Google用16.5億美金併購Youtube、新聞集團（News Corp）以5.8億美金買下MySpace、Facebook估計市值達150億美金。Web2.0一詞，代表著只要超低成本加上一點點運氣，就可獲得超高報酬，因此引爆了一陣不亞於2001年網路泡沫化的Web2.0創業熱潮。 然而當所有創業家都希望引發「網路效應」（Network），讓使用者「一傳十、十傳百」地拉朋友加入的時候，事實卻證明大多數網站甚至連第一批使用者都得不到就已經被市場淘汰。而曾經獲得第一批使用者並且引起熱潮的網站，也有可能遭遇到更嚴重的「跨越鴻溝」問題。對於一個有獲利壓力的網站來說，若無法成功跨越鴻溝，吸引到更大量的使用者，將難以達成最終的獲利目標。 除此之外，由於進入障礙低，模仿速度快，競爭者爭相模仿市場上取得初步成功的先進者，導致一點一滴地瓜分掉原本的使用者。因此在Web2.0產業中的競爭優勢應該不單純地來自於功能上的創新或是智慧財產權的保護，而必須從其他方面來取得競爭優勢，進而獲利。 因此本研究的研究問題有四： 一、缺乏人力與資金等資源的Web2.0網站，如何吸引到第一批使用者來上傳內容？ 二、Web2.0網站在競爭對手能夠快速複製的環境之下，如何創造模仿者學不走的競爭優勢？ 三、群眾外包的Web2.0網站，從早期使用者邁向主流大眾時，會否遭遇到創新擴散理論中「跨越鴻溝」的問題？又該如何跨越？ 四、Web2.0網站的獲利策略為何？ 在比較成功跨越鴻溝Digg與Threadless，以及落入鴻溝的HEMiDEMi之後，本研究發現：（一）在創業初期，創業家需成為社群中的一份子，甚至身為社群 中創造者或連結者的角色。才能夠設計出適當的語言與情境，並發揮號召力吸引整個社群的加入。並且聽取第一批使用者的意見，共同演化出各種新功能與規則。（二）應該訂定明確的規則，以維持社群內的秩序；並且提供各種增進效率、維持產出品質的工具，讓使用者更有效率地進行傳播與創作。（三）Web2.0網站在提高忠誠的階段，可以透過增加獨特的新功能，以及與使用者進行對話，將使用者留在自己的平台上，以擺脫競爭者的模仿。（四）Web2.0的鴻溝成因與Moore所提出的鴻溝並不相同。而希望跨越鴻溝，則必須保有核心使用者的變遷權力，透過誘因與規則的調整，在不知不覺之間吸引較接近大眾口味的創造者與群眾，而讓原本非主流的使用者們漸漸退出。（五）獲利策略在於將生產過程轉變成消費過程（降低成本）、提高消費者的愉悅或是節省時間（提高價值）、並善用消費者累積的消費經驗及人力資本，以持續提升消費者的體驗（提高忠誠度）。

「虛擬群聚」(Virtual Clustering)，是透過跨組織間的電子化，以整合性網路相互連接，形成一個泛地區性、資訊交流迅速、企業互補且競爭的產業網絡。虛擬群聚的概念帶給整個產業合作、企業競爭與經營方式上重大改變。 在虛擬群聚的環境中，藉由群眾外包(Crowdsourcing)的方式，能讓群聚內的個人或組織、使用者與市場間建構出更為緊密的互動關係。 本研究以文創產業虛擬群聚平台建置者作為研究主軸，採用個案的內容分析法，以專家推薦的方式，總計蒐集了國內外總共42個文創虛擬平台。以群眾外包的概念，歸納出在不同的虛擬群聚類型與文創產業價值活動之下，平台建置者管理方式與經營要素。本研究建議平台建置者經營網站前，需針對自身平台目的與定位進行全盤的考量，進而找出最適合的經營方式。 / The definition of Virtual Clustering is that industry network is linked by cross-organizational integrated internet, which results in fast information sharing and unique competitiveness. The concept of virtual clustering may changes the way of operating business. In the environmental of virtual clustering, users, content providers and web builders may have closer interactions by crowdsourcing. The Study aims at creative cultural industry and focuses on the analysis of interactions modes among the users, content providers and web builders. The study contains 42 real cases and adopts content analysis approach to propose some useful suggestions for web builders. Web builders may have to seriously consider their own position and purpose before the business.

隨著資通訊的快速發展，使得我們進入一個雲端、社群以及行動的時代，人們利用網際網路便捷的特性，創建各式平台，有效地把大家串聯在一起，從個人、企業、社區、政府到國家。近年來，不論學界或業界人們大量運用群眾外包這個概念，在網路上展開平台革命，用更有彈性的方式來解決各種問題和完成任何事情。然而這種靠著群眾力量而運作的平台，除了現有的外在技術環境（科技）以及引人入勝的產品服務（核心價值），更重要的是有快速應變的配套措施（策略佈局與操作機制），才能夠促使群眾外包平台不斷地隨著人流的成長，產生豐富的資訊流，進而帶動金流，讓平台得以持續壯大。 本研究的主要目的是探索與了解成功的群眾外包平台的經營，如何誘發和刺激群眾外包平台上產品服務提供者（供給方）以及產品服務要求者（需求方）的使用動機，使得該平台能夠維持有一個良好的運作循環、持續成長茁壯。本研究採用質性個案研究，透過少數的文獻和大量的網路、報章、媒體等個案資料，分為兩個階段進行研究。第一階段，根據蒐集的資料，（一）我們建立四種類型的群眾外包平台：資訊型、勞務型、線上和線下型、創造型；（二）找出使用者的平台服務參與之動機與平台供需平衡的經營管理之關鍵因素和概念架構圖。第二階段，我們鎖定四家在台灣的勞務型群眾外包平台，進行專家訪談，透過訪談來驗證並修改使用者平台服務參與之動機和平台良性循環之關鍵因素，更深入地了解（一）群眾外包平台上的供給者多受到內在動機的刺激，而要求者則多受到外在動機的刺激在平台上有服務參與的行為；（二）確認在經營群眾外包平台事，平台受到技術環境、策略佈局和操作機制等三個層面的多個關鍵因素影響，要讓平台朝向良好的正向運作循環經營下去，這三個重要層面的相關的關鍵因素是值得去注意和加強的。簡而言之，透過本研究，能夠幫助學界和業界的群眾外包平台的經營者都更進一步了解群眾外包平台及其成功經營的做法。 / Crowdsourcing is a phenomenon that is receiving attention both inside and outside of academia. With the rapid development of ICT and the prevalence of the Internet, the crowdsourcing platform business model has had a dynamic impact on the market. Crowdsourcing offers a good transactional environment in which to fulfill people’s needs and wants, seizing values from products and/or services that are provided and/or requested in more flexible ways to solve problems and accomplish virtually anything in recent years. However, it is important to understand why participants (on both the supply and demand sides) join platforms to provide and request products and/or services. In addition, the operation of such platforms using the power of crowds includes three dimensions – technology assistance, strategy deployment, and operational mechanisms – to constantly attract and balance the flow of crowds, to generate information flows, and to stimulate the cash flows that allow the platform to continue to grow. The objectives of this research are as follows: (1) to explore what drives people to deliver and capture values by providing and requesting products or services on crowdsourcing platforms and (2) to investigate how to manage a successful crowdsourcing platform by motivating their virtuous cycles. This is a qualitative multiple case study. There are two phases to this research. First, based on information gathered across industries and academia, we categorized crowdsourcing platforms into four major types: Information, Labor, Online plus Offline (OplusO), and Creation. We then revealed platform participants’ motivations for service participation and developed a conceptual framework to manage a virtuous cycle of service participation on crowdsourcing platforms. Second, we focused on Labor crowdsourcing platforms in Taiwan by conducting expert interviews to verify and revise our results from the first phase. This research provides a broader view of crowdsourcing platforms and their types in academia. Providers are typically motivated more by intrinsic motivations (autonomy, safety, and trust), whereas requestors are motivated by extrinsic motivations (such as finding practical (alternative) solutions, building reputation, and creating monetary wealth) in the crowdsourcing platform context. Moreover, this research provides practitioners with realistic management references in the technology, strategy, and operational dimensions to ready the platform and to meet the demand in the market. Technology is at the beginning of adopting crowdsourcing platforms and should be scalable. Scalability of the crowdsourcing platform involves constructing an ecosystem for a good transactional environment that facilitates growth, such that strategy deployment and operational mechanisms play important roles to support.

本研究於個人數位註釋應用程式iPARIS上，建立影像標籤註釋之功能，稱為iPARIS-PLUS。它提供不同於以往文字註釋的新方法，讓使用者可以有另一種選擇，也同時解決在面臨多國語系時的註釋問題，並有效的降低記錄所花費之時間。iPARIS-Plus能讓使用者保有在行動裝置上紀實之便利性的同時，也能兼顧記錄的完整性，讓人們不再將記錄視為一種麻煩。除此之外，我們透過群眾外包的力量將用於註釋的影像標籤轉換為文字後儲存於資料庫中，解決原先因多國語系註釋問題讓使用者無法輸入文字，導致資料庫缺少該筆資料而造成資料空缺。在評估方面，受測者認為影像標籤註釋之方法可以有效的解決多國語系註釋之問題，以及有效節省在行動裝置上打字之時間，更加強了記錄的便利性與完整性，同時也帶來不同以往的新鮮感。而我們藉由群眾外包得到良好的解析率，並且從歷程記錄中發現群眾外包於運作上，越多專業之群眾並不一定帶來越好的成果，只仰賴少部分專業之群眾提供貢獻，反而能減少問題產生，進而得到較好之結果。 / In this study, we created the function of image tags annotating in the application, iPARIS-Plus. It provided a new method of annotation which is different from the text annotations, therefore, users could have another choice. This function could solve the problem of multilingual annotation and reduce the time effectively when users take for the record. iPARIS-Plus allows users to retain the convenience of recording on their mobile device, at the same time, it also considers the integrity of the records, so let people will no longer feel recording is a trouble. In addition, we converted the image tags that used to annotate into text through the crowdsourcing system to solve the problem which users couldn’t enter text because of the multilingual annotation, it resulted in a lack of databases. In the evaluation, users argued that the image tags annotation method could solve the problem of multilingual annotation effectively, as well as saving the time they typing on their moblie devices, even more it can enhance the integrity and convenience of records. We got a good resolution rate of converting the image tags into text by crowdsourcing system and found that more professional crowds do not bring better results. On the contrary, we could rely on a few of professional crowds to reduce the problems, then got a better results.

十八世紀工業革命的推進，使得大量生產(Mass Production)幾乎改變了各產業，為社會帶來大量的財富，隨著網際網路以及社群網站的普及化，大量生產已經無法應付日漸複雜的市場環境，而需要新的商業模式來達到突破。 隨著社群的概念興起，群眾外包的觀念也隨之廣泛應用於各種產業，而不再只限於開放原始碼的用途，逐漸被應用於T-shirt、科技業、雜誌業等等的範疇，舉凡美國Threadless.com、Innocentive等等都是應用群眾外包之成功案例。 群眾外包即是指提供平台供群眾使用，並在該平台上提供創意發想的點子，最終經由一定的表決機制發展成新產品，而非傳統商品化方式─由廠商開發製造完成新產品。 本研究探討群眾外包應用於台灣服飾業者之商品化流程，進而找出關鍵成功策略。為了有效釐清群眾外包商品化之複雜關記以及與群眾之互動細節，採用多重個案研究法，該質化的研究方法可由深度訪談產業專家，以了解發展歷程，並藉由個案廠商的角度，探討群眾外包之關鍵策略。 研究發現，群眾外包之策略是否可行有以下四個檢核點：群眾獎勵機制、仲介網路平台、評選機制以及生產與營運。首先要建立凝聚相同興趣的社群，並提供自由發揮的平台，藉由公正且有效率的評選機制選出欲生產之商品，透過有效率的生產才能順利將商品打入市場。 / As internet become more and more popular, customers become pickier because all of the information is so clear in it. Also, it makes the social network become stronger, and become the new method for enterprises to obtain ideas and market their goods. That’s how crowd sourcing has been used in many industries. This study investigates how Taiwan T-shirt enterprises to use crowd sourcing as a method to obtain more works from the crowds on the internet. With the longitudinal study of three companies to investigate processes and content of crowd sourcing strategies. Study found out that the crowd sourcing strategy can be cut into four key points: give awards to attract people with the same interest involving in, establish a web platform for people to share ideas and put their works on, establish a fair appraise mechanism, and manufacture in a efficient way.

隨著科技日新月異的發展，智慧型手機本身通訊與運算能力也隨著軟體和硬體的改善而不斷地增強，其便利性與高機動性的特色使得越來越多人持有智慧型手機，最後成為人們生活中不可或缺的部份。總觀來說，持有與使用率的上升，不知不覺的形成一種共享經濟與無所不在的行動運算網絡。 基於普及性與相對優秀的運算效能，我們設計與實作出Gnafuy，一個基於行動裝置下的分散式運算框架，希望借用世界上所有閒置行動運算裝置的資源來實行無所不在的運算。 我們發展出一套應用程式介面(API)供開發者依照自己的需求來撰寫自己的分散式運算程式，藉由遵循Gnafuy所制定的應用程式介面，開發者可只專注在演算法本身的開發，而不需要在意其演算法如何被分配到手機上以及待處理資料的分配情形。本篇文章還討論了Gnafuy所採用的分散式運算的程式模型，以及我們如何藉由一個手機應用程式將任務部署至自願者的智慧型手機中，我們發展出一套伺服器端的機制來增加訊息傳遞的成功率，以及偵測計算後回傳結果是否正確，排除被惡意程式污染的客戶端結果。

In the modern world, marathon running is taking over the fitness world and studies show that regular running will make people healthier, happier and fit. In India the yearly growth rate of marathon event is more than 150%. As more people gets boarded, the whole running industry is seeing boom and demand arises in all the services associated with these events. The evolution of technology and social media makes all the products and services migrate towards digital platform. Services associated with marathon events include race event management, getting connected with runners and clubs, reliable guidance and training techniques for preparing to run 42+ km, expert feedback on running gadgets like GSM watches, shoes, apparels etc. In current market, all these services served through different channels like runners club, Facebook, health magazines, websites for events and many more. Effective way to serve this group is to come up with “SMART Runners” which is exclusive for runners and serve all the needs associated with running events in single platform. This digital platform will use the crowd sourcing concepts to create contents that fits the Indian market needs with reliable information. For the event organizers, this platform will also act as a cloud service through which they can reach the runners, communicate and manage their race events effectively. As an investor, the proposal for creating a basic SMART Runners portal has positive NPV of INR 3,940,623 with CAGR of 20%. Though it may not be highly attractive however in short span it will become the leading “Running Portal” in India with approximately two million subscriptions. In the future this customer base can help the company to expand into various running related services and has bright prospects.