每一個企業都是希望憑藉著其核心能力追求持續性的成長與獲利。不幸的是，在快速變動的商業競爭領域，新進的挑戰者進行市場顛覆已是一常態。 本論文研究採用個案研究法，主要是探討中小型的網路通信企業，在經歷網路泡沫以後，如何檢視自身的競爭優勢，將破壞式創新、科技產品行銷等學理引用於新產品的開發設計與行銷上。本論文研究以「組織」、「新產品開發與策略」、「行銷通路的策略與管理」三項變數進行個案公司經理人訪談、資料收集與研究，期望瞭解個案公司的實務作為，與破壞式創新、核心競爭力、科技產品行銷理論、產業聚落等學理的結合性。 從個案中，我們可以得知如下： 一、 因應高科技產業的不確定性，企業對於外在環境變化的資訊收集（創新理論中的變化跡象），是企業進行策略分析的一項基本工作。 當企業了解外在環境不斷地動態性變遷時，凝聚企業組織內部的共識對於執行策略目標有助益。明確的目標及賞罰分明的組織，對於執行策略時，會有比較高的成功機會。 二、 由顧客價值鏈的變化，所擬定的新產品策略與開發，與克里斯汀生創新理論相符合。 三、 顧客的情境模擬有助於新產品概念的形成，並讓顧客、夥伴及行銷單位充分參與其中，是減少事後修正及補足的不二法門。 / Each enterprise is relying on its core competence to pursue continuative growth and profits. Unfortunately, in the rapid changes of commercial competition domain, new challengers carry on the market subversion already is a norm. This research is a case study to mainly discuss the small and medium broadband company, after experiencing the Internet bubble, how to inspect its own competitive advantage, apply Disruptive Innovation, High-Tech Product Marketing and other theoretical references in new product development, design and marketing. This research aspect is "New product development and strategy". By interviewing with company’s managers and gathering and studying company’s data, we expect to find correlations between firms’ practices and theoretical references as like Disruptive Innovation, Core Competence, High-Tech Product Marketing, Industry Cluster…and so on. From the case, we can learn the following: 1. In accordance to the high tech industry's uncertainty, the enterprise regarding the external environmental variation's information (changing sign) collection and identification are important for the enterprise strategy analysis. When the external changes are confirmed, in responses to the external environment's change, strengthening and condensing the enterprise internal consensus is the fundamental work. Meanwhile, if there are the explicit goal and an impartial rewards and punishments rules in the organization, carrying out the strategy will have the quite high possibilities of success. 2. Drawing up product strategy and development by the customer value chain's change is complied with Christensen, Clayton M.'s innovation theory. 3. The customer's application scenario is useful to a product concept. At product developing stage, sales, marketing team and customer's joining are much efficient for reducing cost and product post-adjustment.

摘要 本研究之目的在透過實政研究方法回答兩個關於破壞式創新研究問題，首先，產業延續性創新速度與企業破壞式創新程度之關係為何？其次企業的破壞式創新程度對其績效影響為何？本研究透過文獻探討，設計問卷並以台灣資訊電子產業公開發行之企業進行問卷調查蒐集初級資料。經由統計分析，本研究得出兩重大發現，首先，產業延續性創新速度與企業破壞式創新程度為負相關，而企業對新產品開發專案之決策資訊充足要求程度會弱化此關係。其次，企業規模與財務績效有正相關，而企業破壞式創新程度會強化此關係。 / The aim of this research is to answer two research questions about disruptive innovation with empirical methodology. First, what is the relation between industrial sustaining innovation rate and a company's disruptiveness. Second, does a company’s disruptiveness impact firm financial performance? By collecting primary data, this research developed the questionnaire based on literature review and collected data from the publicly-listed companies in the Taiwan IT industry. With statistic analysis, this research has two significant findings. First, industrial sustaining innovation rate has a negative impact on an incumbent company’s disruptiveness and the accuracy of company investment decision on NPD project will weaken this relation. Second, firm size has a positive impact on firm financial performance and a company's disruptiveness will strengthen this relationship.

從2007年至今，兩個系統產品華碩的Eee PC及蘋果的iPhone震撼市場，Eee PC更被稱做為破壞式創新。這兩個產品的發展及演化是非常值得研究，本研究欲探討： 1.企業如何打破既有傳統硬體製造商思惟，將硬體、軟體及服務整合為一個系統產品； 2.企業如何與使用者成功的共創軟體。 本研究經過次級資料收集、訪談、個案分析後，研究發現: 1.企業開發創新系統產品時，其創新組織特色為： (1)一個跳脫出主流產品獨立之開發組織(團隊)； (2)將團隊獨立在主流外之後，給予跨部門團隊一個利於互動的開放環境； (3)更獲得高層的支持與參與，以助於產品創新。 2.企業在開發創新系統產品過程中： (1)使用者資訊的取得來自於產品開發者，其具有使用者及開發者的雙重身分； (2)先從定義產品才決定功能； (3)必須創造原型才能讓使用者親眼見到、摸到產品，以獲得使用者回饋改善產品。 然而，華碩在Eee PC上對於共創的努力成果不如蘋果豐碩，乃肇因兩個案之使用者社群特性不同，分別為集體協作社群及消費者生產社群。因此企業必須制訂出利於適合使用者社群之回饋模式、必須與開發人員建立良好的溝通並將過程透明。本研究亦發現，若欲成功與使用者共創，企業必須建構出優於既有平台之解決方案，以打破使用者習慣，才能有效共創。 / From the year of 2007 to the present-day, two systematic products, Eee PC of ASUS and iPhone of Apple, appear in the IT market and shock the world as best examples of destructive-innovation. It is thought worthwhile to take advantage of our understanding of the development and evolution of these two products in the past three decades to investigate: 1. How an enterprise is able to break through the old ways of thinking of traditional hardware makers, and able to integrate hardware, software and services into an innovative system-product; 2. How to create a platform for successful user- developer co-creating. The research method of this paper includes literature review, interview, and case analysis. The research results reveal that: 1. In order to develop an innovative system-product, an independent task force comprise staffs of different expertise should be set up outside the mainstream organization of the enterprise; and the independent task force should be given strong support and participation from the top level leadership of the enterprise; 2. In order to create an environment of user-developer co-creating, the function of the innovative system-product should be designed according to the demand of users; and the information of the users’requirement comes from the party of developer in the course of development; 3. In order to obtain feedback from the users for further improvement, a prototype of the innovative system-product should be made for the users to perform a trial run. When Asus unveiled their Eee PC in 2007, they did try very hard to integrate services and software, and to develop software market through user co-creating, just as the way Apple had done it. But the outcome was and is still not as successful as that of Apple. Both Asus and Apple tried user co-creating, but the outcome is different. The difference of outcome stems from the different characteristics of user’s society, i.e. Mass Collaboration Community, and consumers production society. It is therefore that an enterprise should set up a feedback model suitable for user’s society. The research of this paper also reveals that a successful user co-creating should be based upon a platform which is superior to the existing one, and that the habit of users can be modified (changed) in compliance with the new development of the user co-creating environment.

「成功、成熟且領導中的既有企業為何失敗？」從Christensen 1997年發表書中定義創新者的兩難(The Innovator’s Dilemma) :「管理階層為企業成功所做出的理性而智慧的決策，正是促使企業失去領導地位的主因」，說明既有企業高階經理人將資源分配給主流高階市場，忽略新進企業從非主流市場進入的破壞性創新(disruptive innovation)的取代性，導致既有企業的產品逐漸被取代而失去領導地位。後續補充破壞式創新的文獻，認為除了資源依賴與分配外，動態能耐、組織文化是重要的補充研究構面，但仍缺乏相關企業產權議題構面的探討。 本研究以Milgrom(1992)及李仁芳(1993, 1999a,b)的企業產權理論，補充創新者兩難理論中對企業產權解釋的不足，在企業的管理權與所有權的過度分離下，會讓經理人自利的理性決策偏向企業短期收益，而損害長期股東權益，這樣讓破壞式創新對企業產生無法妥協的組織兩難衝突，才是導致企業無法存活在破壞式創新的浪潮中的原因之一。 為驗證本研究的理論推理，藉由軟片產業及電腦顯示器產業作跨產業多個案的實證研究。比較柯達軟片、富士軟片在軟片產業中受到數位顯影技術的取代衝擊，以及我國CRT電腦顯示器廠商誠洲、中強、碧悠、源興、美格、華映、瑞軒及皇旗受到LCD技術的取代衝擊，在相同破壞式創新下區分成功轉型及失敗消失的兩組對照，比較策略因應與對應產權結構的差異。 研究發現企業所有權與管理權集中者容易為破壞式創新的適應者；相對的所有權與管理權分離者，容易成為破壞式創新的淘汰者。企業的產權結構差異影響了決策過程，造成不同策略選擇，是影響企業面對破壞式創新轉型成功的關鍵因素之一。在實務上，意涵企業平時的產權結構就應未來的技術發展做因應規劃，而在面對破壞式創新威脅時刻，更應積極透過股權結構再造的方式讓所有權與管裡權有某種程度的重疊，這是因應破壞式創新浪潮轉型的重要力量來源。 / Why successful, mature and leading incumbent companies fail? From the definition of “The Innovator’s Dilemma” in Christensen’s book (1997), what management makes rational and intelligent decision is the cause firms lose their leading position, which may explain that management level of established firms allocate resource on high margin market by following main customers and ignore low margin from “disruptive innovation” market by new entrant firms. In addition to resource dependence and allocation, the extant literature pertaining to disruptive innovation has been categorized into organizational structure, organizational culture and dynamic capability. However, the impact of enterprise ownership structure on disruptive innovation rarely has been studied. This study tried to complement innovation dilemma theory with ownership theory. The over separation of ownership and management of corporation would contribute to self-interest management decision tending to short-term revenue rather than long term development of firms, which cause unbalanced organizational dilemma under disruptive innovation condition. It would be one of main reason that leading firms fail to transform in the wave of disruptive innovation. In order to test the organizational dilemma theory, this study comprised multiple cases research method of 2 multinational film companies and 8 computer monitor manufacturers in Taiwan. Comparing two film makers, Kodak with Fujifilm, under digital camera technology replacement and 8 Taiwan CRT computer monitor manufacturers under LCD technology replacement their coping strategy and corresponding ownership structure. One of major findings of this study is that integration of ownership and management would easily adapt to disruptive innovation wave. On the contrary, the separation of ownership and management would be eliminated from disruptive innovation wave. The ownership structure of enterprise influences decision making process and choice of coping strategy, which play major role in transforming firms successfully into disruptive innovation. In practice, the implication of this research is that ownership structure of firms is corresponding to future technology development. While facing the disruptive innovation emerging, the necessary of integration between ownership and management is critical by financial restructure, which would be main power to transform firms into new disruptive innovation.

在新興市場逐漸蓬勃發展及2008年金融海嘯發生後，低價電腦商品需求開始大增，低價迷你筆電由台灣電腦廠商華碩率先開發出來，但競爭對手宏碁在半年後推出同類型產品，出貨量及產品銷售成績屢創佳績，超越市場先進者華碩，讓人不禁思考，何以華碩表現卻不如後進者宏碁？創新產品若要為企業帶量龐大利潤，除了創新這項元素外，還有哪些因素值得讓企業學習仿效？ 研究問題包括，一、企業在發展創新性產品時，對「先行競爭者產品」的知識為何？二、企業在推出創新性產品前，對「整體市場」的知識為何？三、企業的組織策略在創新性產品開發流程中所扮演的角色為何？四、企業在發展創新性產品的過程中，其合作伙伴的角色為何？ 本研究從過往眾多文獻中，整理出市場面、組織面及產品面等三大重要構面，做為研究架構，並以宏碁迷你筆電Aspire One系列為例，從產品開發流程中，尋找產品開發成功的重要因素。本研究藉由關鍵人物訪談及次級資料蒐集取得資訊，建構起研究的主體。 本研究所得到的結論包括，一、企業在開發創新性產品時，若能注重市場導向及消費者需求，可提高創新性產品開發之成功機率；二、企業在開發創新性產品時，上市速度是影響產品銷售成功的關鍵；三、企業售後服務可提升顧客忠誠度，有助創新產品的銷售；四、高階主管的支持是推動創新性產品上市重要的動力；五、企業成立跨部門組織專責處理創新性產品開發事宜，有助溝通與縮短產品推出時程；六、豐富的行銷、通路及技術等組織資源，有助創新產品開發的成功；七、企業產品出貨量到達經濟規模，有助創新性產品開發時，提高對外談判籌碼多及成本優勢；八、產品競爭力及消費者需求並存時，將會提高創新性產品的成功機率；九、企業與供應商關係良好，有助維持新產品品質及上市時程。

金融科技是當前歐美先進國家之潮流趨勢，由於資訊科技的進步，現今金融業者面對外在競爭者不再只侷限於傳統金融業者，新創科技業者也加入角逐金融服務這塊大餅，破壞式創新正在我國加速發酵中。金融科技新興商業模式的興起，涉及各個不同面向與關鍵成功因素，這些面向與關鍵因素之間的相對權重，乃是相關產業與政府部門值得深入探討的課題。 本研究旨在探討台灣金融科技關鍵因素之權重分析，藉由相關文獻的蒐集與彙整，建立層級架構，主層級架構包含四個面向：政府面向指標、業者面向指標、顧客面向指標、以及技術安全指標，藉由此四項指標整合出各項次層級之影響因素，透過層級分析法進行研究分析，整理出各項影響因素的權重排序。 本研究透過市場調查，將問卷對象分為兩類，包括專家以及學生群組，經過問卷調查後發現，不論專家或是學生群組，皆認為「技術安全指標」是金融科技發展中最重要的關鍵指標。在整體問卷實證結果中，關鍵因素之權重排序依次為：「提升消費者信賴程度」(0.0864)、「法規的鬆綁與調整」(0.0563)、「使用者身份加密機制」(0.0523)、「勒索軟體之威脅」(0.0488)、以及「殭屍病毒之威脅」(0.0475)。 不同群組的問卷對象之調查結果顯示，專家群組認為「提升消費者信賴程度」(0.1112) 以及「擴增消費者體驗」(0.0586)為前二重要的影響因子；學生群組認為「提升消費者信賴程度」(0.0630)、以及「使用者身份加密機制」(0.0575)為前二重要的影響因子。專家以及學生群組皆認為「提升消費者信賴程度」為金融科技發展中相對重要的影響因子。 / Financial technology is the current trend of the advanced countries such as Europe and the United States. Due to the progress of information technology, the current financial industry that faces the external competitors are no longer confined to the traditional financial industry, the new technology industry also joined the financial services. Disruptive Innovation is accelerating fermentation. The rise of the emerging business model of financial technology involves various different aspects and key success factors. The relative weight between these and the key factors is the subject of the relevant industries and government departments that are worthy of further study. The purpose of this study is to explore the weight analysis of the key factors of Taiwan's financial science and technology, and to establish a hierarchical structure through the collection and compilation of related literature. The main level structure includes four aspects: government-oriented indicators, industry-oriented indicators, customer orientation, and technical safety Index. Through the four indicators of the integration of the sub-level of the influencing factors, and also through the hierarchical analysis of research and analysis, it is sorted out the impact of the weight of the factors. Through the market survey, the questionnaire will be divided into two categories, including experts and student groups. It is found that regardless of the expert or student groups, both of them think that "technical safety indicators" is the most important financial technology development Key indicators. In the whole questionnaire, the key factors are ranked as follows: "Enhancing the degree of consumer trust" (0.0864), "Relaxation and adjustment of regulations" (0.0563), "User identity encryption mechanism" (0.0523)," the threat of the software " (0.0488), and "the zombie virus threat " (0.0475). The results of the questionnaires of the different groups show that the group of experts considered " Enhancing the degree of consumer trust" (0.1112) and the "Expanded Consumer Experience" (0.0586) as the first two influencing factors; the student groups consider " Consumer trust" (0.0630), and the" user identity encryption mechanism" (0.0575) for the first two important factors. Experts and students consider that "Enhancing the degree of consumer trust" for the development of financial technology is a relatively important factor.