區塊鏈是一種高可行性的基礎建設技術，不僅能提高效率、降低建設成本，其交易透明化和避免篡改等特性更使之得以被廣泛應用。由於資訊科技蓬勃發展，互聯網革命伴隨著客戶主導邏輯的興起，平台思維對於服務設計而言早已不敷使用。因此，區塊鏈數位生態系統將成為下一代服務設計的解決方案，強調生態系統中利益相關者的價值共創欲目標追求。 以現況而言，仍有許多服務無法在現實中發展或得以維持，網路效應的影響在數位環境中是極為強大且不容忽視的。我們的研究旨在由此出發衡量區塊鏈數位生態系統的成敗。我們提出的方法能使設計師基於理解關鍵多數的實現和網絡效應水平的大小，來瞭解其設計的可適應性與競爭力，這是一個數位生態系統能否突破真空的關鍵。此方法還提供如何提升設計的指南，使服務設計能更有機會地進入網路效應的爆炸階段。 / Blockchain is an infrastructure technology not only restricted to the financial industry, but also feasible and affordable to facilitating the operation of service provision with efficiency, lower construction cost, information transparency and non-falsified characteristics. By virtue of the information technology booms swiftly, the revolution which Internet brings about, accompanies with the rise of customer-dominant logic, platform thinking is no longer sufficient for the service design. Consequently, blockchain-based digital ecosystem becomes a solution of the next generation’s service design aspect which stresses on value co-creation among all the stakeholders of the ecosystem and proceeds to the same proposition. However, there are many service provisions unable to launch or sustain in reality. The network externality of the Internet is the most powerful, indispensable and un-negligible effect in the digital environment. Our study aims to estimate and measure the success or failure of blockchain-based digital ecosystems from this perspective. We propose a method which enables blockchain-based digital ecosystem designers to comprehend with the adaptability and competitiveness of the fulfillment of the critical mass and the examination of network effect level. They are crucial to pass through the vacuum stage of ecosystem lifetime. The method also provides guides about how to improve the designs in order to have a greater opportunity to get into the explosion stage of ecosystem lifetime.

京都大学 / 0048 / 新制・課程博士 / 博士(地域研究) / 甲第22558号 / 地博第261号 / 新制||地||99(附属図書館) / 京都大学大学院アジア・アフリカ地域研究研究科東南アジア地域研究専攻 / (主査)教授 岩田 明久, 教授 竹田 晋也, 教授 山越 言, Prachya Musikasinthorn / 学位規則第4条第1項該当 / Doctor of Area Studies / Kyoto University / DGAM

京都大学 / 0048 / 新制・課程博士 / 博士(経済学) / 甲第21288号 / 経博第576号 / 新制||経||286(附属図書館) / 京都大学大学院経済学研究科経済学専攻 / (主査)教授 諸富 徹, 教授 岡田 知弘, 准教授 長谷川 誠 / 学位規則第4条第1項該当 / Doctor of Economics / Kyoto University / DFAM

本研究採用「商業生態系統」觀點，以「利基者」的角度出發，來探討利基型軟體公司經營模式的變遷。研究對象為屬於「利基者」的資訊安全軟體公司，以及其所處的環境。研究分為「歷史分析」與「探索性個案研究」兩大部分。首先，本研究以「歷史分析」作為前導研究，探討資訊安全軟體由1986年至2007年的發展沿革，並釐清防毒軟體廠商、防火牆軟體廠商，以及入侵偵測/防禦軟體廠商所處的商業生態系統，以及廠商在其中的角色。此外，在歷史分析中，本研究也探討了主要商業生態系統之間的關係。而「探索性個案研究」，則選擇了五個成功的資訊安全軟體公司，以及五個失敗的資訊安全軟體公司，探討這些廠商在1986年至2000年之間經營模式的變遷，以了解成功及失敗的因素為何。此外，也描述繼續存活的成功廠商，如何在2001年之後，因應環境「擾動」而動態調整其經營模式。 在「歷史分析」的部份，本研究首先發現，資訊安全軟體自1986年開始出現，此時的資訊安全軟體廠商，主要為防毒軟體廠商，而廠商在「個人電腦商業生態系統」以及「區域網路商業生態系統」中扮演「利基者」的角色。在1994年後，「Internet商業生態系統」蓬勃發展，除了防毒軟體廠商之外，防火牆軟體廠商以及入侵偵測軟體廠商開始出現。而資安軟體廠商在「Internet商業生態系統」中扮演「利基者」的角色。之後，資訊安全軟體廠商逐漸形成了一個「邊界安全商業生態次系統」。在這個「次系統」中，不同的廠商分別扮演了次系統中的「關鍵者」、「支配者」，以及「利基者」。另一方面，三個「主系統」之間，存在「演替」的現象，後者的重要性，逐漸超越前者。而到了2001年之後，由於環境中的劇烈「擾動」，產生了新的生存空間，也改變了既有「物種」的「種間關係」。而另一方面，主要商業生態系統中「關鍵者」的跨入，也嚴重壓縮了既有「利基者」的生存空間。 「探索性個案研究」中，本研究又分為「規範性個案研究」與「描述性個案研究」兩部分。「規範性個案研究」探討五個成功的資訊安全軟體公司，包括Symantec、Trend Micro、McAfee、Check Point，以及Internet Security Systems(ISS)，在1986年至2000年之間，調整經營模式的動態過程，並與五個失敗的公司，包括ACSI、ESaSS、EliaShim/eSafe、Raptor，以及Axent進行比較。研究首先發現，成功的「利基者」，充分「借助」了「關鍵者」的資源，包括「技術」、「夥伴」、「聲譽」，並透過學習，運用關鍵者的「知識」，提升組織的能力。其次，成功的「利基者」，都能建立以自己為中心的「商業生態次系統」，包括「通路次系統」或是「技術平台次系統」。此外，成功的「利基者」，也都能及時參與新興的商業生態系統，並察覺商業生態系統「演替」(亦即「消長」)的狀況，進而調整參與的重心。而失敗的五個「利基者」，均於2000年之前被其他公司購併，主要因為較欠缺這些作為，或在這些方面未能成功。「描述性個案研究」則描述在2001年之後繼續存活的成功「利基者」，如何因應環境「擾動」與其他廠商行為的改變，動態調整經營模式。這些廠商調整經營模式，以鞏固既有的生存空間，並掌握新的生存空間。同時，也多方參與由不同的「關鍵者」所主導，未來可能成為「主流設計」的技術架構。 綜合來說，成功的利基型軟體公司，由創立開始，隨著成長的過程，「參與」以其他關鍵者為中心的商業生態系統，同時也致力於「建立」以自己為中心的商業生態系統。「參與」及「建立」二者與時並進，並適時調整，利基者才得以維持長久生存。 / This study takes the view of niche players to explore their business model changes in the software business ecosystem. Software firms in the information security software industry and their environments are selected as research context. The research is comprised of two main parts: a historical analysis and an exploratory case study. The historical analysis serves as a pilot study, in which information security software industry’s historical development is scrutinized to clarify which business ecosystems these security software firms, including antivirus software firms, firewall software firms, and intrusion detection/prevention software firms, participate in as they grow, as well as these firms’ roles within the business ecosystems. Relationships between different busines ecosystems are also studied in the historical analysis. In the exploratory case study, five successful security software firms and five failed security software firms are selected as case companies. The case study explores how successful firms and failed firms, from 1986 to 2000, differ in the way they changed their business models, in order to understand why successful firms remain in existence after 2000. The case study also describes how these surviving firms have, responding to “disturbance” in the environments, been adjusting their business models dynamically since 2001. The historical analysis reveals that the “PC business ecosystem”, the “LAN (local area network) business ecosystem”, and the “Internet business ecosystem” are involved as security software firms grow. Information security software firms have participated in the “PC business ecosystem”, when antivirus software was brought to the world in 1986. Antivirus software firms played the role of “niche players” in the “PC business ecosystem” at that time. Later when local area network was getting prevalent, a few antivirus firms participated in the “LAN business ecosystem”, playing the role of “niche players” as well. When the Internet commercialized around 1994, firewall software firms and intrusion detection software firms emerged. All participating information software firms played the role of “niche players” in the “Internet business ecosystem”. In 1996, a “sub-system”—“perimeter security sub-system” —was formed within the “Internet business ecosystem” by various security software firms and hardware companies. This “sub-system” had its own “keystones”, “dominators”, “hub landlords”, and “niche players”. In addition, “ecosystem succession” phenomenon is observed between the three “main system” —the “PC business ecosystem”, the “LAN business ecosystem”, and the “Internet business ecosystem”. Importance of the latter gradually surpassed the former. Furthermore, “disturbance” has emerged since 2001, creating new living space, but at the same time altered the “inter-species relationship” between existing species. Some “keystones” in the main ecosystems turned into “dominators”, highly decreased existing niche players’ living space. The exploratory case study is divided into a “normative case study” and a “descriptive case study”. In the “normative case study”, five successful security software firms, including Symantec, Trend Micro, McAfee, Check Point, and Internet Security Systems (ISS) are compared with five failed firms—ACSI, ESaSS, EliaShim/eSafe, Raptor, and Axent in the way they adjusted their business models from 1986 to 2000. Evidences revealed that successful niche players sufficiently leveraged resources provided by keystones. Resources include technologies, partners, and reputation. Successful niche players also learn from keystones to acquire knowledge, which further improves niche players’ organization capabilities. In addition, successful niche players are capable of building up their own “sub-systems,” which can be “channel sub-systems” or “technological platform sub-systems.” Furthermore, successful niche players, in time, participate in every promising business ecosystems, and sense the “ecosystem succession” phenomenon when it takes place to adjust their efforts on different business ecosystems. Five unsuccessful case companies fail to achieve similar accomplishments. Consequently, all of them have been acquired or merged by other firms by 2000. Meanwhile, in the “descriptive case study,” I describe how five successful firms keep surviving after 2001, adjusting their business models to secure existing living space and seize emerging opportunities. These successful niche players also participated in all information security architectures proposed by different keystones, expecting that one of these architectures will turn out to be the “dominant design” in the future. Overall, successful niche players, as they grow, participate in business ecosystems led by other keystones, and build up their own business ecosystem as well. They advance and adjust both their “participating” and “builing up” activities to secure long-term survival.

過去的行動通訊產業價值鏈一直是由運營商業者所主導，運營商業者以透過建立專屬開發平台的方式，逐漸形成以其為核心的封閉花園（Walled Garden）生態體系，並控制價值鏈中整體利潤的分配，而產業中包括手機製造商、內容供應商及軟體開發商等其他業者皆只能遵循其所制定之遊戲規則。 然而，隨著應用與內容、終端裝置、平台至行動網路等各種產業之開放趨勢驅使之下，在3G時代之後的行動上網價值鏈中，能夠成功匯集終端用戶與開發者的廠商，才有資格成為價值鏈的新興主導者，而以往運營商業者透過封閉式平台掌握產業價值鏈主導權的方式，更開始面臨來自各方業者的挑戰。 2007年11月由Google及開放式手機聯盟（OHA）所推出的Android開放式平台，更因此造成行動通訊產業生態環境產生重大的改變。從Google 把代表著網際網路自由與開放特性的Android平台及相關配套策略推入行動通訊產業之後，即吸引眾多廠商加入開發，產業中廠商之間的競合關係從此將更為複雜，運營商業者更是首當其衝面臨失去主導權的地位，甚至將淪為僅提供行動網路傳輸數據資料的笨重水管（dumb pipe）角色；然而，由Android所形成的產業開放生態環境一方面亦意味著許多新機會的產生，對於長期處於產業壟斷地位的運營商業者而言，如何因應Android平台並將之轉化為轉型的動力，將是其未來發展所面臨的最大挑戰課題。 本研究認為，運營商業者應以本身擁有的優勢（行動網路、終端用戶資訊、金流機制等）為基礎，並依各自發展利基與市場定位考量選擇利用Android平台發展不同之因應策略，可大致分為建立自有Android-based終端裝置、與Android相容的自有應用服務平台（service platform）以及與Android相容的自有作業系統等。而本研究藉由兩運營商業者之個案研究後發現，運營商業者建立與Android相容的自有應用服務平台及作業系統應為較佳之發展策略，除較能發揮本身的優勢之外，並得以掌握終端用戶使用體驗及開發社群，進而擴大用戶基礎，建立以運營商業者為核心的開放式生態系。 / In the past, mobile operators were predominant in the value chain of mobile communication industry. They created a so-called “Walled Garden” ecosystem in the industry through the development of proprietary platforms and controlled the overall allocation of profits in the value chain. Other players in the industry, including handset manufacturers, content providers and software developers had to comply with the rules set by the mobile operators. However, with the advent of open in applications and contents, user devices, platforms to mobile networks, in the wake of 3G mobile internet value chains, the vendors which are capable of converging end-users and developers, are able to lead the value chain. In the meanwhile, operators who controlled the industry value chain through closed platforms would begin to face challenges from vendors everywhere. In November of 2007, Google and Open Handset Alliance (OHA) introduced Android open platform, which exerted enormous influences in the ecosystem of mobile communication industry. When Google put Android, which stood for freedom and openness of the Internet, and other accompanying strategies into the industry, it attracted many vendors to participate in the development of Android platform. In the same time, collaborations among vendors in the industry became more complicated, and mobile operators were hit the hardest by losing the leader’s role or even relegated to the role of “Dump Pipe”, which only providing their mobile network for data traffic. However, the open industrial circumstances established by Android also created new opportunities, and in the future how mobile operators seize these opportunities and utilize Android platform would be the major challenge for themselves. In this study, the author argued that mobile operators must set their own advantages (including mobile networks, informations of end-users, money flow…etc.) as a foundation to develop their own niche and market positioning. The response strategies stemming from the foundation can be categorized into establishing Android-based devices, Android-based service platforms and Android-based operating systems. And through conducting case studies on two mobile operators, this study found out that to establish Android-based service platoforms and Android-based operating systems would be more suitable for mobile operators to utilize their advantages. In addition, they are able to control the end-user experiences and developer’s communities by these two approaches to enlarge their user base and build open ecosystems that are centered on mobile operators.

邁入21世紀，許多環境趨勢與變動如全球化浪潮、時基競爭、快速回應的壓力等，使現代組織面臨另一波的典範轉移。面對如此動盪的環境，近年來一些組織為了得以快速地感知與因應環境變動，開始由單一組織的營運活動逐漸轉變為「跨組織」、甚至「跨產業」的連結與互動，透過組織間價值利益交換與共同演化，產生高度的適應性與多樣性，得以與複雜不確定的動盪環境共存。組織間連結關係的普遍，使得學術界與實務界開始將關於企業競爭力的探討，由組織內在能力之強調轉移至與組織生存攸關之外部資源的管理上。而對於企業來說，發展的關鍵就是如何與其他企業相互協調、將資源集中起來為消費者創造價值。 本研究從複雜適應系統(Complex Adaptive Systems)角度出發，試圖剖析一「組織間連結」群體之現有樣貌與未來可能樣貌。本研究首先針對相關文獻、研究進行整理，由系統觀點找出複雜適應系統的組織發展光譜，並提出其中商業生態系統(Business Ecosystem)與混序式組織(Chaordic Organization)兩個組織類型將座落於此組織發展光譜之兩端，而混序式組織將可視為一複雜適應系統的最終理想境界，如同相關文獻所述。 本研究更進一步針對兩種組織類型內涵進行解構，並佐以現行個案：台積電公司與Visa國際組織進行實例驗證，歸納出「生態型」與「混序型」兩種經營模式，並於共同特徵與對稱差異分析下，得出以下結論與管理意涵： 1)未來動盪環境之下，組織協議力量(protocal)將取代傳統控制力量，促成網絡內部之複雜與多樣性；2) 協議力量下，未來組織之創新將發生在價值活動的任何一端，屬「激發創新」；3) 面對動盪環境，組織複雜與適應性的建立，將會是不斷重複且持續循環的任務與挑戰。

環顧國內，整體運動產業之發展，雖有稱作是運動休閒服務之產業，但大多都是傳統的商品販售模式，而非以價值交換為主的服務模式；而近年來在國內各項個人運動隨著穿戴式裝置開始風行之後，無論是慢跑、單車、三鐵等都非常盛行，也連帶著促進了整個運動產業的蓬勃發展。此外，團體球類運動一直以來都相當的風行，而且特別是當國家代表隊於國際賽事上有重大表現時，就會成為全民熱烈討論之話題，也往往會帶起一陣運動消費風氣；由此可見運動實為一個國家展現其國力的重要指標之一，但我國運動產業之發展卻不如歐美興盛。 本論文研究將專注在團體球類運動的服務設計，透過解決「如何讓團體球類運動者與其利害關係人，能夠更有效且便利的保存屬於他們的回憶。」這樣的設計問題，以達成顧客價值共創的系統與服務設計思維，分析其利害關係人、探索利害關係人可能之洞見、辨識系統中之可操作性資源、觀察其互動模式，藉此得出利害關係人之深入觀點，並進行解決方案之設計。 最終得到一個可營運的商業模式，並且可以在未來發展成為一個完整的運動產業生態系統，促進全民健康、提升運動技能、掀起全民運動之風潮；並且讓我國運動產業之發展，能夠追上世界各個已開發國家之運動產業水準。 / In Taiwan, although government defines “what is leisure sports service industry”, but these companies are all with traditional goods-dominate logic business models, not value-exchange service busiess models. These years, personal sport like Jogging, Marathon, Cycling, and Triathlon become very popular in Taiwan because of some modern wearable technology, also improving sports industry development. Team ballgame sports are always a hot topic and bring a shopping rise when our national teams play at international games. This implies that sport can be regarded as a key performance indicator for a country, but our sports industry development is not good as that of United States and Europe. This thesis focuses on team ballgame sports service design, trying to resolve the design challenge of “how to retain the memories of team ballgame players and their stakeholder’s with a more efficient and more convenient way”, in order to achieve customer value co-creative goal through system and service design thinking. Analyze stakeholders, explore stakeholders’ possible insights, identify system operant resources, and oberserve interactions to find out stakeholders’ Point-of-View, and then create the design solution. Throuth these processes, we will build up a feasible business model, and create a sports industry ecosystem in the future. This will improve people’s health, sport skills, and raise sport excerise trend to improve Taiwan’s sports industry development catching up world’s developed country.

歌唱選秀節目已蔚為全球風潮，亦於兩岸電視媒體、社會文化刮起流行旋風。本研究依據媒介生態系統將歌唱選秀節目劃分為外部生態系統（包含市場、政策／法規、社會等因子）、內部生態系統（包含製作方、廣告商、閱聽人等因子）等建立分析架構，探討兩者如何影響兩岸歌唱選秀節目發展。透過爬梳文獻、深度訪談學界和業界共計七名專業人士，輔以中國大陸燦星製作聯合浙江衛視開播《中國好聲音》和臺灣金星娛樂攜手中視推出《超級星光大道》為個案研究，比較分析兩岸歌唱選秀節目之異同並提出互為借鏡之處。 研究發現兩岸歌唱選秀節目外部生態系統之（1）市場：中國大陸早期傾向自製自播、借鑑、引進海外歌唱選秀節目模式版權，近期開始嘗試創新研發；臺灣面臨新、舊媒體競逐單一市場、分食廣告有限預算。（2）政策：中國大陸著重限縮引進海外歌唱選秀節目模式版權數量；臺灣聚焦管制廣告冠名贊助、置入行銷形式。（3）社會：中國大陸熱愛臺灣流行音樂；臺灣渴求優質新興節目內容。兩岸歌唱選秀節目內部生態系統之（1）製作方：中國大陸引進海外歌唱選秀節目模式版權初期雖廣受好評，後期卻因節目高度同質導致閱聽人陷入審美疲勞；臺灣面臨資金／資源匱乏和人才流失困境難以突破。（2）廣告商：中國大陸冠名贊助、置入行銷花招百出；臺灣逐漸放寬廣告冠名贊助、置入行銷，惟政策起步較晚且廣告商呈現保守觀望態度。（3）閱聽人：兩岸新興媒體蓬勃發展且型態百變，閱聽人亦隨之轉變收視行為，集中觀看線上影音內容。 整體而言，中國大陸仍渴求新興歌唱選秀節目模式版權，且配合政策逐年朝向自主創新發展；臺灣兼具創意及人才優勢，但亟待透過政策放寬輔助再次為電視媒體產業開源，以提升製播品質和研發原創歌唱選秀節目模式版權，重振旗鼓並力拓海外（華語）市場。

Kyoto University (京都大学) / 0048 / 新制・論文博士 / 博士(工学) / 乙第12491号 / 論工博第4045号 / 新制||工||1503(附属図書館) / 28241 / (主査)教授 小尻 利治, 教授 椎葉 充晴, 教授 堀 智晴 / 学位規則第4条第2項該当