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研究生:楊智超
研究生(外文):Chih-chao Yang
論文名稱:台灣智慧型手機廠商開放式創新模式之探索性個案研究─以H公司為例
論文名稱(外文):Open Innovation Model in Smartphone Firm in Taiwan- An Exploratory Case Study of The H Company
指導教授:方世杰方世杰引用關係黃國良黃國良引用關係
指導教授(外文):Shih-chieh FangGuo-liang Huang
學位類別:碩士
校院名稱:國立高雄第一科技大學
系所名稱:企業管理研究所
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2009
畢業學年度:97
語文別:中文
論文頁數:152
中文關鍵詞:智慧型手機開放式創新知識管理
外文關鍵詞:Knowledge ManagementSmartphoneOpen Innovation
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全球通訊產業發達,台灣科技產業扮演極重要角色,從設計至生產皆有廠商投入資源運作,但資源絕大部分投入在代工業務,台灣手機製造技術在世界上首屈一指,也是世界大廠的第一選擇,但始終無法突破代工藩籬。近來智慧型手機的崛起,給了台灣廠商一個新契機,個案公司H公司不僅打破台灣科技產業傳統營運模式,從代工走向品牌服務,對於內外部創新活動的支持更是投入眾多資源發展,使個案公司智慧型手機領域占有一席之地,其成功因素是台灣廠商可以仿效與學習的對象。本研究針對個案公司之開放式創新模式做探索性研究,探討個案公司的開放式創新活動,相較於一般台灣公司對於創新的資源投入並不熱衷,個案公司對創新投入不遺餘力,利用訪談個案公司合作廠商以及外部豐富二手資料進行分析,建立本研究證據資料庫,進而架構出個案公司內外部活動模型。

本研究結果針對個案公司架構出關鍵活動網絡圖, 除網絡圖外,本研究結果顯示:(1)企業文化、理念相同,有助於雙方合作關係深化。(2)對顧客承諾越深,有助於提升員工進步之動能。(3)公司經營品牌業務,有助組織凝聚力提升。(4)文化融合理念,有助於公司內外部之各連結更緊密。(5)找對「頭」建立具備公司文化之團隊,有效提升技術能力與知識分享。(6)多重外部合作關係,有助於提升合作關係的深化及廣度。
Developed global communication and technology industry in Taiwan to play a very important role.Companies have to invest in the operation from design to production, but the vast majority of investment resources in ODM/OEM. Taiwan''s mobile phone manufacturing technology is the best in the world but it was never able to break through barriers of ODM/OEM. Recently, the rising of smartphones, to the Taiwanese manufacturers have a new opportunity for the company. H company not only break the traditional mode of operation from OEM to brand services but build internal and external innovation activities. And H company invests many resources to develop smartphone that makes it to lead. Its success could be a example of Taiwan''s manufacturers. In this study, the case study focus on the company''s open innovation model to do exploratory study to examine the cases of open innovation activities. Compared with those in the Taiwan company resources for innovation are not keen. H company invests many resource in innovation. This study use interview of H company’s cooperation firm as well as rich secondary data to analyze. This study establishes the database of research evidence and then structure a case model of the company internal and external activities.

The results of this study of corporate structure for the network diagram of key activities. And the study showed:
(1) The same corporate culture and ideas help to deepen the cooperation between the two.
(2) The deeper commitments to customers and will also enhance progress of the staff.
(3) Brand business will help organizations to enhance cohesion.
(4) The concept of cultural integration will help all internal and external links to more closely.
(5) To find the "leader" to establish a team have corporate culture and will effectively raising the technical capacity and knowledge sharing.
(6) Multiple external relations will enhance the deepening of cooperative relations and breadth.
摘要 i
Abstract iii
誌謝 v
表目錄 viii
圖目錄 ix
壹、 緒論 1
一、 研究背景與動機 1
二、 研究問題與目的 3
三、 個案研究執行方法與步驟研究流程 4
貳、 文獻探討 6
一、 智慧型手機產業探討 6
二、 創新 12
三、 開放式創新 21
四、 知識基礎理論 30
五、 小結 36
參、 研究設計 37
一、 資料蒐集方法 39
二、 資料分析方法 43
肆、 個案描述與分析 45
一、 產業背景 45
二、 個案公司介紹 47
三、 個案公司核心創新活動 49
四、 個案分析 52
五、 命題與架構 88
伍、 結論與建議 94
一、 結論 94
二、 研究貢獻 100
三、 研究限制與後續研究建議 102
參考文獻 104
一、 中文部分 104
二、 英文部分 106
附錄 110
附錄一:部分分析譯碼表 110
附錄二:訪談問卷 140
一、中文部分
1.拓墣產業研究所 http://www.topology.com.tw
2.科技產業資訊室,2008,“開放式創新與開放式創新指標”
3.台灣工銀證券,2008,“手機產業趨勢與展望”
4.陳良榕,2003,“微軟挑戰Nokia的秘密武器”,台北:天下雜誌
5.劉常勇,2002,“創業管理的十二堂課”,台北:天下文化
6.劉常勇,2004,“創新管理”
7.Henry Chesbrough, 2007,開放式經營--創新獲利新典範,李芳齡譯,天下文化,台北
8.Peter Drucker, 2002,創新與創業精神,蕭富峰、李田樹譯,臉譜文化,台北
9.Peter Drucker, 1994,後資本社會主義,傅振焜譯,時報文化,台北
10.陳永隆,2008,“打通知識經濟之路,突破企業微利瓶頸”
11.Frans Johansson, 2005,梅迪奇效應,劉真如譯,商周,台北
12.吳思華,2005,“知識經濟要以創新為引擎”,台北:天下雜誌
13.吳思華,2005,“獨特多元才能孕育創新”,台北:天下雜誌
14.吳思華,1999,“知識流通對產業創新的影響”,第七屆產業管理研討會,國立政治大學,頁1-42
15.Clayton Christensen, 2000,創新的兩難,吳凱琳譯 ,商周,台北
16.陳勁、陳鈺芬,2006,“開放創新體系與企業技術創新資源配置”,科研管理,第二十七卷第三期
17.Daft, 2007,Organization Theory and Design: A Modern Introduction (雙語版) ,萬同軒譯,華泰,台北
18.Arthur Andersen Business Consulting, 2000,知識管理的第一本書,劉京偉譯,商周,台北
19.邱錦田,2008,“從封閉式轉型為開放式國家創新系統典範”,STIP科技政策智庫
20.Robert Yin, 2001,個案研究,尚榮安譯,台北,弘智文化

二、英文部分
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5.Chesbrough, H. (2003), “The Era of Open Innovation,” MIT Sloan Management Review, 44(3), pp.35-41.
6.Chesbrough, H., W. Vanhaverbeke and J. West (2006), Open Innovation: Researching a New Paradigm, Oxford : Oxford University Press.
7.Chesbrough, H. (2006), Open Business Models: How to Thrive in the New Innovation Landscape, Boston: Harvard Business School Press.
8.Chesbrough, H. (2007), “Why companies should have open business models,” MIT Sloan Management Review, 48(2), pp.22-28.
9.Christensen, C. (1997), The Innovator''s Dilemma: When New Technologies Cause Great Firms to Fail, Boston: Harvard Business School Press.
10.Daft, L. (1978), “A Dual-Core Model of Organization Innovation,” Academy of Management Journal, 21(2), pp.193-210.
11.Damanpour, F. (1987), “The Adoption of Technological, Administrative, and Ancillary Innovations: Impact of Organizational Factors,” Journal of Management, 13(4), pp.675-688.
12.Damanpour, F. (1991), “Organizational Innovation: A Meta-Analysis of Effects of Determinants and Moderators,” Academy of Management Journal, 34(3), pp.555-590.
13.Drucker, P. (1985), Innovation and Entrepreneurship: Practice and Principle, New York : Harper Business.
14.Drucker, P. (1993), Post-Capital Society, Harper Collins.
15.Drucker, P. (1998), “The Discipline of Innovation,” Harvard Business Review, 76(6), pp.149-157.
16.Davenport, T. and L. Prusak (1998), Working Knowledge: How organizations manage what they know, Harvard Business School Press.
17.Desouza, K., C. Dombrowski, Y. Awazu, P. Baloh, S. Papagari, J. Kim and S. Jha (2007), “The five stages of successful innovation,” MIT Sloan Management Review, 48(3), pp.8-9
18.Dewar, R. and J. Dutton (1986), “The adoption of radical and incremental innovations: An empirical analysis,” Management Science, (32), pp.1422–1433.
19.De Boer, M., F. Bosch and H. Volberda (1999), “Managing organizational knowledge integration in the emerging multimedia complex,” Journal of Management Studies, 36(3), pp.379-398.
20.Gassmann, O. (2006), “Opening up the innovation process: towards an agenda,” R&D Management, 36(2), pp.223-228.
21.Gupta, A., P. Tesluk and M. Taylor (2007), “Innovation At and Across Multiple Levels of Analysis,” Organization Science, 18(6), pp.885-897.
22.Grant, R. (1996), “Prospering in dynamically-competitive environments: Organizational capability as knowledge integration,” Organization Science, 7(4), pp.375-388.
23.Grant, R. and C. Baden-Fuller (1995), “A Knowledge-Based Theory of Inter-Firm Collaboration,” Academy of Management Journal, pp.17-21.
24.Henderson, R. and K. Clark (1990), “Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms,” Administrative Science Quarterly, 35(1), pp.9-30.
25.Harris, D. (1996), “Creating a Knowledge Centric Information Technology Environment,” Http://www.htcs.com/ckc.htm
26.Inkpen, A. and A. Dinur (1998), “Knowledge management processes and international joint ventures ,” Organization Science, 9(4), pp.454-468.
27.Inkpen, A. (2000), “A note on the dynamics of learning alliances: competition, cooperation, and relative scope,” Strategic Management Journal, 21(7), pp775-779.
28.Johansson, F. (2004), The Medici Effect: Breakthrough Insights at the Intersection of Ideas, Concepts, and Cultures, Client Distribution Services.
29.Jones, G. (2007), Organizational Theory, Design, and Change,Pearson Education.
30.Khalil, K. (2000), Management of Technology: The Key to Competitiveness and Wealth Creation, Mcgraw-Hill.
31.Kogut, B. and U. Zander (1992), “Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology,” Organization Science, 3(3), pp.383-397.
32.Liebeskind, J. (1996), “Knowledge, Strategy and the Theory of the Firm,” Strategic Management Journal, 17, pp.93-107.
33.Nonaka, I. (1994) , “A Dynamic Theory of Organizational Knowledge,” Organization Science, 5(1), pp.14-37.
34.Nonaka,I. and H. Takeuchi (1995), The Knowledge Creating Company. New York, Oxford University Press.
35.Nonaka, I. (2007), “The Knowledge-Creating Company,” Harvard Business Review, 85(7/8), pp.162-171.
36.Tushman, M. and D. Nadler (1986), “Organizing for Innovation,” California Management Review, 28(3), pp.74-92.
37.Teece, D. (1998), “Capturing value from knowledge assets: The new economy, markets for know-how, and intangible assets,” California Management Review, 40(3), pp.55-79.
38.Porter, M. (1991), “Towards a Dynamic Theory of Strategy,” Strategic Management Journal, 12, pp.95-117.
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44.Yin, R. (1984), Case study research: Design and methods , Newbury Park, CA: Sage.
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