政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/137142
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 113656/144643 (79%)
Visitors : 51694888      Online Users : 609
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
    •  Adv. Search
    Home ‧ Login ‧ Upload ‧ Help ‧ About ‧ Administer Goto mobile version


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/137142


    Title: 形塑綜效：制約中新能源科技與商業模式的整合
    Shaping Synergy: Integrating New Energy Technology and Business Model under Constraints
    Authors: 林慧綺
    Lin, Hui-Chi
    Contributors: 蕭瑞麟
    Hsiao, Ruey-Lin
    林慧綺
    Lin, Hui-Chi
    Keywords: 新能源
    商業模式創新
    制約回應
    調適
    複合綜效
    New energy sector
    Business model innovation
    Constraints
    Adaptation
    Synergy
    Date: 2021
    Issue Date: 2021-09-02 18:10:55 (UTC+8)
    Abstract: 越來越多顛覆產業的破壞式創新出現，讓商業模式創新成為近幾年的顯學。商業模式讓科技得以為企業帶來收益，科技賦予企業創新商業模式的能力，商業模式與科技若搭配得宜，方能相輔相成為企業持續創造價值永續治理。功能式的商業模式創新觀點，認為商業模式創新須著眼於個別組織功能的創新，例如以商業模式九宮格創新元素，或是從價值鏈的完整性著手，運用策略調節價值鏈上的功能以創新，抑或是組織元素在創新過程的契合度。而複合式的商業模式創新觀點則認為，商業模式創新可以透過結合兩種以上商業模式以取得優勢，可以由兩個獨立存在、各自運作的商業模式並行不悖，或是將兩商業模式組合相接，例如組合大公司的市場優勢與小公司的獨到技術相互支援，抑或是由兩商業模式間內外部資源相互流動以相輔相成。然而，功能式觀點講究單點效應，容易見樹不見林，而複合式觀點強調的兩種以上商業模式整合，皆未考慮到在充滿變動與制約的新興領域商業模式創新。本研究以太陽能、風能、生質能三種新能源為案例，分析新興產業科技發展的脈絡與所面臨的制約，以及如何回應制約，包含制約的化解以及資源的綜效。學理上，本研究點出商業模式的蛻變性與情境式複合模式，說明從制約中調適而出的商業模式，點出商業模式非靜態規劃而有計劃地產生，而是要透過一個不斷修正與回應制約的調適過程形成商業模式。實務上，本研究提出新興產業或是被破壞的產業，應從回應制約而非創造優勢的角度思考商業模式創新，理解自身擁有的科技因社會性因素而存在的特性，透過轉換、組合、活化等手法，有效地結合科技與資源，持續敏捷地回應制約。
    With disruptive innovation revolutionizing the industries, the significance of business model has increased. Business model enables technology to create value, and technology enables enterprises to innovate their business model. Functional business model innovation point of view believes that firms should focus on innovating organizational functions or elements, such as implementing business model canvas, completing the value chain, or harmonizing the organizational elements. From the hybrid business model innovation point of view, business model innovation emerges from combining two or more business models. Two business models could be operated independently, or combined together. Moreover, they could be complementary by resource flow between one and another. However, none of these perspectives take business model innovation in emerging fields full of changes and constraints into consideration. By conducting solar energy, wind energy, and biomass case study, this research analyzes the technologies of emerging industries as well as the constraints they face, and explores in-depth how they respond to constraints and the synergy of resources. Theoretically, this study interprets the metamorphic nature of business model innovation, pointing out that by continuous adaption under constraints, business model innovation is rather planned but evolved. Practically, this study suggests that emerging industries or industries revolutionized by disruptive technology should consider business model innovation as responding to constraints rather than creating advantages. In addition, they should also consider not only the functions but also the social aspects of their technologies to better create resource synergy in order to adapt agilely and innovate sustainably.
    Reference: 中文文獻
    何明豐、林博文，2015，「移地邏輯：進入新興市場的商業模式演進」，《中山管理評論》，第1期，第23卷，91-135頁。
    陳惠萍，2015，「綠能科技與在地使用：台灣太陽光電的社會技術網絡分析」，《臺灣大學社會學研究所學位論文》。
    喬友慶、黃俊儒、鄭耿翔、丁瑞彥，2017，「追隨廠商如何回應領導廠商之競爭性行動？多重市場接觸的調節效果」，《管理學報》，第4期，第34卷，659-682頁。
    趙琪、羅珏瑜、王海權，2016，「製造商對配銷商解構行為的知覺與回應」，《臺大管理論叢》，第3期，第26卷，185-214頁。
    歐素華.，2015，「喚醒沈睡資源:《女人我最大》背後的商業模式創新」，《中山管理評論》， 第1期，第23卷，225-267頁。
    歐素華、蘇慧慈，2017，「複合商業模式創新：網路視頻服務的跨域經營機制」，《管理評論》，第1期，第36卷，1-15頁。
    蕭瑞麟，2016，《思考的脈絡：創新可能不擴散》，台北：天下文化學術叢書。
    蕭瑞麟，2020a，《不用數字的研究：質性研究的思辨脈絡》，台北：五南學術專書系列。
    蕭瑞麟，2020b，《服務隨創：少力設計的邏輯思維》，台北：五南學術原創系列。
    蕭瑞麟、歐素華，2017，「資源流：聯合報系複合商業模式的形成」，《組織與管理》，第1期，第10卷，1-55頁。
    蕭瑞麟、歐素華、吳彥寬，2017，「逆勢拼湊:化資源制約為創新來源」，《中山管理評論》，第1期，第25卷，219-268頁。
    蕭瑞麟、歐素華、陳煥宏，2019，「負負得正:相依性如何促成負資源轉換」，《組織與管理》，第1期，第12卷， 127-171頁。
    蕭瑞麟、歐素華、陳蕙芬，2011，「市集脈絡:由組織例規分析資訊科技的創新來源」《中山管理評論》，第2期，第19卷，第461-493頁。
    蕭瑞麟、歐素華、蘇筠，2017，「逆強論：隨創式的資源建構過程」，《台大管理論叢》， 第4期，第27卷，43-74頁。
    顧萱萱、高雅晴，2012，「新產品延期上市與零售商調適度關係之研究」，《臺大管理論叢》，第1期，第23卷，209-238頁。

    英文文獻
    Ansari, S., Reinecke, J., & Spaan, A. 2014. How are practices made to vary? Managing practice adaptation in a multinational corporation. Organization Studies, 35(9): 1313-1341.
    Antorini, Y. M., Muniz, J. A. M., & Askildsen, T. 2012. Collaborating with customer communities: Lessons from the Lego Group. Sloan Management Review, 53(3): 73-79.
    Baker, T., & Nelson, R. E. 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3): 329-366.
    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.
    Bauer, L. B., Bloch, D., & Merkert, R. 2020. Ultra Long-Haul: An emerging business model accelerated by COVID-19. Journal of Air Transport Management, 89: 101901.
    Birkinshaw, J., Visnjic, I., & Best, S. 2018. Responding to a potentially disruptive technology: How big pharma embraced biotechnology. California Management Review, 60(4): 74-100.
    Bocken, N. M. P., & Geradts, T. H. J. 2020. Barriers and drivers to sustainable business model innovation: Organization design and dynamic capabilities. Long Range Planning, 53(4): 101950.
    Bonaccorsi, A., Giannangeli, S., & Rossi, C. 2006. Entry strategies under competing standards: Hybrid business models in the open source software industry. Management Science, 52(7): 1085-1098.
    Brannen, M. Y. 2004. When Mickey loses face: Recontextualization, semantic fit, and the semiotics of foreignness. Academy of Management Review, 29(4): 593-616.
    Brynjolfsson, E., Hu, Y., & Rahman, M. 2013. Competing in the age of Omnichannel retailing. Sloan Management Review, 54: 23-29.
    Casper, S. 2000. Institutional Adaptiveness, Technology Policy, and the Diffusion of New Business Models: The Case of German Biotechnology. Organization Studies, 21(5): 887.
    Charitou, C. D., & Markides, C. C. 2003. Responses to disruptive strategic innovation. Sloan Management Review, 44(2): 55-63.
    Chesbrough, H. W. 2007. Why companies should have open business models. Sloan Management Review, 48(2): 22-36.
    Chesbrough, H. W. 2010. Business Model Innovation: Opportunities and Barriers. Long Range Planning, 43(2–3): 354-363.
    Chesbrough, H. W., & Rosenbloom, R. 2002. The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spinoff Companies. Industrial and Corporate Change, 11(3): 529-555.
    Christensen, C. M., Raynor, M., & McDonald, R. 2015. What is disruptive innovation? Harvard Business Review, 93(12): 44-53.
    Corsatea, T. D. 2014. Increasing synergies between institutions and technology developers: Lessons from marine energy. Energy Policy, 74: 682-696.
    Cozzolino, A., Verona, G., & Rothaermel, F. T. 2018. Unpacking the disruption process: New technology, business models, and incumbent adaptation. Journal of Management Studies, 55(7): 1166-1202.
    Dalpiaz, E., Rindova, V., & Ravasi, D. 2016. Combining logics to transform organizational agency: Blending industry and art at Alessi. Administrative Science Quarterly, 61(3): 347-392.
    Demil, B., & Lecocq, X. 2010. Business Model Evolution: In Search of Dynamic Consistency. Long Range Planning, 43(2–3): 227-246.
    Desa, G., & Basu, S. 2013. Optimization or bricolage? Overcoming resource constraints in global social entrepreneurship. Strategic Entrepreneurship Journal, 7(1): 26-49.
    Dutton, J. E., & Dukerich, J. M. 1991. Keeping an eye on the mirror: Image and identity in organizational adaptation. Academy of Management Journal, 34: 517-554.
    Eisenhardt, K. M., & Galunic, D. C. 2000. Coevolving: At last, a way to make synergies work. Harvard Business Review, 78(1): 12.
    Eyring, M. J., Johnson, M. W., & Nair, H. 2011. New Business Models In Emerging Markets. Harvard Business Review, 89(1/2): 88-95.
    Garriga, H., Krogh, G. v., & Spaeth, S. 2013. How constraints and knowledge impact open innovation. Strategic Management Journal, 34(9): 1134-1144.
    Garriga, H., von Krogh, G., & Spaeth, S. 2013. How constraints and knowledge impact open innovation. Strategic Management Journal, 34(9): 1134-1144.
    Girotra, K., & Netessine, S. 2014. Four paths to business model innovation. Harvard Business Review, 92(7/8): 96-103.
    Goold, M., & Campbell, A. 1998. Desperately seeking synergy. Harvard Business Review(September-October): 131-143.
    Hargadon, A. B., & Douglas, Y. 2001. When innovations meet institutions: Edison and the design of the electric light. Administrative Science Quarterly, 46(3): 476-514.
    Hienerth, C., Keinz, P., & Lettl, C. 2011. Exploring the nature and implementation process of user-centric business models. Long Range Planning, 44(5–6): 344-374.
    Hockerts, K. 2015. How hybrid organizations turn antagonistic assets into complementarities. California Management Review, 57(3): 83-106.
    Hsiao, R. L., & Ormerod, R. J. 1998. A new perspective of the dynamics of IT-enabled strategic change. Information Systems Journal, January(8): 21-52.
    J.C.C.M.Huijben, & G.P.J.Verbong. 2013. Breakthrough without subsidies? PV business model experimentsin the Netherlands. Energy Policy, 56: 362–370.
    Jacobides, M. G. 2005. Industry change through vertical disintegration: How and why market emerged in mortgage banking. Academy of Management Journal, 48(3): 465-498.
    Kaulio, M., Thorén, K., & Rohrbeck, R. 2017. Double ambidexterity: How a Telco incumbent used business model and technology innovations to successfully respond to three major disruptions. Creativity and Innovation Management, 26(4): 339-352.
    Kavadias, S., Ladas, K., & Loch, C. 2016. The transformative business model. Harvard Business Review, 94(10): 90-98.
    Keupp, M. M., & Gassmann, O. 2013. Resource constraints as triggers of radical innovation: Longitudinal evidence from the manufacturing sector. Research Policy, 42(8): 1457-1468.
    Khanagha, S., Volberda, H., & Oshri, I. 2014. Business model renewal and ambidexterity: Structural alteration and strategy formation process during transition to a cloud business model. R&D Management, 44(3): 322-340.
    Kumar, K., van Dissel, H. G., & Bielli, P. 1998. The merchant of Prato revisited: Toward a third rationality of information systems. MIS Quarterly, 22(2): 199-226.
    Landau, C., Karna, A., & Sailer, M. 2016. Business model adaptation for emerging markets: A case study of a German automobile manufacturer in India. R&D Management, 46(3): 480-503.
    Li, F. 2020. The digital transformation of business models in the creative industries: A holistic framework and emerging trends. Technovation, 92-93: 102012.
    Luftman, J. N., Lewis, P. R., & Oldach, S. H. 1993. Transforming the enterprise: The alignment of business and information technology strategies. IBM System Journal, 32(1): 198-221.
    Maanen, J. V. 1979. The fact of fiction in organizational ethnography. Administrative Science Quarterly, 24(4): 539-550.
    Maguire, S. 2004. The co-evolution of technology and discourse: A study of substitution processes for the insecticide DDT. Organization Studies, 25(1): 113-134.
    Mao, J.-Y., Su, F., Wang, B., & Jarvenpaa, S. L. 2020. Responding in kind: How do incumbent firms swiftly deal with disruptive business model innovation? Journal of Engineering and Technology Management, 57: 101591.
    Markides, C., & Charitou, C. D. 2004. Competing with dual business models: A contingency approach. Academy of Management Executive, 18(3): 22-36.
    Markides, C. C. 2013. Business model innovation: What can the ambidexterity literature teach us? Academy of Management Perspectives, 27(4): 313-323.
    McGrath, R. G. 2010. Business models: A discovery driven approach. Long Range Planning, 43(2–3): 247-261.
    McNamara, P., Peck, S. I., & Sasson, A. 2013. Competing business models, value creation and appropriation in English Football. Long Range Planning, 46(6): 475-487.
    Mitchell, D. W., & Coles, C. B. 2004. Business model innovation breakthrough moves. Journal of Business Strategy, 25(1): 16-26.
    Normann, R., & Ramirez, R. 1993. From value chain to value constellation: Designing interactive strategy. Harvard Business Review, 71(4): 65-77.
    Ojala, A. 2016. Business models and opportunity creation: How IT entrepreneurs create and develop business models under uncertainty. Information Systems Journal, 26(5): 451-476.
    Oliver, C. 1991. Strategic responses to institutional processes. Academy of Management Review, 16(1): 145-179.
    Osterwalder, A., & Pigneur, Y. 2010. Business model generation: A handbook for visionaries, game changers, and challengers New Jearsy: Wiley.
    Pache, A.-C., & Santos, F. 2013. Inside the hybrid organization: Selective coupling as a response to competing institutional logics. Academy of Management Journal, 56(4): 972-1001.
    Pache, A.-C., & Santos, F. M. 2010. When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands. Academy of Management Review, 35(3): 455-476.
    Pettigrew, A. M. 1990. Longitudinal field research on change: Theory and practice. Organization Science, 1(3): 267-292.
    Powell, P. 1993. Causality in the alignment of information technology and business strategy. Journal of Strategic Information Systems, 2(4): 320-334.
    Prasarnphanich, P., & Gillenson, M. L. 2003. The hybrid clicks and bricks business model. Communcation of ACM, 46(12): 178-185.
    Provance, M., Donnelly, R. G., & Carayannis, E. G. 2011. Institutional influences on business model choice by new ventures in the microgenerated energy industry. Energy Policy, 39(9): 5630-5637.
    Rai, A., & Tang, X. 2014. Information technology-enabled business models: A conceptual framework and a coevolution perspective for future research. Information Systems Research, 25(1): 1-14.
    Richter, M. 2013a. Business model innovation for sustainable energy: German utilities and renewable energy. Energy Policy, 62: 1226-1237.
    Richter, M. 2013b. Business model innovation for sustainable energy: how German municipal utilities invest in offshore wind energy. International Journal of Technology Management, 63(1-2): 24-50.
    Santos, F. M., Pache, A.-C., & Birkholz, C. 2015. Making hybrids work: Aligning business models and organizational design for social enterprises. California Management Review, 57(3): 36-58.
    Scott-Morton, M. (Ed.). 1991. The corporation of the 1990s: Information technology and organizational transformation. Oxford: Oxford University Press.
    Sinfield, J. V., Calder, E., McConnell, B., & Colson, S. 2012. How to Identify New Business Models. Sloan Management Review, 53(2): 85-90.
    Snihur, Y., & Zott, C. 2019. The genesis and metamorphosis of novelty imprints: How business model innovation emerges in young ventures. Academy of Management Journal, 63(2): 554-583.
    Spieth, P., Schneckenberg, D., & Ricart, J. E. 2014. Business model innovation - state of the art and future challenges for the field, R&D Management, Vol. 44: 237-247: Wiley-Blackwell.
    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(2/3): 408-430.
    Tan, F., Pan, S. L., & Zuo, M. 2019. Realizing platform operational agility through information technology-enabled capabilities: A resource‐interdependence perspective. Information Systems Journal, 29(3): 582-608.
    Teece, D. J. 2010. Business models, business strategy and innovation. Long Range Planning, 43(2–3): 172-194.
    Tett, G. 2015. The Silo Effect: The Peril of Expertise and the Promise of Breaking Down Barriers. London: Simon & Schuster.
    Tyre, M., & Orlikowski, W. 1994. Windows of opportunity: Temporal patterns of technological adaptation in organizations. Organization Science, 5(1): 98-118.
    Tyre, M. J., & Hippel, E. v. 1997. The situated nature of adaptive learning in organizations. Organization Science, 8(1): 71-83.
    Velu, C., & Stiles, P. 2013. Managing decision-making and cannibalization for parallel business models. Long Range Planning, 46(6): 443-458.
    Wadin, J. L., Ahlgren, K., & Bengtsson, L. 2017. Joint business model innovation for sustainable transformation of industries – A large multinational utility in alliance with a small solar energy company. Journal of Cleaner Production, 160: 139-150.
    Wei, Z., Yang, D., Sun, B., & Gu, M. 2014. The fit between technological innovation and business model design for firm growth: Evidence from China. R&D Management, 44(3): 288-305.
    Whittington, R. 2006. Completing the practice turn in strategy research. Organization Studies, 27(5): 613-634.
    Winterhalter, S., Zeschky, M. B., & Gassmann, O. 2016. Managing dual business models in emerging markets: an ambidexterity perspective. R&D Management, 46(3): 464-479.
    Ye, G., Priem, R. L., & Alshwer, A. A. 2012. Achieving Demand-Side Synergy from Strategic Diversification: How Combining Mundane Assets Can Leverage Consumer Utilities. Organization Science, 23(1): 207-224.
    Zimmerman, M. A., & Zeitz, G. J. 2002. Beyond survival: Achieving new venture growth by building legitimacy. Academy of Management Review, 27(3): 414-431.
    Zook, C., & Allen, J. 2011. The great repeatable business model. Harvard Business Review, 89(11): 106-114.
    Description: 碩士
    國立政治大學
    科技管理與智慧財產研究所
    107364114
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0107364114
    Data Type: thesis
    DOI: 10.6814/NCCU202101450
    Appears in Collections:[Graduate Institute of TIPM] Theses

    Files in This Item:

    File Description SizeFormat
    411401.pdf4048KbAdobe PDF2295View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    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 ©   - Feedback