政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/68227

政大典藏 > College of Commerce > Graduate Institute of Technology and Innovation Management > Theses > Item 140.119/68227

Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/68227

Title:	競爭脈絡：研華科技重建開放創新機制 Competition in Context: How Advantech Redesign Open Innovation Mechanism
Authors:	陳穎蓉 Chen, Ying Jung
Contributors:	蕭瑞麟 Hsiao, Ruey Lin 陳穎蓉 Chen, Ying Jung
Keywords:	競爭脈絡開放式創新開放式創新機制 competition in context open innovation open innovation mechanisms
Date:	2012
Issue Date:	2014-08-06 11:39:25 (UTC+8)
Abstract:	開放式模式創新已成為近年來最重要的創新議題之一，相關的研究與案例不勝枚舉。創新除了可以向外部資源開放外，組織也能透過內部資源整合，改變現在的經營狀態。本研究以研華科技IMAX開放式創新機制為個案，探索企業進行開放式創新的目的，還有運作的情況。此機制融合內外部資源整合的概念，重新詮釋開放式創新的意義。透過分析五個成功子案例的策略作法，歸納如何提高機制運作的成效。調查結果顯示，競爭思維在開放式創新中佔有舉足輕重的地位，開放不僅只是為了交換資源，或是為了妥善運用企業的閒置資源。本文列舉開放式創新的五種策略作法，說明如何利用開放式創新突破競爭局勢，扭轉現有資源，改變狀態。 Open innovation is amount the most popular concepts on entrepreneurial studies. Through open innovative processes, organization can transform its operation dynamics by stimulating idle resources, integrating internal resources and introducing external resources. However, researches have not elaborated how various open innovation process can be better performed in a real world scenario. By conducting in-depth case studies on IMAX, an open innovation instrument of Advantech Co., Ltd, I show that competitive context of a market can shape how resources are effectuated along an open innovative process. Through five case studies within Advantech Co., Ltd, they demonstrate how open innovation can: (1) redefine resources; (2) create asymmetry; and (3) turn the table of competition.
Reference:	中文參考資料 1. 研華科技Advantech官方網站及歷年財報：http://www.advantech.tw/‎ 2. 維基百科 BIOS：http://zh.wikipedia.org/wiki/BIOS 3. 吉利（2011），當“智能地球的推手” 研華科技啟動五年成長計劃，和訊科技 4. 江佩蓉（2005），研華靠顛覆思維打造全球品牌，商業周刊，第927期 5. 尤子彥（2011），成熟企業成長該靠創新或購併，商業周刊，第1207期 6. 江逸之（2012），研華孵出四十隻金雞母，天下雜誌，第496期 7. 楊立德（2008），工業設計角色變化之個案研究-以研華科技導入Early Design Campaign為例 8. 嚴倢妤（2012），以複雜科學觀點探討企業內部創業英文參考資料 Baldwin, C., Hienerth, C., & von Hippel, E. 2006. How user innovations become commercial products: a Theoretical investigation and case study. Research Policy, 35(9): 1291-1313. Baldwin, C., & von Hippel, E. 2011. Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation. Organization Science, 22(6): 1399-1417. Barney, J. B., Wright, M., & Ketchen Jr., D. J. 2001. The resource-based view of the firm: Ten years after 1991. Journal of Management, 27(6): 625–641. Chesbrough, H. 2003a. Open Innovation: The New Imperative for Creating and Profiting from Technology. Boston: Harvard Business School Press. Chesbrough, H. 2007. Why Companies Should Have Open Business Models. Sloan Management Review, 48(2): 22-36. Chesbrough, H. 2011. Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era: Jossey-Bass. Chesbrough, H. W. 2003b. Open innovation : the new imperative for creating and profiting from technology. Boston, Mass.: Harvard Business School Press. Chesbrough, H. W. 2006. Open business models: How to thrive in the new innovation landscape. Boston, Mass.: Harvard Business School Press. Chesbrough, H. W., & Appleyard, M. M. 2007. Open Innovation and Strategy. California Management Review, 50(1): 57-76. Chesbrough, H. W., Vanhaverbeke, W., & West, J. 2006. Open innovation: Researching a new paradigm. Oxford: Oxford University Press. Christensen, J. F. s., Olesen, M. H., & KjÊr, J. S. 2005. The industrial dynamics of Open Innovation--Evidence from the transformation of consumer electronics. Research Policy, 34(10): 1533-1549. Di Minin, A., Frattini, F., & Piccaluga, A. 2010. Fiat: Open innovation in a downturn (1993-2003). California Management Review, 52(3): 132-159. Grant, R. M. 1991. The Resource-Based Theory of Competitve Advantage: Implication for Strategy Formulation. California Management Review, 33(3): 114-135. Hicks, C., & Pachamanova, D. 2007. Back-propagation of user innovations: The open source compatibility edge. Business Horizons, 50(4): 315-324. Lakhani, K. R., & von Hippel, E. 2003. How open source software works: `Free` user-to-user assistance. Research Policy, 32(6): 923-943. Lee, G. K., & Cole, R. E. 2003. From a firm-based to a community-based model of knowledge creation: the Case of the Linux kernel development. Organization Science, 14(6): 633-649. March, J. G. 1991. Exploration and exploitation in organizational learning. Organization Science, 2: 71-87. Schreier, M., Oberhauser, S., & Prugl, R. 2007. Lead users and the adoption and diffusion of new products: Insights from two extreme sports communities. Marketing Letters, 18(1/2): 15-30. Svejenova, S., Planellas, M., & Vives, L. 2010. An Individual Business Model in the Making: a Chef’s Quest for Creative Freedom. Long Range Planning, 43: 408-430. von Hippel, E., & Katz, R. 2002. Shifting innovation to users via toolkits. Management Science, 48(7): 821-833. von Hippel, E., & von Krogh, G. 2003. Open source software and the `private-collective` innovation model: Issues for Organization Science. Organization Science, 14(2): 209-223. Wernerfelt, B. 1984. A Resource-based View of the Firm. Strategic Management Journal, 5(2): 171-180.
Description:	碩士國立政治大學科技管理研究所 100359020 101
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G1003590201
Data Type:	thesis
Appears in Collections:	[Graduate Institute of Technology and Innovation Management] Theses

Files in This Item:

File	Size	Format
020101.pdf	1909Kb	Adobe PDF2	1464	View/Open

社群 sharing

Loading...