臺灣博碩士論文加值系統

韓國流行音樂(the K-Pop)的崛起，被全球音樂產業公認是一個全新的音樂流派興起。過去不乏有許多學者探討與韓國音樂產業成功的因素。但是一個產業的成功，並非只有單一或若干的因素而構成。一個產業的成功是有賴於整體產業的動態演化而來。然而，過去並沒有學者探討有關於韓國音樂產業的動態演化。因此本文以理論的視角，來檢視韓國音樂產業的動態演化過程與其背後驅力。
本研究發現，韓國音樂產業是由產業整合在走向分散，再經由分散走向虛擬垂直化(Virtual Vertical)，使韓國音樂產業同時兼具產業整合與分散的優點；並透過C-K理論來了解韓國音樂產業演化與知識、能力形成之過程；再藉由分析與評估韓國音樂產業的產業領導者S.M.娛樂(S.M. Entertainment)的商業模式，來解構韓國音樂產業的機制設計與良性循環的形成。

The emergence of Korean Pop Music (the K-Pop) has been recognized as a new global genre rise. Many scholars have provided extensive discussions of the reasons and the factors of the K-Pop industry rise. However, little literature has the focus on the power drive behind the K-Pop. This paper has an evolutionary perspective on industry dynamics, seeking the reasons behind its contrasting the platform architecture to identify and discuss the different stages of the evolution of the K-Pop music platform development. Then through the perspective of the platform leader, S.M., to realize the choice and the consequences of the business model, and evaluate the business model of S.M.
This article argues that industrial dynamics, the evolution of platform architecture and the business model of S.M. in the K-Pop industry. This study present (a) the appearance of the K-Pop dynamic development industry; (b) the driving force of the K-Pop platform architecture evolution; (c) the formation and process of the mechanism evolution in the K-Pop industry platform; (d) analyzing the business model of S.M.

Contents
List of Figures iii
List of Tables iv
I. Introduction 1
1.1 General Background Information 1
1.2 Research Purpose and Question 6
1.3 Research Process 7
II. Literature Review 9
2.1 The K-Pop Industry 9
2.1.1 The customer of the K-Pop industry 9
2.2.2 The integration of the K-Pop industry 11
2.2 Dynamics 13
2.3 Platform 15
2.2.1 Internal Platform 15
2.2.2 Supply Chain Platforms 16
2.2.3 Industry Platforms 18
2.4 Business Model 20
III. Method 22
3.1 Research Architecture 22
3.2 Data Collection Procedure 24
3.3 Research and Analysis Tools 25
3.3.1 Concept-Knowledge Theory 25
3.3.2 Business Model 26
IV. Industry Dynamics and Evolution of the K-Pop Industry 29
4.1 The Convergence of the K-Pop Industry 29
4.2 The Decomposition of the K-Pop Industry 33
4.3 The Modularity of the K-Pop Industry 35
4.4 The Value Network of the K-Pop Industry Evolution 37
V. The Formation of the K-Pop Industry Platform 40
5.1 The Formation of the K-Pop Internal Platform 40
5.2 The Formation of the K-Pop Supply Chain Platform 44
5.2.1 The Path of Expand Markets on the K-Pop Supply Chain Platform 47
5.2.2 The path of modularity component on the K-Pop supply chain platform 47
5.2.3 The Path of Copyright Litigation on the K-Pop Supply Chain Platform 48
5.2.4 Forming the Supply Chain Platform of the K-Pop Industry 50
5.3 The Formation of Supply Chain Platform 52
5.3.1 The Path of Development New Markets on the K-Pop Industry Platform 54
5.3.2 The Path of Satisfy the Demands of More customers on the K-Pop Industry Platform 55
5.3.3 Forming the Industry Platform of the K-Pop Industry 56
VI. Value Creation and Value Capture of S.M. 58
6.1 Becoming the Standard (Value Creation) 58
6.2 Becoming a Proprietary Standard (Value Capture) 61
6.2.1. Music Legalization 61
6.2.2. The Outsourcing Action 61
6.2.3. The Distribution Channel of YouTube 63
6.2.4 The Consequences of Proprietary Standard 64
6.3 S.M. as a Builder of the Industry Platform: the Virtual Vertical (Sustaining Value) 66
VII. Evaluate of S.M.’s Business Model 69
7.1 S.M.’s Business Model 69
7.2 The Virtuousness Cycle of S.M.’s Business Model 73
7.3 The business Model Evaluation of S.M. 75
7.3.1 Imitation 75
7.3.2 Substitution 76
7.3.3 Slack 76
VIII. Discussion and Conclusion 78
8.1 Research Findings of the K-Pop industry platform 78
8.2 Research Findings of S.M.’s Business Model 81
8.3 Research Contributions of the K-Pop industry platform 83
8.4 Research Limitations 84
8.5 Recommendations for Future Research 85
References 86

 
List of Figures
Figure 1: Gangnam Style cross one billion view mark 1
Figure 2: The research process 8
Figure 3: Research architecture 23
Figure 4: The design square of C-K Theory 26
Figure 5: Elements of a business model 27
Figure 6: The K-Pop industry platform evolution 32
Figure 7: The scale trend of Korean physical record 33
Figure 8: The K-pop digital music market growth speed 38
Figure 9: The formation of the K-Pop internal platform 43
Figure 10: The scale trend of the record production and sales in Korean music industry (billion Korean won) 45
Figure 11: The formation of the K-Pop supply chain platform 46
Figure 12: The industrial scale of Korean digital music (billion Korean won) 49
Figure 13: The formation of the K-Pop industry platform 53
Figure 14: The sales revenue of big three (S.M., JYP, and YG) (Korean Won) 67
Figure 15: The virtual vertical of the K-Pop industry 67
Figure 16: S.M.’s business model 70
Figure 17: S.M.’s business model with theories 71
Figure 18: Virtuousness Cycle of S.M.’s business model 74
Figure 19: The sales revenue and the business profit of S.M. (2007-2013) 77
Figure 20: The battle of S.M. 81
 
List of Tables
Table 1: Korean music market scale and trend (million US dollars) 4
Table 2: The K-Pop in global music market rank 4
Table 3: The statistics of the K-Pop industry (million US dollars) 10
Table 4: The K-Pop platform evolution 18
Table 5: The markets growth rate of S.M. 66

Agogué, M., & Kazakçi, A. (2014). 10 Years of C–K Theory: A Survey on the Academic and Industrial Impacts of a Design Theory An Anthology of Theories and Models of Design (pp. 219-235): Springer.
Amit, R., & Zott, C. (2000). Value creation in e-business: INSEAD.
Armand, H., & Benoît, W. (2007). Design as Forcing: deepening the foundations of CK theory. Guidelines for a Decision Support Method Adapted to NPD Processes.
Baldwin, C. Y., & Clark, K. B. (2003). Managing in an age of modularity. Managing in the Modular Age: Architectures, Networks, and Organizations, 149.
Baldwin, C. Y., & Woodard, C. J. (2008). The architecture of platforms: A unified view. Harvard Business School Finance Working Paper(09-034).
Baum, J. A., & Singh, J. V. (1994). Evolutionary dynamics of organizations. Evolutionary dynamics of organizations.
Becker, M. C., & Zirpoli, F. (2008). Applying organizational routines in analyzing the behavior of organizations. Journal of Economic Behavior & Organization, 66(1), 128-148.
Bohnsack, R., Pinkse, J., & Kolk, A. (2014). Business models for sustainable technologies: Exploring business model evolution in the case of electric vehicles. Research Policy, 43(2), 284-300.
Brea‐Solís, H., Casadesus‐Masanell, R., & Grifell‐Tatjé, E. (2015). Business model evaluation: quantifying Walmart's sources of advantage. Strategic Entrepreneurship Journal, 9(1), 12-33.
Casadesus-Masanell, R., & Ricart, J. E. (2007). Competing through business models.
Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and onto tactics. Long range planning, 43(2), 195-215.
Casadesus-Masanell, R., & Yoffie, D. B. (2007). Wintel: Cooperation and conflict. Management Science, 53(4), 584-598.
Casadesus‐Masanell, R., & Zhu, F. (2013). Business model innovation and competitive imitation: The case of sponsor‐based business models. Strategic management journal, 34(4), 464-482.
Chesbrough, H. (2010). Business model innovation: opportunities and barriers. Long range planning, 43(2), 354-363.
Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies. Industrial and Corporate Change, 11(3), 529-555.
Cooke, T. E. (1992). The impact of size, stock market listing and industry type on disclosure in the annual reports of Japanese listed corporations. Accounting and Business Research, 22(87), 229-237.
Cusumano, M. A., & Gawer, A. (2002). The elements of platform leadership. MIT Sloan Management Review, 43(3), 51.
Demil, B., & Lecocq, X. (2010). Business model evolution: in search of dynamic consistency. Long range planning, 43(2), 227-246.
Gander, J., & Rieple, A. (2004). How relevant is transaction cost economics to inter-firm relationships in the music industry? Journal of Cultural Economics, 28(1), 57-79.
Gawer, A. (2009). Platforms, markets and innovation: An introduction. Chapters.
Gawer, A. (2011). Platforms, markets and innovation: Edward Elgar Publishing.
Gawer, A., & Cusumano, M. A. (2002). Platform leadership: How Intel, Microsoft, and Cisco drive industry innovation: Harvard Business School Press Boston.
Gopal, R. D., Sanders, G. L., Bhattacharjee, S., Agrawal, M., & Wagner, S. C. (2004). A behavioral model of digital music piracy. Journal of Organizational Computing and Electronic Commerce, 14(2), 89-105.
Graham, G., Burnes, B., Lewis, G. J., & Langer, J. (2004). The transformation of the music industry supply chain: A major label perspective. International Journal of Operations & Production Management, 24(11), 1087-1103.
Greiner, L. E. (1972). Evolution and revolution as organizations grow.
Hatchuel, A., Le Masson, P., & Weil, B. (2004). CK theory in practice: lessons from industrial applications. Paper presented at the DS 32: Proceedings of DESIGN 2004, the 8th International Design Conference, Dubrovnik, Croatia.
Hatchuel, A., Le Masson, P., Weil, B., & Saint, B. (2010). Platforms for the design of platforms: collaborating in the unknown. Platforms, market and innovation, 273-305.
Hatchuel, A., & Weil, B. (2003). A new approach of innovative Design: an introduction to CK theory. Paper presented at the DS 31: Proceedings of ICED 03, the 14th International Conference on Engineering Design, Stockholm.
Hatchuel, A., & Weil, B. (2009). CK design theory: an advanced formulation. Research in engineering design, 19(4), 181-192.
Iansiti, M., & Levien, R. (2004). The keystone advantage: what the new dynamics of business ecosystems mean for strategy, innovation, and sustainability: Harvard Business Press.
Industry, I. F. o. t. P. (2009). IFPI Digital Music Report 2009: New Business Models for a Changing Environment: International Federation of the Phonographic Industry.
Johnson, M. W. (2010). Seizing the white space: business model innovation for growth and renewal: Harvard Business Press.
Kim, S. S., Agrusa, J., Lee, H., & Chon, K. (2007). Effects of Korean television dramas on the flow of Japanese tourists. Tourism Management, 28(5), 1340-1353.
Kim, S. Y. (2012). Investigation on the Management Status of K-Pop Revenue Model and Finding Ways for Improvement. International Journal of Trade, Economics and Finance, 3(5), 343.
Le Masson, P., Weil, B., & Hatchuel, A. (2011). 11. Platforms for the design of platforms: collaborating in the unknown. Platforms, markets and innovation, 273.
Lent, J. A., & Fitzsimmons, L. (2013). Asian Popular Culture in Transition: Routledge.
Leyshon, A. (2009). The Software Slump?: digital music, the democratisation of technology, and the decline of the recording studio sector within the musical economy. Environment and planning. A, 41(6), 1309.
Lie, J. (2012). What is the K in K-pop? South Korean popular music, the culture industry, and national identity. Korea Observer, 43(3), 339-363.
Linder, E. V. (2005). Cosmic growth history and expansion history. Physical Review D, 72(4), 043529.
Magretta, J. (2002). Why business models matter. Harvard business review, 80(5), 86.
Marshall Jr, W. G., Givens, P. E., Fountain, M., & Budd, S. R. (2005). Entrepreneurial Assessment of Technology Commercialization and New Venture Formation Using a Decision Matrix to Direct Commercialization Strategies. Entrepreneurship in a Diverse World, 8.
McGrath, M. E. (1995). Product strategy for high-technology companies: how to achieve growth, competitive advantage, and increased profits: Irwin Professional Pub.
Messerlin, P. A., & Shin, W. (2013). The K-pop Wave: An Economic Analysis. Available at SSRN 2294712.
Meyer, M. H., & Lehnerd, A. P. (1997). The power of product platform. New York, The Free Pass.
Moore, J. F. (1993). Predators and prey: a new ecology of competition. Harvard business review, 71(3), 75-83.
Moore, J. F. (2006). Business ecosystems and the view from the firm. Antitrust Bull., 51, 31.
Oh, I., & Lee, H.-J. (2013). Mass Media Technologies and Popular Music. Korea Journal, 53(4), 34-58.
Oh, I., & Park, G.-S. (2012). From B2C to B2B: Selling Korean pop music in the age of new social media. Korea Observer, 43(3), 365-397.
Oh, I., & Park, G.-S. (2013). The globalization of K-pop: Korea’s place in the global music industry. Korea Observer, 44(3), 389-409.
Osterwalder, A., & Pigneur, Y. (2002). Business models and their elements. Paper presented at the Position Paper presented to the International BITA B4U workshop, Business Models for Innovative Mobile Services. Delft, The Netherlands.
Osterwalder, A., & Pigneur, Y. (2002). An eBusiness model ontology for modeling eBusiness. BLED 2002 Proceedings, 2.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers: John Wiley & Sons.
Park, G.-S. (2013). Manufacturing Creativity: Production, Performance, and Dissemination of K-Pop. Korea Journal, 53(4), 14-33.
Peltoniemi, M., & Vuori, E. (2004). Business ecosystem as the new approach to complex adaptive business environments. Paper presented at the Proceedings of eBusiness research forum.
Pine, B. J. (1999). Mass customization: the new frontier in business competition: Harvard Business Press.
Rao, B. (1999). The Internet and the revolution in distribution: a cross-industry examination. Technology in Society, 21(3), 287-306.
Raphael, A., & Zott, C. (2001). Value creation in e-business. Strategic management journal, 22(6/7), 493.
Ricart, J. E., & Casadesus-Masanell, R. (2011). How to Design A Winning Business Model. Harvard business review, 89, 1-2.
Robertson, D., & Ulrich, K. (1998). Planning for product platforms. Sloan management review, 39(4).
Shapiro, C., & Varian, H. R. (2013). Information rules: a strategic guide to the network economy: Harvard Business Press.
Slywotzky, A. J. (1996). Value migration: how to think several moves ahead of the competition: Harvard Business Press.
Sosna, M., Trevinyo-Rodríguez, R. N., & Velamuri, S. R. (2010). Business model innovation through trial-and-error learning: The Naturhouse case. Long range planning, 43(2), 383-407.
Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2), 172-194.
Tschmuck, P. (2012). Creativity and innovation in the music industry: Springer.
Varian, H. R., & Shapiro, C. (1999). Information rules: a strategic guide to the network economy. Harvard Business School Press, Cambridge.
Westerlund, M., Rajala, R., & Leminen, S. (2011). Insights into the dynamics of business models in the media industry. Laurea University of Applied Sciences.
Wheelwright, S. C., & Clark, K. B. (1992). Creating project plans to focus product development: Harvard Business School Pub.
Zhan, W., & Luo, Y. (2008). Performance implications of capability exploitation and upgrading in international joint ventures. Management International Review, 48(2), 227-253.
Zott, C., & Amit, R. (2009). The business model as the engine of network-based strategies. The network challenge, 259-275.
Zott, C., & Amit, R. (2010). Business model design: an activity system perspective. Long range planning, 43(2), 216-226.
Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future research. Journal of management, 37(4), 1019-1042.
Zott, C., & Amit, R. H. (2011). Designing Your Future Business Model: An Activity System Perspective. SSRN Working Paper Series.
朴允善 (Park, Y. S.). (2011). 韓國音樂產業全球化策略研究-以 [SM Entertainment] 為例. 政治大學傳播學院碩士在職專班學位論文, 1-127.