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| Title: | 典範轉移下企業因應策略之研究 -以『產業生態加速器』為例
Research on How Coping Strategies will be formed to Adapt to Emerging Paradigm-shift |
| Authors: | 謝志文
Hsieh, Chih-Wen |
| Contributors: | 詹文男
Tsan, Wen-Nan
謝志文
Hsieh, Chih-Wen |
| Keywords: | 典範轉移
商業生態系統
產業生態加速器
Paradigm-Shift
Business Ecosystem
Industrial Eco-accelerator |
| Date: | 2019 |
| Issue Date: | 2019-07-01 10:52:40 (UTC+8) |
| Abstract: | 過去二十年隨著網路資通訊科技基礎科學的高速變革，讓市場進行了幾次
重大的消費升級，也形塑了新的行動運算應用場景與更加個人化的消費場域，
構成了Mobile Native 的隨經濟(盧希鵬，2018)，也讓消費性電子與科技產業跟
著進行了產業升級。「傳統互聯網」首先增加了經濟社會的連結，網絡增加了
整體經濟交易的次數與產值、「移動互聯網」使得線上服務可以透過行動通訊
設備而滲透到更細膩即時的消費場域、「物聯網」試圖讓家居周邊透過「連結」
與「智能化」產生更多的場景連結、緊接著產業在「智聯網」指導思想下，近
幾年進一步訴求融合「雲端計算、大數據分析、機器學習」的架構，可以成為
未來所有連網周邊設備的「智能中樞」，提高科技對於社會經濟活動的自主適
應能力。可以說過去科技加速了行業競爭本質的改變，而一個新模式的紅利期
不到幾年就不在適用，讓產業的典範轉移的現象更加頻繁。
從生物學的觀點來看，新的產業生態讓生存的條件改變，每次產業升級就
會「演化」出新的強勢關鍵種，逐漸佔據新產業成型之後的多數生態位。而舊
有物種常無法與時俱進而在演替的過程殞落。本研究以生態學觀點切入探討
「商業生態系統」變遷過程，以縱斷面分析理解指標性個案公司如何掌握「典
範轉移」的契機進行「再生」、「因應」、「適應」、「範疇」等策略發展模
式，藉此討論小米、華為、聯想採取「產業生態加速器」切入AIOT 產業佈局
的未來可能發展，以及訪談既有商業生態系統之廠商內在觀點與見解，了解其
如何衡量之威脅與因應之道作為比較。本研究結果重新認識 「產業生態加速器」
模式對於實務之策略意涵，也發現典範轉移之要件與關鍵仍在於本研究所整理
的「演化機制」、「創新擴散」與貫穿「核心-互補-跨界」的關鍵多數。
Over the past two decades, with the rapid changes in the science research and development of mobile internet&information technology, the market has undergone several major consumer upgrades(消費升級), and has also shaped new mobile computing applications and more personalized consumer domains, forming Mobile-native’s economy (Lu Xipeng, 2018) also allowed the consumer electronics and technology industries to follow the industry upgrade(產業升級).
The "PC Internet" has first increased the link between the economy and society. The network has increased the number and output value of the overall economic transactions. The "Mobile Internet" has enabled online services to penetrate into more sophisticated real-time consumption fields. And "Internet of Things" through mobile communication devices, trying to create more scene links through the "link" and "intelligence" in the home, and then the industry under the "Smart Networking" guiding ideology. In recent years, further appeals to the integration of "Cloud computing, Big-Data analysis, Machine Learning" then the infrastructure-as-service can become the "Smart Hub" of all connected peripheral devices in the future, and improve the ability of science and technology to adapt to social and economic activities. It can be said that in the past, technology has accelerated the change of the nature of competition in the industry, and the dividend period of a new model is not applicable in less than a few years, and the phenomenon of industrial model transfer is more frequent.
From a biological point of view, the new industrial ecology changes the conditions of survival, and each industrial upgrading will “evolve” a new strong key species and gradually occupy most of the niche after the formation of new industries. Old species are often unable to keep up with the times and fall in the process of succession. This study explores the transition process of the "business ecosystem" from an ecological perspective. It uses a cross-sectional analysis to understand how Apple, Amazon and Xiaomi can grasp the "model transfer" opportunities for "regenerating(再生)"、"coping(因應)"、"adapting(適應)" and "scoping(範疇)". And other strategic development models to discuss the possible future development of Xiaomi, Huawei and Lenovo`s “industrial eco-accelerator” to enter the field of AIOT industry scenario, as well as interviewing the internal views and insights of the existing commercial ecosystem, and understanding how to measure the threats and responses.
The results of this study re-recognize the strategic meaning of the "Eco-ecological Accelerator" model for practice. It also finds that the essentials and key to the paradigm shift are still the "evolution mechanism", "innovation diffusion" and the key majority of "core-complementary-cross". |
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| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
105932107 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0105932107 |
| Data Type: | thesis |
| DOI: | 10.6814/NCCU201900055 |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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