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    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/49534


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    題名: 平台型開放式企業的形塑過程：i mode 與 blade.org 個案探討
    Formation of the open platform：case studies of i-mode and blade.org
    作者: 黃繼平
    Huang, Ji Ping
    貢獻者: 管康彥
    黃繼平
    Huang, Ji Ping
    關鍵詞: 開放式創新
    平台領導
    協作社群
    開放平台
    i-mode
    Blade.org
    open innovation
    platform leadership
    collaborative community
    open platform
    i-mode
    Blade.org
    日期: 2009
    上傳時間: 2010-12-08 13:19:00 (UTC+8)
    摘要: 自從二十世紀末以來，管理學者就開始高倡環境不再穩定，企業必須做出相應的改變，才能維持競爭優勢，持續生存下去。為了適應當今的動盪環境，企業發展出網絡式組織的型態，甚至形成跨越組織、互補共存的「平台」與「社群」。同時，企業也發覺自己無法掌握所有的創新靈感、人才、資源，必須跨越組織的疆界，向外尋求協助，進行「開放式創新」。新型態的組織正在成形，尤其發生在高知識密集或者高科技產業中。台灣以高科技產業聞名事業，供應鏈佈局全球，不久的未來(甚至是現在)極有可能產生諸多新型態的組織，因此我們不得不重視這樣的趨勢。
    本論文在文獻探討的部分，把焦點放在三大議題上：開放式創新、平台企業、協作社群。吾人試圖尋找這些互異現象的整合架構，從學者的文獻中規納理論架構，找出形塑「開放平台」的重要面向，分別是「核化」與「拔尖」。接著以NTT DoCoMo從1990年代開始發展的i-mode平台，以及IBM在2005年成立的Blade.org社群作為分析個案，用以證實該理論架構的可行性。
    最後，本論文歸納出以下結論：首先，企業建構平台時，須運用組織內部資源，但擺脫組織惰性；其次，當企業本身對平台控制程度高時，由企業來形塑平台的使命陳述。企業本身對平台的控制程度低時，平台需要有替代機制，為平台擬定發展方向；第三，發展平台須掌握最小限度的控制，最大程度的發揮；第四，尋求外部連結必須儘量跨越產業，讓平台有更多不同的應用，使平台擴大；第五，平台的形塑過程是個動態過程。
    Management scholars claim the business environment has been dramatically change since the end of 20th century. Enterprises have to respond the transformation of such environment in order to pursue the sustainable advantage and constant deveplopment. To adapt to the dynamic and using knowledge efficiently and effective, enterprise has changed from bureaucracy to networking and cross-boundary organization, which are the so-call platform or community type organization. In the meantime, enterprises gradually find out that they are unable to deal with all the ideas, human resources and corporate assets. Instead, they have to cross the boundary, seek assistance from outside innovators. New type of organization is going to emerge, especially in the knowledge-intensive or high technology industries. Taiwan is world-famous for its development of high technology industry. Also, networking connections among the high-tech companies are widely expanding all over the world. Therefore, it is expectable that the new type of organization will be formed in Taiwan in the near future, and it worthwhile for us to pay attention to the trend.
    In the content of this paper, the literature review is primarily focused three major issues: open innovation, platform enterprises and collaborative communities. This paper has tried to put the three different kinds of system into an integrated framework, together with inclusion from the scholars` theories, to conclude that an open platform can be formed in two dimensions. These two dimensions are called "coring" and "tipping". To conduct a case study, the research also chose for purpose of analysis and attempted to prove the feasibility of the integrated framework. The cases were obtained from business operational phenomena of companies respectively: i-mode which is owned by NTT DoCoMo, and Blade.org, which is owned by IBM.
    The research came to the conclusions in five aspects. First, while building the open platform, enterprise should manipulate the resource of the existing business and try to shed the inertia as well as the bureaucracy. Second, a platform leader has to mould the mission statement for the platform controlled by the leader in a great degree. If the platform is not close to the leader, the leader has to create a substitute institution to replace the function of the leader. Third, a manager has to maintain minimum control to facilitate the members of the platform to develop the function and performance heartily by their own. Fourth, a platform leader should try its best to connect with the outside innovation across the industries and develop various applications for easy access. Fifth, formation of the open platform is always a dynamic process.
    參考文獻: 一、 中文文獻
    1. 王雅音譯(1998)，D. Quinn Mills & Bruce Friesen著，浴火重生IBM─IBM的過去、現在與未來剖析，台北市，遠流出版事業股份有限公司。
    2. 李瑞芬譯(2006)，Tony Davila，Mark J. Epstein，Robert Shelton著，創新地圖，台北市，台灣培生教育出版股份有限公司。
    3. 吳鴻信譯(2001)，i-mode行動上網完全攻略，EC研究會與The Society for A Study of E-Publishing研究會，台北市，尼羅河書房。
    4. 周文祥、幕心、謝莉、左潤譯(1998)，Peter Drucker著，巨變時代的管理，台北市，中天出版社。
    5. 施振榮(2000)，iO聯網組織─知識經濟的經營之道，台北市，天下生活出版股份有限公司。
    6. 尚榮安譯(2005)，Robert K.Yin著，個案研究法，台北市，弘智文化事業股份有限公司。
    7. 袁世珮譯(2000)，Robert Slater著，搶救IBM─葛斯納再造藍色巨人之路，台北市，美商麥格羅‧希爾國際股份有限公司 台灣分公司。
    8. 許景翔、歐俊男(2005)，Walter Nicholson，個體經濟學：理論與應用，台北市，雙葉書廊有限公司，P.531。
    9. 黃怡華譯(1998)，松永真理箸，i-mode縮短夢想與實際的距離，台北市，台灣國際角川書店股份有限公司。
    10. 廖建容、楊美齡、周宜芳譯(2007)，Gary Hamel著，管理大未來，台北市，天下遠見出版股份有限公司。
    11. 劉滌昭譯(2006)，末松千尋著，京都式經營策略，台北市，遠流出版事業股份有限公司。
    12. 韓燕甯(2008)，從開放式創新觀點探討NTT DoCoMo平台式經營模式，政治大學企業管理學系碩士論文。
    13. 蕭秋梅譯(2001)，夏野剛著，i-mode贏的策略 開啟行動商務的新大陸，台北市，經濟新潮社。
    14. 蕭富豐、李田樹譯(2005)，Peter Drucker著，創新與創業家精神，台北市，臉譜出版 城邦文化事業股份有限公司。
    二、 英文文獻
    1. Blade.org: The Snowball Effect, 2007, Clabby Analatics.
    2. Boudreau, Kevin J. & Karim R. Lakhani, 2009, “How to Manage Outside Innovation”, MIT Sloan Management Review, Vol.50, No.4, pp.64-76.
    3. Chesbrough, Henry, 2007a, “Why Companies should Have Open Business Models”, MIT Sloan Management Review, Vol.48, No.2, pp.22-27.
    4. Chesbrough, Henry, 2007b. “Business model innovation: it`s not just about technology anymore”, Strategy & Leadership, Vol.35, No.6, pp.12-17.
    5. Chesbrough, Henry W., 2003, “The Era of Open Innovation”, MIT Sloan Management Review, Vol.44, No.3, pp.35-41.
    6. Cusumano, Michael A. & Annabelle Gawer, 2002, “The Elements of Platform Leadership”, MIT Sloan Management Review, Vol.43, No.3, pp.51-58.
    7. Dahlander, Linus & David M. Gann, 2010, “How open is innovation?”, Research Policy, Vol.39, pp.699-709.
    8. Enkel, Ellen, Oliver Gassmann & Henry Chesbrough, 2009, “Open R&D and open innovation: exploring the phenomenon”, R&D Management, Vol.39, No.4, pp.311-316.
    9. Gawer, Annabelle & Michael A. Cusumano, 2008,” How Companies Become Platform Leaders”, MIT Sloan Management Review, Vol.49, No.2, pp.28-35.
    10. Giesen, Edward, Saul J. Berman, Ragna Bell & Amy Blitz, 2007. “Three ways to successfully innovate your business model”, Strategy& Leadership, Vol.35, No.6, pp.27-29.
    11. Ho, Yung-Ching, Hui-Chen Fang & Jing-Fu Lin, 2010, “Value Co-creation in Business Models: Evidence from Three Cases Analysis in Taiwan”, The Business Review, Cambridge, Vol.15, Num.2.
    12. IBM 2009 annual report.
    13. NTT DoCoMo 1998-2009 annual report.
    14. Peltokorpi, Vesa, Ikujiro Nonaka & Mitsuru Kodama, 2007, “NTT DoCoMo’s Launch of I-Mode in the Japanese Mobile Phone Market: A Knowledge Creation Perspective”, Journal of Management Studies, Vol.44, No.1, pp.51-72.
    15. Kodama, Mitsuru, 2009, “Boundaries Innovation and Knowledge Integration in the Japanese Firm”, Long Rang Planning, Vol.42, pp.463-469.
    16. Man, Ard-Pieter de, 2004, “The Net work Economy Strategy, Structure and Management”, Edward Elgar Publishing Limited, P.xv, P.1.
    17. Miles, Raymond E., Grant Miles, Charles C. Snow, Kirsimarja Blomqvist & Hector Rocha, 2009, “The I-Form Organization”, California Management Review, Vol.50, No.4, pp.61-76.
    18. Miles, Raymond E., Grant Miles & Charles C. Snow, 2006, “Collaborative Entrepreneurship: A Business Model for Continuous Innovation”, Organizational Dynamics, Vol.35, No.1, pp.1-11.
    19. Miles, Raymond E. & Charles C. Snow, 2006, “Organization theory and supply chain management: An evolving research perspective”, Journal of Operations Management, Vol.25, pp.459-463.
    20. Munsch, Kenneth, 2009, “OPEN MODEL INNOVATION”, Research-Technology Management, pp.48-52.
    21. Perrons, Robert K., 2009, “The open kimono: How Intel balance trust and power to maintain platform leadership”, Research Policy, Vol.38, pp.1300-1312.
    22. Schumpeter, J.A., 1934, “The Theory of Economic Development”, Chambridge, Mass., Harvard University Press.
    23. Simanis, Erik & Stuart Hart, 2009, “Innovation From the Inside Out”, MIT Sloan Management Review, Vol.50, No.4, P.78.
    24. Snow, Charles C., Øystein D. Fjeldstad, Christopher Lettl& Raymond E. Miles, 2009, “Organizing Continuous Product Development and Commercialization: The Collabortive Community of Firms Model”, Journal of Product Innovation Management.
    25. Strikwerda, J. & J.W. Stoelhorst, 2009, “The Emergence and Evolution of the Multidimensional Organization”, California Management Review, Vol.51, No.4, pp.11-31.
    26. Van der Meer, J.D., 1996, “Profile of an Innovative Organization”, Productivity and Quality Management.
    27. Zott, Christoph & Raphael Amit, 2009, “Business Model Design: An Activity System Perspective”, Long Rang Planning.
    三、 網站資料
    1. Blade.org 英文網站：http://www.blade.org/
    2. NTT DoCoMo公司英文網站： http://www.nttdocomo.com/index.html
    3. IBM公司英文網站：http://www.ibm.com/us/en/
    描述: 碩士
    國立政治大學
    企業管理研究所
    97355041
    98
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0097355041
    資料類型: thesis
    顯示於類別:[企業管理學系] 學位論文

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