智慧運動場館虛實整合之研究：破壞式創新觀點

2020 年正式進入 5G 時代，隨著 5G 網路科技的興起，加速物聯網、大數據、人工智慧等科技應用，我國政府也將 5G 網路及 AI 科技列為產業數位轉型的關鍵。國際體育賽事受到科技日新月異的影響，改變觀眾的娛樂偏好，競技運動與創新科技的融合成為發展趨勢。本研究以系統性文獻回顧探討智慧運動場館發展之現況;以破壞式創新理論觀點之 RPV 結構，藉由智慧運動場館之個案，探討運動場館提供虛實整合服務之情形，進而了解運動場館發展虛實整合服務之策略。本研究採取多重個案整體設計，以滾雪球抽樣法選擇目前已經導入智慧科技實驗的運動場館以及相關建置廠商作為研究個案，並依據本研究目的及問題編制訪談大綱，利用半結構式訪談法，蒐集參與規劃之營運廠商及相關人員親身經歷，研究結果如下:一、智慧運動場館近十年研究主題多為網路資訊系統、場館安全管理及球迷觀賽體驗。二、啟發企業球團進行創新發展的動機為程序需要創新及新知識的應用。三、由於科技創新的影響，智慧運動場館提供全面性地虛實整合服務，包含「行動連結」、「體驗式連結」、「社群連結」，主要以跟球迷互動為主，具有開發新市場破壞式創新的潛力。四、發展智慧運動場館之 RPV 結構主要為投入有形及無形資源、強化顧客服務雙向互動流程、以提供球迷更便利的服務為組織價值。基於上述結果，本研究建議未來企業球團在評估開發智慧運動場館時，可以針對內部資源、流程、價值三個面向，擬定策略計劃，且以球迷互動為主要訴求，創造有利之商業模式。

關鍵字

物聯網；數位創新；商業模式；多重個案整體設計；系統性文獻回顧

並列摘要

For Taiwan, 2020 is the first year of the 5G era. As the rise of 5G technology, which accelerates the application of technologies such as the Internet of Things, big data, and artificial intelligence. The technology impacts people’s daily life including entertainment habits of international sports events. The purpose of this study is to conduct on the existing smart sport stadiums to understand the view of disruptive innovation and RPV structure on the current development of online to offline service in the stadium and the business model of smart sport stadiums. This study did systematic literature review to explore research topics of smart sport stadiums. This multiple case research applied semi-structured interview method with the outline based on the objectives and questions of this study to collect information from the stadium staff and contractors. The subjects were selected by snowball sampling. The results of the study are as follows: (1) The research topics of smart sport stadiums are about network system, security management and fans experience over the past decade. (2) The company develops innovations inspired from the sources of process needs and new knowledge. (3) The online to offline service in the stadium includes mobile connectivity, experiential connectivity and social connectivity, which is potential to develop new-market disruptive business. (4) In terms of internal organization dimension, the company devote resources, interactive customer service and much more convenient fans experience. Based on the above findings, it is recommended that the company can identify the internal resources, processes and values that match fans demands while developing smart sport stadiums to come up with the beneficial business model.