- 學位論文
以「破壞式創新」和「資源、流程與價值」觀點檢視天下雜誌「創新學院」的發展
A Research of the Development of “Common-Wealth Innovative Campus”: Based upon the perspectives of disruptive innovation and resource, process and value
若您是本文的作者，可授權文章由華藝線上圖書館中協助推廣。
摘要
本研究以整合過去既有的破壞性創新理論，提出一套從外部市場檢視到內部組織執行的通盤實務應用架構為主，並以天下雜誌的內部新創部門「創新學院」為例，作為實際應用研究架構的範本以增加應用性。本研究嘗試替過去以觀點描述性居多的文獻，加入整合各理論後的系統性研究框架，以找出實務上影響企業破壞性創新(disruptive innovation)成效的各面向因素，並加以實際應用以給出企業營運上未來發展的策略建議。 本研究將過去的諸多理論區分成內外兩個面向，提出影響企業破壞性創新成效的變數。針對外部而言，提出了以「市場供給產品性能成長率大於產品性能需求成長率」與「市場主要客群為低階市場或新興市場消費者」兩個變數；而在內部而言，本研究提出以「打造相應目標市場客群的無形價值網絡」與「明辨產品製造流程中外包與內製分野的資源配置流程」等兩個變數，以作為影響企業發展破壞新創新成效時的內部層面因素。 研究結論顯示，在外部市場策略面上，需要透過確認市場潛力與消費者樣態的辨析，才能夠替破壞性新創事業決定產品服務的發展方向；而在內部執行規劃面上，需要透過價值網絡的有意識打造、產品服務的內製與外包辨識以及資源、流程與價值的框架審核，才能知道組織目前的現況以及與理論建議的差距所在。最後，研究結論提出了在理論與管理意涵上的價值，並點出了過去理論上可能的遺漏以及本研究的限制，以及未來可供發展的延伸領域。
並列摘要
It has been over two decades since Christensen (1993), Professor of Harvard Business School, brought up an innovative notion- Disruptive Innovation-to account for the poor performance of market leaders. Nevertheless, the existing researches and theories mainly focus on a few specific topics or phenomenon rather than develop a holistic analytic framework which can be applied to the practice field. Given the previous reasons, this thesis examined factors related to external market and internal organization that may affect the effectiveness of developing a disruptive business via a case (Common-Wealth Innovative Campus) study approach to illustrate the practical way of using the proposed framework. By reviewing the existing researches, this thesis proposed an analytic framework that can guide firms step by step to develop a disruptive business. The findings show that, in terms of the external market dimension, two criteria can help to define whether the market condition is appropriate to develop a disruptive business. They are “Trajectories of market need versus technology supply improvement “and “Identify whether the majority customer in the market is oversupply.” In terms of the internal organization dimension, two key criteria shape the disruptive business’ development. They are “Identify whether the value network of the firm matches its target customers” and “Identify whether the firm makes outsourcing decisions by applying the value chain evolution theory”
並列關鍵字
disruptive Innovation ； internal innovation ； value network ； resource ； process ； value theory參考文獻
1. Ali, A. (1994). Pioneering versus incremental innovation: Review and research propositions. Journal of Product Innovation Management, 11(1), 46-61.
2. Bower, J. L., & Christensen, C. M. (1996). Disruptive technologies: Catching the wave. The Journal of Product Innovation Management, 1(13), 75-76.
4. Christensen, C. M. (1993). The rigid disk drive industry: A history of commercial and technological turbulence. Business History Review, 67(04), 531-588.
6. Coase, R. (1937). The nature of the firm. Economica, New Series, 4 (16), 386-405.
7. Danneels, E. (2004). Disruptive technology reconsidered: A critique and research agenda. Journal of product innovation management, 21(4), 246-258.