傳統 PC市場在歷經高速成長後，已逐漸歷經高原期而邁入衰退期。面對這個連上下游都競爭十分激烈的環境，所有PC品牌商都面臨生存保衛戰，只是基於各自不同的競爭力而往不同的方向調整。個案公司透過觀察上游作業平台所建構之生態系統找出一個有別於傳統價值鏈垂直上下游整合的零和方法。經由盤點自身的核心能力，配合外部策略機會，找出了有別於其他PC品牌商的策略定位。透過建立平台，架構有利於自己的生態系統，再透過併購，策略投資，策略聯盟，合組合資公司的方法將擁有關鍵核心能力的廠商整合進這個生態系統，強化生態系統的競爭力。在以此吸引更多具有關鍵核心能力的廠商加入，壯大生態系統，產生正向循環。透過打群架的方法與其他生態系統合作或對抗。如此將可協助企業快速獲得轉型所需要培養的人才與能力，爭取時間度過轉型期，邁向新的事業高峰。

社區是個人與國家的連結點，為提升人們生活品質的基礎單位，國家重視基層組織的功能與角色，期待藉助社區本身的自主力量解決社區問題。本研究以一個績優社區的發展經驗切入，藉由台北市東華社區發展協會的個案研究，從社區主體的觀點切入，瞭解績優社區發展的獨特性與普及性。據此，研究目的在於：(1)以台北市東華社區發展協會的發展經驗為主體，探索在歷史脈絡下社區發展的過程；(2)從專業人員（學者、社區業務承辦人員、評鑑委員等）的觀點，探討東華社區發展協會成為績優社區的成功因素；(3)針對東華社區發展協遭遇的發展困境，探究其因應方式與造成的影響；(4)思索延續東華社區成功經驗的策略，提出相關建議。 基於上述的理念，本研究希望重視全面性的觀察，故以生態系統觀點進行分析。首先，就社區發展協會的主體發展經驗出發，得出社區的發展過程具有五個時期，包含：(1)社區孕育期；(2)社區萌芽與成長期；(3)生長滯留與再生期；(4)茁壯期；(5)發展困境與重整期。再從進一步訪談資料得知，東華社區發展協會成為績優社區的因素，在生態系統的觀點分析，微視、中視系統與鉅視系統具有重要的影響因素。微視系統：包含運作過程、組織結構、成員態度及成員能力等；中視系統則包含：組織連結及組織結盟等，即協會本身資源的整合與運用。最後，再根據相關資料的蒐集提出社區潛在的困境，包含人力培育、志工招募、里辦公室以及協會的抗衡等，期望能藉本研究將問題提出，與社區共思解決之道。

時序邁入二十一世紀，隨著科技與技術的日新月異，市場環境與消費者需求更加瞬息萬變，企業如何在追求自我成長的同時，迅速回應外在環境的快速變化，不被淘汰，是現今企業面對的最大課題，亦是學術界與實務界向來熱衷討論的命題。James F. Moore最早提出「商業生態系統」的概念，建議以商業生態系統取代產業，打破過去產業的界線，認為若要成功回應環境與顧客需求，已不再只是依賴單一組織與單一產業，而需透過跨領域的協同合作來完成。 本研究以電子商務為主體結合商業生態系統概念，透過個案研究法分析個別企業參與商業生態系統所扮演的角色。最後，本研究提出以下結論：個別企業參與者在商業生態系統中的各生命週期發展階段可能經歷角色轉變；個別企業參與者在原生商業生態系統可逐步打造以自身為主體的商業生態次系統並對原生商業生態主系統產生影響。

美國亞馬遜公司以零售業起家，發展至今許多服務產品領導技術，已然被歸類為科技創新公司。本研究由亞馬遜公司的發展歷史、各項產品、服務內容、競爭對象等角度切入，進而探討其在發展過程形成的產品生態系統與產業生態系統，以及面臨的困境。 Kindle（電子閱讀器，後來也發展出平板電腦版本）的推出可以說是亞馬遜公司在數位產業中的重要產品，連結了其強大零售網絡與數位科技內容，例如數位影音，對於未來發展方向的扮演重要角色，也在此特別加以闡述說明。 本研究同時也對於亞馬遜與其他科技創新公司，例如蘋果、谷歌、微軟等，彼此之間既競爭又合作的關係進行分析與比較，期能對於這個既熟悉又陌生的國際品牌得以進一步了解。 / Amazon was once best known by its e-commerce and was indexed in category of retail sale in many stastistcs study. However in recent year development, Amazon is groupped in Technology Innovation category as well. The objective of thi thesis is mainly to provide an overview on the development of Amazon through introducing to all about its company history, essential products, services and important competitors. Furthermore, the thesis would like to look into its product ecosystem and industry ecosystem that are formed because the new developed products and competition, as well as the trouble it is facing or will encounter in the future. Among the products, Kindle, an E-reading device and later in tablet version as well, is one of the most import products in Amazon history. Kindle, serves as the channel between Amazon’s biggest and strongest E-commerce networks and modern digital technology products, such as streaming music and videos, it plays an significant role and worths a chapter to elaborate. The thesis also examines the relationships between Amazon’s main competitors, like Apple, Google and Microsoft. The relationships can be described as cooperative and competitive at the same time. A chapter on this topic should be very interesting and hope by doing so we can know more about this global company that almost every body in Taiwan knows but does not understand it well enough.

摘要 由於科技的進步，帶領3C產品的需求市場快速成長，也促使各3C零售連鎖通路商急遽的擴展店數，在目前大者恆大的情況下，對已達採購經濟規模的企業，其早已佔有一定市場，並已立於不敗之地，然對於其他後起的公司或屬於中小型之企業，因規模較小，如欲在這競爭激烈的產業中，創造屬於自己的一片生存空間，就必須有一套不同於其他競爭者的經營策略，以與其他競爭者做區隔，同時如何想辦法保持原有的優勢，才不至於被其他競爭者所取代；本研究以法雅客之個案做分析，描述其發展歷程與其獨特的經營策略及未來的發展方向，期待能以此個案研究帶給專業經理人對企業經營策略有更深層的體會。 本研究之主要結論如下： 1.以經營上的採購規模經濟所帶來的策略效益(低價促銷)，雖暫時突破僵局， 擺脫競爭者。然而，低價策略並非萬靈丹，也非長久的經營之道，低價策略隨時容易會被跟進。 2.規模小的3C零售連鎖通路商，必須清楚界定企業客層，擬定目標族群的經營策略，強化與顧客間的關係與服務，提升其對企業的滿意度，要善用自我經營特色與優勢，創造出更多的價值，那麼小的通路平台亦可在小而美的狀態下，經營屬於企業的一片小藍海。 3.由於3C零售連鎖通路產業競爭愈來愈激烈，通路開始思考多角化經營開創新範疇。當擴展到一定規模時，如何善用自己現有門市的實體通路與規模經濟，朝多角化商品策略規劃(即所謂範疇經濟)，藉由複合式經營，讓行銷手法更靈活(彼此商品可以互相搭配，以高毛利商品來協助促銷)，同時聚焦目標對象，有策略地去分級與分類經營，並結合3C商品的促銷活動，讓消費者能接受其多角化商品經營策略，將更能提升整體經營綜效。

本研究旨在探討中等學校輔導教師在校園中同時擔任個案的任課教師和諮商員的雙重關係經驗，以訪談法蒐集資料，經由立意取樣邀請四名任教國中、高中且面臨師生諮商雙重關係的新手和資深輔導教師參與研究訪談，呈現其工作樣貌，並輔以生態系統觀點探討面對雙重關係一事的考量。 　四名輔導教師皆曾聽過師生諮商雙重關係一詞且理解其意涵，但在何時聽聞以及考量原因等則印象不一。受訪教師認為雙重關係的優點包含提供學生觀察老師的機會、較易建立關係，可看到學生不同面向的表現並滿足教師本身對親近感的需求，此外亦可連結資源改善學生環境並推廣輔導工作；而其困擾多為內在感受，如擔心個人身為教師的價值觀介入或需要不時思考此議題的煩惱，至於其他負面影響則因皆可處理而未感困擾。 在師生諮商雙重關係的經驗中，受訪者因學校制度而進入雙重關係，並提及同事期待輔導教師協助個案輔導所給予的壓力，然而受訪者也利用自身教師角色連結校內資源提供學生協助。在外圍系統的決策考量上，因受訪老師選擇接受校園中輔導教師同時授課和個案輔導的限制且忘記當初的矛盾，故無法探究各老師的思考過程。在鉅視系統層面，受訪教師認同自身教師角色，皆有責任崇高或需要更主動付出的自我期待屬之。 　　整體而言，受訪教師接受師生諮商雙重關係的存在，然則不受限制而在此情況下依各自期許盡力而為是其主要因應方式。 / / / To explore the teacher-student dual relationships of middle school counselors, four study participants facing dual-relationships in junior and senior high schools including novice and veteran teachers were interviewed through purposive sampling. The results show their work appearances, assist with the discussion of the consideration facing dual relationships in eco-systems perspective. 　　The four participants all have heard the teacher-student dual relationships and understand its meaning, but have different impressions of when they heard, and the reasons of consideration. Interviewed teachers think the advantages of dual relationships include providing students the opportunity to observe the teachers, being able to build relationships easier, understanding students’ different performance, and meeting the teachers’ own needs of the close feelings, they also can link resources in order to improve the students’ environment, and promote counseling works. However, the distresses are their inner feelings, such as teachers worry about the personal values involving, or the need for thinking of this topic from time to time. Otherwise, they aren’t troubled with the solvable negative effects. 　　From the interviewees’ experiences, their duel relationship with students resulted from the system of school environment. They were under the pressure of student individual counseling from their colleagues’ expectations. However, they were able to provide more resources in the school under their role as a teacher. In terms of the decision making of exosystem, how the interviewees processed their conflicts of duel relationship is hard to explore since they have already accepted the reality of teaching and counseling in the same time as guidance counselor (guidance teacher), and forgot about their first thought. When we look at the macrosystem, interviewees’ identified their roles as teachers, and considered it as a high responsibility career, and expected themselves devoted to their career more. 　　Generally speaking, the interviewees accept the teacher-student dual relationships. Their way to deal with this inner conflict is trying their best according to their own expectation without other limitation.

物聯網 (IoT): 將為汽車產業打造一個全新的商業模式 / We are living in an era of the “Internet of Things” as we are more than ever connected to the Internet with our smartphones, tablets, PCs, and etc. With technological advancement in terms of increased broadband coverage and changes in customer behavior, more and more “things” will be connected in retail, infrastructure, home and office buildings, and etc. The communication of devices opens up new business opportunities with increased involvement of services including IT, financial, data analytics, media, and etc. Smart mobility is on the rise, specifically with the Connected Car. Vehicle owners and potential consumers are interested in having connectivity inside a car in addition to services that give them access to applications for information, content and entertainment. With many benefits and opportunities in the Automotive IoT field, stakeholders within the IoT ecosystem including service providers, software developers, automakers, hardware manufacturers, and etc. can reap a great deal of revenue through unique business models that require strategic partnerships, technological innovation and value-added services to deliver to the customer.

區塊鏈原為支援比特幣交易所提出的一項分散式演算法，然而，近期各個產業開始對其感到興趣，並在各領域催生出了許多破壞式創新的應用服務。然而其去中心化的特質，使得利害關係人的溝通和資源管理在區塊鏈生態系統中更具挑戰性，並且也興起了許多相關議題。 本研究以賦權理論的觀點去檢視這些議題，並提出方法論來解決改善這些議題，期望能夠加速輔助創業家或服務設計者建立去中心化生態系統的過程，並且讓每位利害關係人認知整個生態系統的共同的目標，進一步的為之作出貢獻，達到能力和資源的綜效。 / Blockchain, a de-centralized infrastructure which can breed many kinds of disruptive applications, is a promising platform for next generation digital ecosystems. All applications built upon blockchain benefits multiple advantages, including transactions manageability, scalability, security, visibility, affordability, high availability, etc. However, stakeholder management in blockchain-based businesses will become a very challenging issue for entrepreneurs to deal with their de-centralize characteristics. Without the management and enforcement of a central party, creating collective efficacy and achieving collective commitment among all stakeholders will be crucial for these entrepreneurs. This research adopts the empowerment perspective to propose a method to solve this issue and facilitate the design of a blockchain ecosystem toward collective efficacy. The method can be divided into three parts. The first is to analyze and collect necessary data from the source of business logic in the context of blockchain smart contract. The second is to utilize these data and liquefy the resources available in the current ecosystem so that the stakeholders can empower each other without the support of central party. The third is to measure the degree of collective efficacy and collective commitment in the ecosystem design in order to identify the effectiveness of our empowerment method.

近來服務生態系統席捲全球亦顛覆許多傳統產業。服務平台的最大宗旨是提供一個環境來媒合服務提供者與顧客，而本質是消弭提供商與顧客之間的中介者，但不論在平台或生態系統中仍存在中心的統治角色，而這情況出現矛盾，也造就機會。區塊鏈則是可提供解決的機會所在。不僅如此，生態系統運作中，服務為多個利害關係人共創價值的過程，其互動是極為複雜的。因此在生態系統中營造流暢體驗是關鍵議題。本研究發展一個工具讓生態系統設計者可以設計橫跨基於區塊鏈的生態系統並整合各流程的串連流程機制，讓利害關係人在互動過程中具有流暢體驗。 / In recent years, the service ecosystem flourishes around the world and disrupts the traditional market. Originally, matching customers’ needs with providers is the most important mission of a service platform. However, the nature of creating a platform or ecosystem is to get rid of the intermediators, but either in the platform or in the ecosystem, there is still a central firm to dominate them. This situation seems to both be a contradiction and be an opportunity. The chance to deal with this problem is blockchain. Moreover, in ecosystem, service which is provided not only by one stakeholder but also by interactional stakeholders, it becomes more complex and intricate. As a result, creating a swift and even flow in the ecosystem is a critical issue. In this study, we develop a conceptual framework to build a tool for designers of ecosystem to design the ideal linkware. This study focuses on creating a linkware that can integrate processes across the service ecosystem, achieving the maximum flow experience for the stakeholders within their interaction, and utilizing blockchain.

開放原始碼軟體平台與互補性資產建構—以Google與 Intel 為例 / Open source software is Open Innovation only if it has a business model driving it (West and Gallagher 2006). Open Innovation is the paradigm describing the scenario in which firms use a broad range of external sources for innovation and seek a broad range of commercialization alternatives for internal innovation (Chesbrough 2003). The Platform Leader builds the platform and concentrates its efforts on promoting and directing innovation of complementary products in favor of its R&D direction (Cusumano and Gawer 2002). The author has chosen leaders in two distinctive industry sectors— Google, the leader in search engine industry, and Intel, the leader in the microprocessor business for the personal computer industry—as the case study companies for this research. Both cases fit the definition of open innovation since both Google and Intel have specific business models for their open source software platforms. This research explores how industry leaders exploit open source software platforms to realize their specific strategic intents. The research problems are: (1) how companies can incorporate external creativity and innovation to maintain their own innovative momentum; (2) what are the key factors and strategies for building a successful open source software platform and its ecosystem; (3) how can a company use an open source software platform as part of its strategy to enter new markets and promote development of complementary assets to build its competitive advantages. The author proposes the following framework to analyze how leading firms design open source platform strategies: (1) analyze the firm’s core competencies; (2) analyze the firm’s strategic intent for their open source software platform; (3) analyze the firm’s strategies for designing the architecture of their open source software platform; (4) analyze the firm’s strategies for designing the ecosystem around the platform. Based on the analysis of the two comparative cases, the author has been convinced of the following propositions: 1. Firms can use open source software platform to incorporate external creativity and innovations that promote the development of complementary assets and to build or at least maintain their competitive advantage against competitors. 2. Instead of a purely open or purely proprietary platform strategy, platform owners can utilize a hybrid strategy, which combines the advantages of open source and closed source to retain control and differentiation. 3. As opposed to a company-owned open source software platform, a community-owned open source software platform will attract more communities’ involvements and stimulate more innovation. 4. When developing complementary assets, firms should adopt an open innovation approach to incorporate external creativity and innovations; however, when building their core competencies, firms should adopt a more closed innovation approach to maintain their distinctive competitive advantages. 5. One of the key determining factors of a successful open source platform strategy is the platform owner’s ability to create value and enable every partner within the ecosystem to share some portion of it.