Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/62061
|
| Title: | 新創事業掌握創業機會與調整營運模式之探索性研究
Seizing Entrepreneurial Opportunities and adapting Business Models of New Ventures: An Exploratory Research |
| Authors: | 蘇惟宏
Su, Wei Hung |
| Contributors: | 于卓民
溫肇東
蘇惟宏
Su, Wei Hung |
| Keywords: | 營運模式
新創事業
獲利能耐
在地智慧
快速商品化
business model
new ventures
profitability capabilities
local intelligence
commercialization |
| Date: | 2013 |
| Issue Date: | 2013-12-03 13:20:39 (UTC+8) |
| Abstract: | 網際網路(Internet)於1990年代中期蓬勃發展以來，營運模式(business model, BM)成為創投業者(venture capitalists, VCs)評估新興dotcom廠商能否在競爭中勝出的準則。從相關文獻指出，成功的營運模式不僅可形塑新產業，甚且重新分配新價值。因此，營運模式對廠商在市場的持續競爭力，求取生存與成長，具有重大的影響。
市場競爭的本質是以動態呈現，本研究嘗試探索具有動態性之營運模式架構。依循Eisenhardt(1989)個案研究法，本研究以6個新創廠商個案進行深度訪談，將訪談逐字稿進行逐句、逐段分析，歸納整理個案研究發現，並進行跨個案分析以取得個案的型態(pattern)。
從個案研究發現與分析，廠商必須面對環境、技術及競爭者等不確定性因素，廠商的營運模式須從外部不確定性因素中，發現具有利基的創業機會，也就是：廠商須提出能夠打造具利基市場之定位與地位之「價值主張」，以及提供生存與成長的動能之「獲利能耐」。從本研究發現與分析萃取出4個營運模式要素，亦即：廠商必須能夠擁有與動員「關鍵資源與能力」；建立「網絡與平台分享機制」；注重能夠產生領導趨勢、深度體驗及高築障礙之「產品/服務之設計與品質」；充分發揮擴展共創雙贏之「在地智慧」。然而，營運模式在動態的環境中，並非一成不變，廠商必須持續透過「配適、校準、嘗試錯誤及快速商品化」之動態調整機制，才可讓營運模式具有與時俱進的持續競爭力。
In mid of 1990’s, the era of Internet booming, business models (BMs) had become the most important evaluation tools of venture capitalists to emerging dotcoms whether they can be successful competition from the market or not. From the literature review, it showed that the successful BM not only had reshaped the whole industry, but also had redistributed billions of dollars of value. For above reasons, BMs heavily influence to firms’ performance for getting survival and growth in competitive markets.
The competitive nature of markets presents a dynamic characteristic. Under this circumstance, this research tries to explore the architecture of BM that is with the adapting mechanisms to a dynamic and competitive market. The research employs case study methodology and conducts 6 new venture cases. The first research question is to explore new ventures how to seize entrepreneurial opportunities. It can be found out new ventures how to confront uncertainties including environments, technologies, and competitors, which construct antecedents of BMs. From research findings, there are two antecedents, one is value propositions which make firms to craft a special position in a niche market, and the other is profitability capabilities. The second research question is to explore new ventures how to build up BMs and adapt to the dynamic settings. Extracting of case studies findings, there are four elements, including key resources and capabilities, sharing mechanism in network and platform, design and quality in products/services, local intelligence. Also, from the research findings, there are four mechanisms of dynamic adaptation, including alignment, fit, trial and error, and commercialization.
In the dynamic markets, the optimal status to BMs is to adapt and renew automatically. On one hand, it makes firms to sense and seize opportunities which are coming from external uncertainties; on the other hand, firms have to keep their BMs on the right trajectory with mechanisms of dynamic adaptation. BMs with adapting mechanisms can make firms keep competitive advantages.
"第一章 緒 論 1
第一節 研究背景與動機 1
第二節 研究目的與研究問題 5
第三節 研究範圍與研究流程 6
第四節 全文內容概述 8
第二章 文獻探討 9
第一節 營運模式相關文獻綜述 9
第二節 dotcom泡沫前的文獻–夢幻新世界的起滅 11
第三節 dotcom泡沫後的文獻–回歸崇本務實，以客為尊以利為主 14
第四節 現有營運模式文獻脈絡與發展 19
第五節 有關創業機會文獻探討 25
第六節 文獻探討小結 30
第三章 研究方法 33
第一節 研究設計的選擇 33
第二節 個案選取原則與資料蒐集 36
第四章 個案分析與研究發現 39
第一節 個案綜述 39
第二節 廠商掌握創業機會分析與研究發現 51
第三節 營運模式之要素分析與研究發現 80
第四節 營運模式之動態調整機制分析與研究發現 141
第五章 綜合分析與命題推導 160
第一節 新創事業掌握創業機會分析與命題推導 160
第二節 營運模式要素分析與命題推導 167
第三節 營運模式動態調整機制分析與命題推導 181
第四節 動態性結構與討論 190
第六章 結論與建議 195
第一節 結 論 195
第二節 管理意涵 199
第三節 研究貢獻、研究限制及後續研究建議 203
參考文獻 206 |
| Reference: | 王鴻鈞，2011。新事業構型及其績效之探索研究：策略、營運模式、資源及環境變數之整合。未出版之博士論文，國立成功大學企業管理學系。
何英煒(2010年8月10日)。飛捷產能全滿 林口大擴建。工商時報。
吳姿瑩(2012年1月17日)。遷廠完成 飛捷產能逐季增加。工商時報。
林佳儀(2012年1月11日)。網購成衣Lativ年終上看百萬。聯合報。
林信興、劉常勇，2008。系統性「商業模式」之觀念架構。創業管理研究，3卷3期：119-145.
施百俊，2003。事業模式創新之研究。未出版之博士論文，國立台灣大學商學研究所。
胡俊傑，2010。由服務創新及資源基礎觀點探討休閒漁業營運模式-以澎湖海上平台為例。未出版之博士論文，國立嘉義大學管理研究所。
郭國泰，2008。軟體商業生態系統中利基者經營模式之變遷：以資訊安全軟體公司為例。未出版之博士論文，國立政治大學企業管理研究所。
黃照貴，2001。導入網際探勘技術以支援電子商務經營-競爭策略與效益分析。未出版之博士論文，國立成功大學企業管理學系。
熊彼得(Schumpeter, J.)著(2005)。經濟發展理論(The Theory of Economic Development，何畏、易家詳等譯)台北市：左岸文化。(原作1934年出版)
盧希鵬、林娟娟、許晉龍、李明仁，2006。以經驗經濟學之角度再探電子商務經營模式與營運策略。中山管理評論，14卷4期：847-880.
盧俊成，1998。網際網路的典範轉移暨網路市場與新興經營模式之探索性研究。未出版之博士論文，國立台灣大學商學研究所。
蕭景岳(2012年1月19日)，柯達聲請破產保護。電子時報。
蘇惟宏、于卓民，2013。創業者如何掌握創業機會。產業與管理論壇，15卷3期：4-26.
Afuah, A., & Tucci, C. (2001). Internet Business Models and Strategies: Text and Cases. New York: McGraw-Hill.
Ahuja, G., & Lampert, C. (2001). “Entrepreneurship in the large corporation: a longitudinal study of how established firms create breakthrough inventions” Strategic Management Journal, Vol. 22, 521-543.
Akerlof, G. (1970). “The Market for “Lemons”: Quality Uncertainty and Market Mechanism.” The Quarterly Journal of Economics, Vol. 84(3), 488-500.
Alt, R., & Zimmermann, H. (2001). “Preface: Introduction to Special Section – Business Models,” Electronic Markets, Vol. 11(1), 3-9.
Amit, R., & Zott, C. (2001). “Value Creation in E-business,” Strategic Management Journal, Vol. 22, 493-520.
Ardichvili, A., Cardozo, R., & Ray, S. (2003). “A Theory of Entrepreneurial Opportunity Identification and Development.” Journal of Business Venturing, Vol. 18(1), 105-123.
Arrow, K. (1985). “The Economics of Agency.” In Pratt, J., & Zeckhauser, R. (Eds), Principals and Agents: The Structure of Business, 37-51, Boston: Harvard Business School Press.
Baum, J. (1996). “Organizational Ecology.” In Clegg, S., Hardy, C., & Nord, S. (Eds), Handbook of Organization Studies, 71-108, London, UK: Sage.
Baum, J., Calabrese, T., & Silverman, B. (2000). “Don’t Go it Alone: Alliance Network Composition and Startups’ Performance in Canadian Biotechnology.” Strategic Management Journal, Vol.21(3), 267–294.
Bossidy, L., & Charan, R. (2002). Execution: The Discipline of Getting Things Done. New York: Crown Business.
Burt, R. (1992). Structural Holes: The Social Structure of Competition. Cambridge: Harvard University Press.
Casadesus-Masanell, R. & Ricart, J. (2011).“How to Design A Winning Business Model” Harvard Business Review, Vol. 89(Jan-Feb), 100-107.
Casson, M. (1982). The Entrepreneur. Northampton: Edward Elgar Publishing, Inc.
Chesbrough, H. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Boston: Harvard Business School Press.
Chesbrough, H. (2006). Open business Models: How to Thrive in the New Innovation Landscape. Boston: Harvard Business School Press.
Chesbrough, H. (2010). “Business Model Innovation: Opportunities and Barriers.” Long Range Planning, Vol. 43, 354-363.
Chesbrough, H., & Rosenbloom, R. (2002). “The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation’s Technology Spin-off Companies.” Industrial and Corporate Change, Vol. 11(3), 529-555.
Dill, W. (1958). “Environment as an Influence on Managerial Autonomy.” Administrative Science Quarterly, Vol. 2(4), 409-443.
Drazin, R., & Van de Ven, A. (1985). “Alternative Forms of Fit in Contingency Theory.” Administrative Science Quarterly, Vol. 30(4), 514-539.
Eckhardt, J., & Shane, S. (2003). “Opportunities and Entrepreneurship.” Journal of Management, Vol. 29(3), 333-349.
Eisenhardt, K. (1989). “Building Theories from Case Study Research.” Academy of Management Review, Vol. 14(4), 532-550.
Eisenhardt, K. (2007). “Theory Building from Cases: Opportunities and Challenges.” Academy of Management Journal, Vol. 50(1), 25-32.
Essler, U., & Whitaker, R. (2001). “Rethinking E-commerce Business Modeling in Terms of Interactivity.” Electronic Markets, Vol. 11(1), 10-16.
Eyring, M., Johnson, M., & Nair, H. (2011). “New Business Models In Emerging Markets.” Harvard Business Review, Vol. 89(1), 89-95.
Gambardella, A., & McGahan, A. (2010). “Business-Model Innovation: General Purpose Technologies and their Implications for Industry Structure.” Long Range Planning, Vol. 43(2), 262-271.
Gardner, M. (2000). The Annotated Alice, Definitive Edition. New York: Norton & Co. Inc.
Gilbert, C. & Eyring, M. (2010).“Beating the Odds When You Launch a New Venture.” Harvard Business Review, Vol.88(5), 92-98.
Glaser, B., & Strauss, C., (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. New York: Aldine.
Govindarajan, V., & Trimble, C., (2011). “The CEO’s Role In Business Model Reinvention.” Harvard Business Review, Vol. 89(1-2), 108-114.
Granovetter, M. (1973). “The Strength of Weak Ties.” American Journal of Sociology, Vol. 78(6), 1360-1380.
Hamel, G. (2000). Leading the Revolution. Boston: Harvard Business School Press.
Hayek, F. (1945). “The Use of Knowledge in Society.” American Economic Review, Vol. 35(4), 519-530.
Hoang, H., & Antoncic, B. (2003). “Network-based Research in Entrepreneurship: A Critical Review.” Journal of Business Venturing, Vol. 18(2), 165-187.
Ireland, R., Hitt, M., & Sirmon, D. (2003). “A Model of Strategic Entrepreneurship: The Construct and its Dimensions.” Journal of Management, Vol. 29(6), 963-989.
Johnson, M. (2010). Seizing the White Space: Business Model Innovation for Growth and Renewal. Boston: Harvard Business School Press.
Johnson, M., Christensen, C., & Kagermann, H. (2008). “Reinventing Your Business Model.” Harvard Business Review, Vol. 86(12), 50-59.
Kim, W., & Mauborgne, R. (2005). Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston: Harvard Business School Press.
Kirzner, I. (1973). Competition and Entrepreneurship. Chicago: University of Chicago Press.
Krackhardt, D. (1995). “Entrepreneurial Opportunities in an Entrepreneurial Firm: A Structural Approach.” Entrepreneurship: Theory & Practice, Vol.19(3), 53–69.
Knight, F. (1921). Risk, Uncertainty and Profit. Chicago: University of Chicago Press.
Leonard-Barton, D. (1992). “Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development.” Strategic Management Journal, Vol. 13(S1), 113-125.
Leonard-Barton, D. (1995). Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation. Boston: Harvard Business School Press.
Levitt, B., & March, J. (1988). “Organizational Learning.” Annual Review of Sociology, Vol. 14, 319-340.
Lieberman, M., & Montgomery, D. (1988). “First-mover Advantages.” Strategic Management Journal, Vol. 9(S1), 41-58.
Lipparini, A., & Lorenzoni, G. (1993). “Organizational Architecture, Inter-firm Relationships and Entrepreneurial Profile: Findings from a Set of SMEs.” In: Churchill, N.S., et al. (Eds.), Frontiers of Entrepreneurship Research, 370–384.
Lorenzoni, G., & Lipparini, A. (1999). “The Leveraging of Interfirm Relationships as a Distinctive Organizational Capability: A Longitudinal Study.” Strategic Management Journal, Vol. 20(4), 317-338.
Magretta, J. (2002). “Why Business Models Matter.” Harvard Business Review, Vol. 80(5), 86-92.
March, J. (1991). “Exploration and Exploitation in Organizational Learning.” Organization Science, Vol. 2 (1), 71-87.
March, J. (1994). A Primer on Decision Making: How Decisions Happen. New York: The Free Press.
Markides, C., & Geroski, P. (2005). Fast Second: How Smart Companies Bypass Radical Innovation to Enter and Dominant New Market. San Francisco, CA: Jossey-Bass.
McGrath, R., (2001). “Exploratory Learning, Innovative Capacity, and Managerial Oversight.” Academy of Management Journal, Vol. 44(1), 118–131.
McGrath, R. (2011). “When Your Business Model Is in Trouble.” Harvard Business Review, Vol. 89(1): 96-98.
McEvily, B., & Zaheer, A. (1999). “Bridging Ties: A Source of Firm Heterogeneity in Competitive Capabilities.” Strategic Management Journal, Vol.20(12), 1133–1156.
Mitchell, D., & Coles, C. (2003). The Ultimate Competitive Advantage: Secrets of continually Developing a more Profitable Business Model. San Francisco: Berrett-Koehler Publishers, Inc.
Morris, M., Schindehutte, M., & Allen, J. (2005). “The Entrepreneur’s Business Model: Toward a Unified Perspective.” Journal of Business Research, Vol. 58(6), 726-735.
Mullins, J., & Komisar, R. (2009). Getting to Plan B: Breaking Through to a Better Business Model. Boston: Harvard Business School Press.
Nunes, P., & Breens, T. (2011). “Reinvent Your Business before It’s too Late.” Harvard Business Review, Vol. 89(1-2): 80-87.
O’Daniel, T. (2001). “A Value-added Model for Electronic Commerce.” Electronic Markets, Vol. 11(1), 27-43.
Osterwalder, A., & Pigneur. Y. (2009). Business Model Generation. Self Published. ISBN: 978-2-8399-0580-0. http://www.businessmodelgeneration.com.
Penrose, E. (1959). The Theory of the Growth of the Firm. New York, NY: Oxford University Press.
Porter, M. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. New York, NY: Free Press.
Porter, M. (1996). “What is Strategy?” Harvard Business Review, Vol. 74(6), 61-78.
Porter, M. (2001). “Strategy and the Internet.” Harvard Business Review, Vol. 79(3), 62-78.
Powell, T. (1992). “Organizational Alignment as Competitive Advantage.” Strategic Management Journal, Vol. 13(2), 119-134.
Pramataris, K., Parakyriakopoulos, D., Lekakos, G., & Mylonopoulos, N. (2001). “Personalized Interactive Advertising: The iMEDIA Business Model.” Electronic Markets, Vol. 11(1), 17-25.
Rosenzweig, P. (2007). The Halo Effect and the Eight Business Delusions that Deceive Managers. New York: Free Press.
Rumelt, R. (1987). “Theory, Strategy, and Entrepreneurship.” In Teece, D. (Eds), The Competitive Challenge: Strategies for Industrial Innovation and Renewal. New York: Harper and Row.
Saban, K. (2001). “Strategic Preparedness: A Critical Requirement to Maximizing E-commerce Investments.” Electronic Markets, Vol. 11(1), 26-36.
Sabherwal, R., Hirschheim, R., & Goles, T. (2001). “The Dynamics of Alignment: Insights from a Punctuated Equilibrium Model.” Organization Science, Vol. 12(2), 179-197.
Sarasvathy, S., Dew, N., Velamuri, S., & Venkataraman, S. (2010). “Three Views of Entrepreneurial Opportunity.” In Acs, Z., & Audretsch, D. (Eds), Handbook of Entrepreneurship Research. (2nd ed., 77-96) New York: Springer Science+Business Media, LLC.
Schroeder, R., Buckman, J., & Cardozo, R. (1996). New Value Creation: The Next Development in Quality Management. White Paper, Carlson School of Management, University of Minnesota, Minneapolis.
Shafer, S., Smith, H., & Linder, J. (2005). “The Power of Business Models.” Business Horizons, Vol. 48(3), 199-207.
Shane, S. (2000). “Prior Knowledge and the Discovery of Entrepreneurial Opportunities.” Organization Science, Vol. 11(4): 448-469.
Siggelkow, N. (2007). “Persuasion with Case Studies.” Academy of Management Journal, Vol. 50(1), 20-24.
Sommer, S., Loch, C., & Dong, J. (2009). “Managing Complexity and Unforeseeable Uncertainty in Startup Companies: An Empirical Study,” Organization Science, Vol. 20(1), 118-133.
Sosna, M., Trevinyo-Rodriguez, R., & Velamuri, S. (2010). “Business Model Innovation through Trial-and-Error Learning: The Naturhouse Case.” Long Range Planning, Vol. 43(2), 383-407.
Stinchcombe, A., (1965). “Social Structure and Organizations.” in March, J. (Eds.), Handbook of Organizations, p. 153-193, Chicago: Rand McNally.
Tang, M. J., (1988). “An Economic Perspective on Escalating Commitment.” Strategic Management Journal, Vol. 9(S1), 79-92.
Tapscott, D., Ticoll, D., & Lowy, A. (2000). Digital Capital: Harnessing the Power of Business Webs. Boston: Harvard Business School Press.
Teece, D. (1986). “Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing and Public Policy.” Research Policy, Vol. 15(6), 285-305.
Teece, D. (2006). “Reflections on ‘Profiting from Innovation’.” Research Policy, Vol. 35(8), 1131-1146.
Teece, D. (2007). “Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance.” Strategic Management Journal, Vol. 28(13), 1319-1350.
Teece, D. (2010). “Business Models, Business Strategy and Innovation.” Long Range Planning, Vol. 43(2), 172-194.
Teece, D., Pisano, G., & Shuen, A. (1997). “Dynamic Capabilities and Strategic Management.” Strategic Management Journal, Vol. 18(7), 509-533.
Timmers, P. (1998). “Business Models for Electronic Markets.” Electronic Markets, Vol. 8(2), 3-8.
Thompson, J. (1967). Organizations in Action：Social Science Bases of Administrative Theory. New York: McGraw-Hill.
Van de Ven, A., & Drazin, R. (1985). “The concept of fit in contingency theory.” In Barry M. Staw and L. L. Cummings (eds.), Research in Organizational Behavior, Vol. 7, 333-365. Greenwich: CT: JAI Press.
Venkataraman, S. (1997). “The Distinctive Domain of Entrepreneurship Research: An Editor’s Perspective.” In Katz, J. & Brockhaus, R. (Eds.), Advances in entrepreneurship, firm emergence and growth. Vol. 3, 119-138. Greenwich, CT: JAI Press.
Viscio, A., & Pasternack, B. (1996). “Toward a New Business Model.” Strategy+Business, Vol. 2(1), 125-134.
Voelpel, S., Leibold, M. & Tekie, E. (2004). “The Wheel of Business Model Reinvention: How to Reshape your Business Model to Leapfrog Competitors.” Journal of Change Management, Vol.4(3), 259-276.
Weick, K. (2007). “The Generative Properties of Richness.” Academy of Management Journal, Vol. 50(1), 14-19.
Weill, P., & Vitale, M. (2001) Place to Space: Migrating to eBusiness Models. Boston: Harvard Business Press.
Whyte, G. (1986). “Escalating Commitment to a Course of Action: A Reinterpretation.” Academy of Management Review, Vol. 11(2), 311-321.
Williamson, O. (1975). Markets and Hierarchies, Analysis and Antitrust Implications : A Study in the Economics of Internal Organization. New York: The Free Press.
Yin, R. (2009). Case Study Research: Design and Methods. (4th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Zook, C., & Allen, J. (2001). Profiting from the Core : Growth Strategy in an Era of Turbulence. Boston: Harvard Business School Press.
Zott, C., & Amit, R. (2006). “Business Model Design and the Performance of Entrepreneurial Firms.” Organization Science, Vol. 18(2), 181-199.
Zott, C., & Amit, R. (2008). “The Fit between Product Market Strategy and Business Model: Implications for Firm Performance.” Strategic Management Journal, Vol. 29(1), 1-26.
Zott, C., Amit, R., & Massa, L. (2011). “The Business Model: Recent Developments and Future Research.” Journal of Management, Vol. 37(4), 1019-1042. |
| Description: | 博士
國立政治大學
科技管理與智慧財產研究所
94359505
102 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0094359505 |
| Data Type: | thesis |
| Appears in Collections: | [科技管理與智慧財產研究所] 學位論文
|
Files in This Item:
| File |
Size | Format | |
|---|
| index.html | 0Kb | HTML2 | 527 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|
