular-taiwan.org/product-as-a-service/ （資料擷取日期：2024/4/24）
    循環台灣基金會官網e，2024。產品服務化。https://circular-taiwan.org/product-as-a-service/ （資料擷取日期：2024/4/24）
    精湛電腦官網，2024。精技電腦正式與宏碁合作 積極拓展商用版圖。
    https://www.unitech.com.tw/news-detail.aspx?ID=1148 （資料擷取日期：2024/5/2）
    環境部資源循環署 資源回收網，2024。廢電子電器回收處理與再生。https://recycle.moenv.gov.tw/Project/Electronic （資料擷取日期：2024/5/5）
    SGS官網，2024。歐盟廢電子及電器設備(WEEE)處理指令。
    https://www.sgs.com.tw/service/page/4/2/40-electric-electronic-restricted-substances-testing-services/273-weee-37 （資料擷取日期：2024/5/13）
    Brundtland, G. H. (1987). Our Common Future: Report of the World Commission on. Environment and Development. Geneva, UN-Dokument A/42/427. Retrieved June 12 2024, from http://www.un-documents.net/ocf-ov.htm
    Circularity, 2024. Product-as-a-Service (PaaS). Retrieved June 12 2024, from
    https://circularity.com/en/circularguide/paas-product-as-a-service/
    European Commission, 2024. Waste from Electrical and Electronic Equipment. (WEEE)。Retrieved June 12 2024, from https://environment.ec.europa.eu/topics/waste-and-recycling/waste-electrical-and-electronic-equipment-weee_en
    IDC, 2024. Global PC Shipments Return to Growth and Pre-Pandemic Volumes in. the First Quarter of 2024, According to IDC Tracker. Retrieved June 12 2024,from https://www.idc.com/getdoc.jsp?containerId=prUS52019024
    Robbie Kellman Baxter, 2024. Building a DaaS Subscription Business in Europe With Acer’s Mailin Jappé. Retrieved June 12 2024, from https://robbiekellmanbaxter.com/building-a-daas-subscription-business-in-europe-with-acers-mailin-jappe/
    UN General Assembly. (1972, December 15). United Nations Conference on the Human Environment (A/RES/2994). UN General Assembly. Retrieved June 12 2024, from https://www.refworld.org/legal/resolution/unga/1972/en/9934
    UN General Assembly. (1994, January 20). United Nations Framework Convention on Climate Change: Resolution adopted by the General Assembly (A/RES/48/189).
    UN General Assembly. Retrieved June 12 2024, from https://www.refworld.org/legal/resolution/unga/1994/en/26583
    United Nations. (2015). Transforming our world: The 2030 agenda for sustainable. development. Resolution adopted by the General Assembly on 25 September 2015, 42809, 1-13. Retrieved June 12 2024, from https://doi.org/10.1007/s13398-014-0173-7.2
    UNITAR, 2024. Global e-Waste Monitor 2024: Electronic Waste Rising Five Times. Faster than Documented E-waste Recycling. Retrieved June 12 2024, from https://unitar.org/about/news-stories/press/global-e-waste-monitor-2024-electronic-waste-rising-five-times-faster-documented-e-waste-recycling

    WORLD ECONOMIC FORUM, 2022. What is the circular economy, and why does. it matter that it is shrinking? Retrieved June 12 2024, from https://www.weforum.org/agenda/2022/06/what-is-the-circular-economy/
    描述: 碩士
    國立政治大學
    科技管理與智慧財產研究所
    111364130
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0111364130
    資料類型: thesis
    顯示於類別:[科技管理與智慧財產研究所] 學位論文

    文件中的檔案:

    檔案 描述 大小格式瀏覽次數
    413001.pdf1937KbAdobe PDF0檢視/開啟


    在政大典藏中所有的資料項目都受到原著作權保護.


    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 ©   - 回饋