透過您的圖書館登入
IP:3.140.185.147
  • 學位論文

開放式創新中介平台成功驅動因子研究

Investigating Successful Driving Factors of Open Innovation Intermediary Platforms

指導教授 : 李永銘

摘要


Web 2.0時代帶領世界進入一個「開放」的世代,越來越多公司發現大眾合作(mass collaboration)的好處,這種新的組織方式終將取代傳統的公司結構,而成為經濟體系中創造財富的主要動力來源。開放式創新理論建議公司將研發的邊界模糊化,運用企業外部的優秀的人才,藉以縮短研發時間、降低研發成本、加快新產品推出市場之速度,幫助公司創造價值獲取利潤。 創新中介廠商欲獲利必須更積極地促使更多的創新交流與互動,以創造價值獲取利益,透過網路平台能夠達到資訊流通及加速交易的效果;但是技術商品有其不同於一般商品的特性,其平台應有其獨特的特性及必要的因子,一方面吸引交易雙方加入,另一方面使其願意留下來,讓愈來愈多的交易雙方能夠透過平台互動,逐漸提昇平台的價值,達到良性互動的結果。 本研究採用探索性的研究方法,透過結合理論與實務,歸納出開放式創新中介平台應具備的特性及其成功驅動的重要因子,並建構開放式創新中介平台之架構模型。 研究結果發現:1.開放式創新中介平台有四種重要「創新關係人」,平台促成其進行創新的互動與交流,且與其具有相互依賴的夥伴關係;2.建構成功的開放式創新中介平台有六個重要成功驅動因子,此六個因子各有其角色與定位且需緊密結合,創造平台給予創新關係人的的價值感。

並列摘要


Web 2.0 leads the world into an era of "open" generation. More and more companies find the benefits of mass collaboration. It will eventually replace the traditional corporate structure, and be the main power source of wealth creation. Open innovation theory suggests the company will blur the boundary of R&D, using the talents outside the enterprise in order to shorten the development time, reduce development cost, and accelerate new products to market to create value. Innovative Intermediary companies should be active in promoting more interaction of innovation for profit, through the Internet platform to facilitate information flow and speed up transactions. However, technical products has its own characteristics different from general merchandise.Platform should have its own unique characteristics and the factors necessary to attract the trading parties to join and stay.Transactions through the platform so that the two sides can interact, and gradually increase the value of the platform. This study sums up the characteristics and successful driving factors of Open Innovation Intermediary Platform (OIIP) through a combination of theory and practice, and constructs an architecture model of OIIP. The reaserch reaches two conclusions. First, OIIP has four kinds of important "innovation stakeholders". They interact through OIIP for innovation, and are OIIP’s Interdependent partners. Second, there are six critical successful driving factors for operating an OIIP, and the six factors are closely linked to create the sense of value to innovation stakeholders.

參考文獻


[25] 韓燕甯,「從開放式創新觀點探討NTT DoCoMo平台型經營模式」,國立政治大學,碩士論文,2007年。
[11] 唐.泰普史考特,安東尼.威廉斯(Dan Tapscott, Anthony Williams)著,維基經濟學,王怡文 譯,商智文化,華泰文化,2007年。
[37] Goldman Sachs. “B2B: 2B or Not 2B”, Goldman Sachs Investment Research, 1999.
[27] Bessant, J., Rush, H., “Building bridges for innovation: the role of consultants in technology transfer”, Research Policy, 24(2), pp. 97-114, 1995.
[29] Bidault F., & Fischer, W. A., “Technology transaction: networks over markets”, R&D Management, 24, 4, pp. 373-386, 1994.

被引用紀錄


邱聖竹(2011)。建構中小企業之開放式創新網絡中介平台〔碩士論文,中原大學〕。華藝線上圖書館。https://doi.org/10.6840/cycu201101036
曾思瑜(2011)。金磚四國銀行業效率研究—共同成本邊界法之應用〔碩士論文,國立臺灣大學〕。華藝線上圖書館。https://doi.org/10.6342/NTU.2011.10837
陳威任(2011)。台灣公股行庫與中國股份制銀行之成本效率分析〔碩士論文,國立中央大學〕。華藝線上圖書館。https://www.airitilibrary.com/Article/Detail?DocID=U0031-1903201314412555
李冠儀(2012)。網路創業的關鍵成功因素之探討〔碩士論文,元智大學〕。華藝線上圖書館。https://www.airitilibrary.com/Article/Detail?DocID=U0009-2801201415010484
張孝如(2015)。台灣新藥開發T公司個案研究:開放式創新商業模式視角〔碩士論文,國立中央大學〕。華藝線上圖書館。https://www.airitilibrary.com/Article/Detail?DocID=U0031-0412201512100078

延伸閱讀