從隨創理論探討中小企業突破資源桎梏之創新作法

企業存活取決於創新，然而創新需要資源，相較於大企業之中小企業，創新更常因資源的制約而受限。以充滿韌性、運作靈活、組織精簡及反應快速著稱的台灣中小企業，卻未受限，反而因資源的匱乏，成為了世界經濟論壇（WEF）全球競爭力報告中的「超級創新者」，顯然，資源的匱乏阻擋不了企業不斷創新的意念及步伐。中小企業在創新上會受到有限資源的桎梏而無能為力，但可透過動態能力去活用內部有限及外部無限的資源去解套。隨創理論於是提供了解除資源桎梏的一個途徑，提供了中小企業資源運作的手法去活用拼湊及結合手邊既有的資源。對於變化迅速的資訊服務產業而言，卻顯得相對保守及積極性不足，特別是面對層出不窮的新技術運用而言，企業越來越難單靠自身能耐就能夠應對這些趨勢潮流所造成的衝擊。基此，策略的運用提供了企業靈活的操作手法，藉由不同情境下的競合關係，運用競合策略，透過價值網形成企業之間的合縱連橫，獲取外部資源，並於過程中建構企業的動態能力，藉助動態能力得以轉化及重組資源，建立自身的競爭價值及優勢。本研究採取質性研究法，以中小企業創新研究獎獲獎廠商作為研究對象，選擇五家資訊服務業者去進行深入的訪談及研究，以探討其資源制約對服務創新活動的影響及企業如何拼湊內部資源與引進外部資源去進行資源轉化及重組，再透過Hertog (2010)提出的服務創新框架作為研究資料分析的基礎，此服務創新框架綜合了服務創新觀點之見解與企業動態能力觀點(DCV）之相互結合。本研究透過實證資料的歸納及分析，藉由不同構面進行審視，以及導向與歸類，最後再進行命題之建構，作為研究成果之展現。最後，根據研究發現本研究提出下列幾項重要命題： 1.企業內部資源之建構應藉由互補者與競爭者資源投入價值之審視，作為佈建企業資源建構之準則，搭配策略面向為首的經營考量作為需求依歸，其次才是需求面向的考量。 2.競爭者加劇外部資源的爭奪，使得企業之間的競合關係越趨複雜，企業須藉助服務創新模式的多樣性，提升自身附加價值，藉此取得競爭價值，深化競合策略，以及加速需求資源的重組及轉化。 3.新創企業改變「認知」之關鍵，須借重服務創新模式(構面多樣性)為訴求、以及動態服務能力(概念化)之展現。 4.因應趨勢，政策及產業制定帶來市場之「規則」，企業掌控市場機會之際，同時也迎來自身動態能力及服務創新模式能耐檢視的機會，引動企業優勢之考驗與能耐之挑戰。 5.以新技術選項(SaaS/BIG DATA/IOT/AI..)，引動資源轉化與重組，藉由服務創新模式的具體與適應，導引出顧客顯著需求，帶領動態能力及服務創新模式多樣性的增升，提升企業自身附加價值，擺脫及改變企業過往窠臼及認知印象。 6.在資訊服務產業中，企業具備拆卸/捆綁服務之動態能力，將影響企業服務創新模式(收入模式及價值體系模式)建構之能耐，引領資源轉化及資源重組運行成為企業動態能耐，滿足動態需求。

關鍵字

隨創理論；競合策略；價值轉化；服務創新模式；動態服務創新能力

並列摘要

The survival of an enterprise depends on innovation；however, innovation requires resources. Contrary to large enterprises, the innovation of small and medium enterprises is more often restricted due to resource constraints. Taiwan's SMEs, known for their toughness, flexible operation, streamlined organization and rapid response, are not constrained. Instead, due to lack of resources, they have become the "super innovators" in the World Economic Forum (WEF) Global Competitiveness Report. The lack of resources cannot stop the idea and the pace of continuous innovation of enterprises. SMEs will be bound by limited resources and powerless in innovation, but dynamic capabilities can be used to make internal limited resources and external unlimited resources to solve the problems. Bricolage theory thus provides a way to remove the constraints of resources and provides a way for SMEs to operate resources to make the best use of bricolage and combining the existing resources at hand. However, the rapidly changing information service industry appears to be relatively conservative and lack enthusiasm. Especially in the face of the endless application of new technologies, it is increasingly difficult for companies to respond to the impact of these trends solely on their capabilities. Based on this, the use of strategies provides companies with flexible operating methods. Through the competition and cooperation in different situations, using the co-opetition strategy, through the value network to form a joint connection between enterprises, obtain external resources, and construct the enterprise with the help of dynamic capabilities to transform and reorganize resources to establish its competitive value and advantages. This study adopts a qualitative research method, taking the SME Innovation Research Award winners as the research object, selecting five information service providers to conduct in-depth interviews and research, exploring the impact of resource constraints on service innovation activities, and how an enterprise can put together the internal resources and introduce external resources to transform and reorganize resources, and then use the service innovation framework proposed by Hertog (2010) as the basis of research data analysis. The service innovation framework integrates the insights of the service innovation viewpoint and the dynamic capability viewpoint (DCV) of the enterprise. In this research, through the induction and analysis of research data, by examining, guiding and categorizing from different dimensions, finally constructing the proposition used as the display of the research results. Based on the findings, this research proposes the following important propositions: 1.The construction of internal resources of an enterprise should be based on the review of the value of resources invested by complements and competitors as the criterion for the construction of enterprise resources. The business considerations of assortment strategy should be the first basis for demand, and the second should be demand-oriented considerations. 2.Competitors intensify the competition for external resources, making the competition and cooperation between enterprises more complicated. Companies must use the diversity of service innovation models to enhance their added value, obtain competitive value, deepen the co-opetition strategy, and accelerate the reorganization and transformation of demand resources. 3.The key for new ventures to change "cognition" is to rely on service innovation models (diverse dimensions) as their appeals and to demonstrate dynamic service capabilities (conceptualization). 4.In response to trends, policy and industry formulations bring about market "rules". While companies are in control of market opportunities, they also welcome the opportunity to examine their dynamic capabilities and service innovation models, stimulating corporate advantages and challenges. 5.The new technology options (SaaS/BIG DATA/IOT/AI..) induce resource transformation and reorganization. Through the specificity and adaptation of the service innovation model, leads to the obvious customers demand, and leads to dynamic capabilities and diverse service innovation models. Enhance the added value of the company itself, cast off and change the company's past stereotypes and cognitive impressions. 6.In the information service industry, the enterprise's dynamic capability to (Un-) bundling services which will affect the ability of the enterprise's service innovation model (income model and value system model) to construct, and lead the transformation and reorganization of resources to become the dynamic capability of the enterprise to meet the dynamic needs.