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    題名: 開放原始碼軟體平台與互補性資產建構—以Google與 Intel 為例
    Open Source Software Platform for Promoting Complementary Asset Developments–a Case Study of Google and Intel
    作者: 高士翔
    Shih-Hsiang (Sean) Kao
    貢獻者: 郭更生
    Geng-Sheng Kuo
    高士翔
    Shih-Hsiang (Sean) Kao
    關鍵詞: 開放式創新
    開放原始碼軟體
    平台
    生態系統
    Open Innovation
    Open Source Software
    Platform
    Ecosystem
    Google
    Intel
    Android
    Moblin
    日期: 2008
    上傳時間: 2009-09-14 09:53:11 (UTC+8)
    摘要: 開放原始碼軟體平台與互補性資產建構—以Google與 Intel 為例
    Open source software is Open Innovation only if it has a business model driving it (West and Gallagher 2006). Open Innovation is the paradigm describing the scenario in which firms use a broad range of external sources for innovation and seek a broad range of commercialization alternatives for internal innovation (Chesbrough 2003). The Platform
    Leader builds the platform and concentrates its efforts on promoting and directing innovation of complementary products in favor of its R&D direction (Cusumano and Gawer 2002). The author has chosen leaders in two distinctive industry sectors— Google, the leader in search engine industry, and Intel, the leader in the microprocessor business for the personal computer industry—as the case study companies for this research. Both cases fit the definition of open innovation since both Google and Intel have specific business models for their open source
    software platforms.

    This research explores how industry leaders exploit open source software platforms to realize their specific strategic intents. The research problems are: (1) how companies can incorporate external creativity and innovation to maintain their own innovative momentum; (2)
    what are the key factors and strategies for building a successful open source software platform and its ecosystem; (3) how can a company use an open source software platform as part of its strategy to enter new markets and promote development of complementary assets to build its competitive advantages.

    The author proposes the following framework to analyze how leading firms design open source platform strategies: (1) analyze the firm’s core competencies; (2) analyze the firm’s strategic intent for their open source software platform; (3) analyze the firm’s strategies for designing the architecture of their open source software platform; (4) analyze the firm’s strategies for designing the ecosystem around the platform.

    Based on the analysis of the two comparative cases, the author has been convinced of the following propositions:
    1. Firms can use open source software platform to incorporate external creativity and innovations that promote the development of complementary assets and to build or at least maintain their competitive advantage against competitors.
    2. Instead of a purely open or purely proprietary platform strategy, platform owners can utilize a hybrid strategy, which combines the advantages of open source and closed source to retain control and differentiation.
    3. As opposed to a company-owned open source software platform, a community-owned open source software platform will attract more communities’ involvements and stimulate
    more innovation.
    4. When developing complementary assets, firms should adopt an open innovation approach to incorporate external creativity and innovations; however, when building their core competencies, firms should adopt a more closed innovation approach to maintain their distinctive competitive advantages.
    5. One of the key determining factors of a successful open source platform strategy is the platform owner’s ability to create value and enable every partner within the ecosystem to share some portion of it.
    TABLE OF CONTENTS III
    LIST OF TABLES V
    LIST OF FIGURES VI
    ACKNOWLEDGEMENT VIII
    1.0 INTRODUCTION 1
    1.1 Research Motivation 1
    1.2 Research Objectives 4
    1.3 Research Problems 5
    1.4 Research Methods 5
    1.5 Research Procedure 7
    2.0 LITERATURE SURVEY 8
    2.1 Models of Innovation 8
    2.1.1 Incremental, Semi-Radical, and Radical Innovation 8
    2.1.2 Disruptive Innovation 10
    2.2 Source of Innovations 13
    2.2.1 Lead Users 13
    2.2.2 Open Source Software Communities 13
    2.2.3 Open versus Closed Innovation Model 14
    2.3 Open Source as Open Innovation 19
    2.4 Platform and Ecosystem 21
    2.4.1 Platform 21
    2.4.2 Ecosystem 23
    2.5 Strategies for Implementing Open Source Software Platforms and Ecosystems 25
    2.5.1 Core Competencies of the Firm 26
    2.5.2 Complementary Assets 29
    2.5.3 Strategies for Designing Platform Architecture and Ecosystem 30
    2.5.4 Proposed Analysis Framework for Designing Open Source Platform Strategies 36
    3.0 CASE OF GOOGLE AND THE ANDROID PLATFORM 37
    3.1 Case Background—Google 37
    3.1.1 A Summary of the Search Engine Industry 37
    3.1.2 A Summary of Google 38
    3.1.3 Primary Products and Services of Google 38
    3.1.4 Major Success Factors of Google in Its Early Stages 41
    3.2 Case Analysis—Google 44
    3.2.1 Core Competencies of Google 44
    3.2.2 Software API Platform for Open Innovation in PC Market 50
    3.3 Open Source Software Platform Strategy for Promoting Complementary Asset Developments—Case of the Android Platform 53
    3.3.1 History of Android 53
    3.3.2 Google’s Strategic Intent for the Android Platform 53
    3.3.3 Strategy for Designing Platform Architecture and Ecosystem 55
    3.3.4 Current Market Status of Android 65
    4.0 CASE OF INTEL AND THE MOBLIN PLATFORM 68
    4.1 Case Background—Intel and the Moblin Project 68
    4.1.1 Summary of Intel History 68
    4.1.2 Intel Atom Processor and the Mobile Internet Devices (MIDs) 70
    4.1.3 The Moblin Project 75
    4.2 Case Analysis—Intel and the Moblin Platform 77
    4.2.1 Core Competencies of Intel 77
    4.2.2 Intel’s Strategic Intent for the Moblin Platform 79
    4.2.3 Open Source Software Platform Strategy for Promoting Complementary Asset Developments—Case of the Moblin Platform 82
    5.0 CONCLUSIONS AND LIMITATIONS 91
    5.1 Propositions 91
    5.2 Conclusions 94
    5.3 Limitations 96
    5.4 Suggestions for Future Studies 96
    REFERENCE 97
    WEBSITE REFERENCE 100
    參考文獻: Reference
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    4. Chesbrough, H. W. (2003a). "The era of open innovation." MIT Sloan Management Review 44(3): 35-41.
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    11. Cusumano, M. A. and A. Gawer (2002). "The elements of platform leadership." MIT Sloan Management Review 43(3): 51-+.
    12. Dahlander, L. and M. Magnusson (2008). "How do Firms Make Use of Open Source Communities?" Long Range Planning 41(6): 629-649.
    13. Davila, T., R. Shelton, et al. (2006). Making innovation work : how to manage it, measure it, and profit from it. Upper Saddle River, N.J., Wharton School Pub.
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    17. Gawer, A. and R. Henderson (2007). "Platform owner entry and innovation in complementary markets: Evidence from Intel." Journal of Economics & Management Strategy 16(1): 1-34.
    18. Iansiti, M. and R. Levien (2004). The keystone advantage : what the new dynamics of business ecosystems mean for strategy, innovation, and sustainability. Boston, Mass., Harvard Business School Press.
    19. Iansiti, M. and R. Levien (2004). Strategy as ecology. Harvard Business Review. 82: 68-+.
    20. Meyer, M. H. and A. P. Lehnerd (1997). The power of product platforms : building value and cost leadership. New York, Free Press.
    21. Moore, J. F. (1993). "PREDATORS AND PREY - A NEW ECOLOGY OF COMPETITION." Harvard Business Review 71(3): 75-86.
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    32. West, J. and S. Gallagher (2006). Patters of Open Innovation in Open Source Software. In: Chesbrough, H. W., W. Vanhaverbeke, et al., Eds. (2006). Open innovation: researching a new paradigm. Oxford [England] ; New York, Oxford University Press: pp: 82-106.
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    Website Reference
    http://www.google.com
    http://www.android.com/
    http://code.google.com/android/
    http://developer.android.com/
    http://code.google.com/
    http://www.openhandsetalliance.com/
    http://www.openmoko.com/
    http://www.t-mobileg1.com/g1-learn-overview.aspx?fl=true
    http://metrics.admob.com/wp-content/uploads/2009/04/admob-mobile-metrics-march-09.pdf, retrieved on 2009/5/1
    http://www.t-mobileg1.com/g1-learn-overview.aspx?fl=true, retrieved on 2009/5/1
    http://download.intel.com/pressroom/kits/events/idfspr_2009/IDFBeijing09_FactSheet.pdf
    http://www.intel.com
    http://moblin.org/
    http://moblin.org/documentation/moblin-overview/moblin-core
    http://taiwan-linux.tca.org.tw/
    http://images.devshed.com/ds/marketing/Mobile_linux_docs/Quotes%20and%20Mkt%20Size%20data.ppt#339,1,Quote and News Bulletin We Should Use
    http://www.deloitte.co.uk/TMTPredictions/technology/Disrupting-the-PC-the-rise-of-the-netbook.cfm
    描述: 碩士
    國立政治大學
    國際經營管理碩士班(IMBA)
    92933011
    97
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0929330111
    資料類型: thesis
    顯示於類別:[國際經營管理英語碩士學程IMBA] 學位論文

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