Taking into account the theoretical approaches of Joseph Alois Schumpeter and Clayton Christensen to innovation, this case study is mapping the current Czech environment of written online media. Traditional media houses are dealing with the crisis of finances and information as generally described by Christensen, which means they are in real need for innovation yet they are not always successful. Other new incentives also appear on the market. Similarly to the situation abroad, the NGO sector is able to provide quality content on issues of its interest. Social innovation is rather a buzzword in the country, yet the author identifies a couple of efforts in the online written media. The author also suggests there might even be a niche for a social enterprise in the area to cooperate with the NGO sector and blogosphere. Keywords creative destruction, disruptive innovation, social entrepreneurship, social innovation, Czech Republic, print media online, watchdog journalism Abstrakt Tato případová studie nahlíží teoretickou optikou kreativní destrukce dle Josepha Aloise Schumpetera a rozkladných technologií dle Claytona Christensena prostředí digitálních podob současného českého tisku. Zatímco velké mediální domy se snaží ustát krizi financí a informací, potřebují také v duchu Christensenova přístupu...

本研究目的為探討突破性創新之影響因素，採用兩階段法進行實證分析，第一階段探討產業特性、廠商特性與產品創新之關係；第二階段則探討廠商進行突破性創新之影響因素，包括產業特性、廠商特性與廠商創新策略，希望透過兩階段的比較，釐清外在環境與內在條件如何分別影響廠商進行產品創新與突破性創新之決策。本研究利用國科會企劃處2007年「台灣地區第二次產業創新活動調查研究」資料庫，選擇台灣地區製造業廠商為研究對象，第一階段採用Logit迴歸模型進行實證分析，第二階段則以Logit模型以及Heckman模型進行實證，希望透過Heckman二階段模型修正「樣本自我選擇偏誤」(self-selection bias)發生之可能性，實證結果發現： 一、產品加值鏈區段、廠商規模、市場廣度對廠商進行產品創新有正向影響，B2C型態廠商對廠商進行產品創新有負向影響。廠齡與高科技產業廠商對於廠商進行產品創新則無顯著影響。 二、產品加值鏈區段、廠商規模對廠商進行突破性創新有正向影響 三、具有以下創新策略的廠商較可能進行突破性創新：1.自有品牌廠商 2.有新產品的行銷活動 3.追求拓展產品線 4.與供應商協同創新 5.追求先行者優勢 四、與顧客協同創新、追求既有市場佔有率的廠商對於突破性創新有負向影響 / The main purpose of this research is to explore the factors or determinants of product innovation and disruptive innovation for the manufacturer firms in Taiwan. In this empirical studies, we use Logit model and Heckman selection model to demonstrate the factors affect a firm adopting product innovation and disruptive innovation separately. By analyzing the data from 2007 Taiwan Technological Innovation Survey, it shows： 1.The position of value added chain, firm size, market scope have positive correlation with product innovation. B2C firms has negative correlation with product innovation. Firm age and Hi-tech industry firms don’t have significant correlation with product innovation. 2. The position of value added chain, firm size have positive correlation with disruptive innovation. 3.Firms have innovation strategy as followed tend to adopt disruptive innovation：(i)Brand manufacturer (ii)Engage in marketing activity of the innovative product (iii)Pursue the extension of product line (iv)Collaborative innovation with suppliers (v)Pursue first mover advantage 4. Firms have innovation strategy as followed tend not to adopt disruptive innovation：(i)Collaborative with customers (ii)Pursue the market share of existing product

「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.

在忽略企業主體性的情況下，國有企業往往被視為被動的行為體，然而「中國電信」卻透過破壞性創新模式，以「小靈通」突破政府的產業監管原則，為企業開創市場機會。本研究透過理性選擇制度論，恢復國有企業的主體性，探討在改革的制度環境中，「中國電信」經理人如何思維「小靈通」業務？政府如何考量監管內容的變更？以及管制與放鬆管制的變遷過程中，政企之間的互動。 研究發現，在政府政策預期的方向上，找到規制與企業利益的平衡點，乃是微觀放鬆與宏觀加強管理體制下，企業的生存之道。個案中，自主性提升的「中國電信」，便是在制度規範中找到追求利益的空間，推出「小靈通」，並透過改革過程中未能徹底解決的產權問題，利用國家重視國有資產保值增值的弱點，以及斬不斷的政企裙帶關係，促成最終的管制放鬆。 / Under the situation without caring about subjectivities of businesses, the state-owned enterprises (SOEs) have been defined as the passive actors. China Telecom, however, depended upon “Xiao-ling-tong” (China’s PHS system) to break through the norms of Chinese government by using Disruptive Innovation Model and got the opportunity into the market. This volume in the light of Rational Choice Institutionalism got the subjectivities of SOEs back and discussed with how the managers in China Telecom considered the strategies of “Xiao-ling-tong” in the circumstance during China’s telecommunication industry reform. And would like to know how the government faced the changing of norms and interactions among the SOEs into the process of control and vice versa at the same time. We found, fortunately, that getting the balancing act between government’s principles and SOEs’ interests is the way which could accord with expectations of government’s policy for businesses to exist. The cases showed the reason why China Telecom with added subjectivity can get its own rooms for profit in the norms is by using “Xiao-ling-tong” and through the property rights problems that couldn’t be resolved, by taking advantage of the fact that Chinese government cares about his properties perpetually or increasingly, and by utilizing the uninterrupted relationship between politics and commerce to push the deregulateon finally.

本研究主要探討電源供應器產業之突破式創新的可能性。透過文獻了解創新的涵意和學者對創新的分類，深入比較「維持性創新」（Sustaining Innovation）與其高階入侵（High-end encroachment），以及「突破式創新」（Disruptive Innovation）之三種低階入侵（Low-end encroachment）方式，分別為：即刻市場入侵（Immediate low-end encroachment）、邊緣市場入侵（Fringe-market low-end encroachment）、分離市場入侵（ Detached-market low-end encroachment）。 首先探究電源供應器之技術、產業現況、供應鏈結構及電源供應器的應用分類；將無線充電器歸類為新科技，針對無線充電技術的市場、聯盟、應用、未來機會做深入的剖析。為驗證無線充電技術之突破式創新的可能性分析，本研究採取學者Schmidt（2008）所提之「辨別創新的三步驟」進行突破性創新的驗證，以「無線方便性」與「充電速度」為關鍵指標。現有充電器的消費者比較重視「充電速度」，而新市場的消費者比較在意「無線方便性」，兩者的需求曲線不同，無線充電科技因提供與既有市場不同的新功能，所以被歸類為「低端突破式創新」之「分離市場」入侵。分離市場的消費者願意為無線的方便性付出較高的價格購買新產品。在新產品推出初期不會侵蝕主流市場的銷售，但經過一段時間，當價格下降及充電速度性能提升後，新產品會「低端突破」原有市場；到最後，新產品會往主流市場及高階市場擴散而影響既有產業和原來的市場結構。 本文藉由與產業專家的深入訪談得知目前既有企業對於新科技尚未開始準備，著實也驗證了Christensen（2005）提過主流企業常常因為過度著重現有技術，而忽略突破性科技的存在。最後，本文建議既有電源供應器產業應多留意突破性科技的入侵且適時跨入新科技，才能在突破性科技崛起時做好準備。 / The main purpose of this research is to examine the potential of disruptive innovation on the power supply industry. This article investigates the definitions and the classifications of innovation by various scholars. It identifies sustaining innovation with its high-end encroachment and disruptive innovation with its three approaches of low-end encroachment which are immediate, fringe-market, and detached-market. This article reviews the power supply industry and its technology, applications, market status, supply chains and then investigates the wireless charging industry and its technologies, evolutions, standards, and market opportunities. To identify the potential of wireless charging becoming disruptive technology, the article refers to the three-step framework of Schmidt (2008) to assess the potential diffusion pattern. The primary attribute of the incumbent is the charging time whereas the primary attribute of new technology is its wireless convenience. The results classify wireless charging as a low-end detached-market encroachment. The current and new products initially sell to the two opposite ends of the market and the highest willingness to pay for each market in the beginning are different, which are “detached “from one another. Over time, charging time would be expected to improve and cost would be expected to decrease, wireless chargers will be more favorable to high-end users of the wired chargers, and eventually current market will be encroached by the new technology. The interviews with incumbents present that current power supply firms have not initiated the development of wireless technology. Companies usually pursue sustaining innovations at the higher tiers of their markets because this is what has historically helped them succeed and they often missed the chances to disruptive innovation. (Christensen, 2005) The results suggest the established organizations to take more efforts to start looking into the disruptive technology so that established organizations will not be displaced by the new firms.

Submitted by Gisele Isaura Hannickel (gisele.hannickel@fgv.br) on 2012-04-24T18:53:49Z No. of bitstreams: 1 120423 Master Thesis FGV.pdf: 3697873 bytes, checksum: f3ccbecacf430eaee0f0606f9daa9f36 (MD5) / Approved for entry into archive by Eliene Soares da Silva (eliene.silva@fgv.br) on 2012-04-25T15:52:36Z (GMT) No. of bitstreams: 1 120423 Master Thesis FGV.pdf: 3697873 bytes, checksum: f3ccbecacf430eaee0f0606f9daa9f36 (MD5) / Made available in DSpace on 2012-04-25T15:54:46Z (GMT). No. of bitstreams: 1 120423 Master Thesis FGV.pdf: 3697873 bytes, checksum: f3ccbecacf430eaee0f0606f9daa9f36 (MD5) Previous issue date: 2012-04-23 / Internet Telephony (VoIP) is changing the telecommunication industry. Oftentimes free, VoIP is becoming more and more popular amongst users. Large software companies have entered the market and heavily invest into it. In 2011, for instance, Microsoft bought Skype for 8.5bn USD. This trend increasingly impacts the incumbent telecommunication operators. They see their main source of revenue – classic telephony – under siege and disappear. The thesis at hand develops a most-likely scenario in order to determine how VoIP is evolving further and it predicts, based on a ten-year forecast, the impact it will have on the players in the telecommunication industry.The paper presents a model combining Rogers’ diffusion and Christensen’s innovation research. The model has the goal of explaining the past evolution of VoIP and to isolate the factors that determine the further diffusion of the innovation. Interviews with industry experts serve to assess how the identified factors are evolving.Two propositions are offered. First, VoIP operators are becoming more important in international, corporate, and mobile telephony. End-to-end VoIP (IP2IP) will exhibit strong growth rates and increasingly cannibalize the telephony revenues of the classic operators. Second, fix-net telephony in SMEs and at home will continue to be dominated by the incumbents. Yet, as prices for telephony fall towards zero also they will implement IP2IP in order to save costs. By 2022, up to 90% of the calls will be IP2IP. The author recommends the incumbents and VoIP operators to proactively face the change, to rethink their business strategies, and to even be open for cooperation.

Bakgrund: Företagens interna innovationsfunktioner minskas samtidigt som företagen i större utsträckning väljer att tillämpa öppen innovation, gränsöverskridande samarbeten. Massor av forskning visar på att öppen innovation innebär en rad fördelar och möjligheter, men även utmaningar. Få studier belyser dock sambandet mellan komplexa innovationsutvecklingsprocesser och tillämpandet av gränsöverskridande samarbeten. Påverkar antalet komplexa beståndsdelar i innovationsutvecklingsprocesser i vilken konstellation företag väljer att samarbete med externa parter? Författarna ställer sig frågande till detta. Syfte: Syftet med denna studie är att undersöka hur komplexiteten i innovationsutvecklingsprocesser påverkar i vilken utsträckning företag väljer att samarbeta med externa parter. Studien ska även undersöka i vilken konstellation företag väljer att samarbeta med externa parter baserat på hur komplexa innovationsutvecklingsprocesserna är. Även Incitament för gränsöverskridande samarbete vid utvecklandet av komplexa innovationer kommer att studeras. Genomförande: Kvalitativ data erhölls genom fem samtalsintervjuer med fyra Innovationsledare och en processansvarig för innovationsutveckling avseende komplexa innovationer inom Ikea. Kvantitativ data erhölls genom en enkätundersökning som besvarades av samtliga Innovationsledare samt deras medarbetare (28 respondenter totalt) Resultat: Studien indikerar på att ju mer komplex en innovationsutvecklingsprocess är, desto större är sannolikheten att externa parter får större inblick i fler beståndsdelar avseende utvecklingsprocessen. Graden av komplexitet i utvecklingsprocessen ökar även sannolikheten för att inifrån-ut innovation tillämpas. / Background: The companys internal innovation functions decreases while companies choose to apply open innovation, cross-border cooperation. Lots of research shows that open innovation involves several benefits and opportunities, but also challenges. Few studies, however, illustrates the connection between complex innovation processes and the application of cross-border cooperation. Does the number of complex components in innovation development processes affect in which constellation companies choose to cooperate with external parties? This is something the authors ask themselves. Purpose: The purpose of this study is to investigate how the complexity of innovation development processes affects the extent to which companies choose to cooperate with external parties. The study will also investigate what constellation companies choose to collaborate with external parties based on the complexity of innovation development processes. Incentives for cross-border cooperation in the development of complex innovations will also be studied. Implementation: Qualitative data was obtained through five interviews with four Innovation leaders and a process manager for innovation development, regarding complex innovations within Ikea. Quantitative data was obtained through a survey that was answered by all Innovation Leaders and their employees (28 respondents in total). Results: The study indicates that the more complex an innovation development process is, the greater is the likelihood that external parties will gain more insight into more components of the development process. The degree of complexity in the development process also increases the likelihood that inside-out innovation is applied.

Made available in DSpace on 2016-06-02T19:52:02Z (GMT). No. of bitstreams: 1 5741.pdf: 3756867 bytes, checksum: d75ae6844f86f78217fb963284442b22 (MD5) Previous issue date: 2013-12-18 / This present work represents a case study conducted with different business units and corporate areas in a Brazilian branch of a multinational company (acknowledged by its innovative strength in multiple sectors: auto parts, consumer goods and industrial goods), aiming to understand what inhibits or enables a more venturesome innovative approach towards more disruptive products (understood as those genuinely new, designed after actual demands and unmet needs, avoiding limitations of technological paradigms and the erroneous inertial persecution of the same competitive attributes). For doing so, the following main objectives are established: 1. Understand how selected determinants (environment, human resources, financial resources, processes, culture and strategy) impact the product innovation portfolio composition in the units selected; 2. Therefore, identify ideas sources that are most frequently used and those considered most effective in each unit studied. As the background for this analysis, the literature review outlined starts discussing some concepts (disruptive innovation and value co-creation particularly) which exhort to the importance of a broader innovative orientation, dribbling an inertial conservative behavior that seems quite deleterious. After that, an approach on the main drivers that mold the innovation orientation is outlined (covering the lockin risks and opportunities brought by open innovation amidst the innovation strategy perspectives). Finally, the bottlenecks in the idea generation phase (which has been reported by some recent studies as the major cause for an alleged gap in disruptive innovations) are explored, some multidisciplinary contributions on innovation applied creativity (ideation concepts from cognitive and social sciences) are brought and the most effective and commonly used sources of ideas according to recent researches are covered. The analysis identifies three main innovation orientations in the studied areas (tech drivers with offensive strategies; need seekers with opportunist strategies; and market readers with more dependent strategies), what seems to be determined by deliberate corporate definitions molded by a more conservative and centralizing cultural and strategic approach of the company, dedicating limited innovation scope and resources for the branch. The idea sources follows this three main innovation orientations, also being close to those traditionally used internationally: technologically oriented areas with more innovative capabilities (offensive innovation strategy) tend to find more efficient and popular the technological prospection sources; dependent innovation approaches tend to rely on a more basic usage of voice of customer sources; and the opportunist orientation is the only approach more focused on open innovation methods (which generally have limited adoption). Besides and in general, internal and voice of customer sources tend to be disseminated and effectively used independently of the orientation. / O presente trabalho constitui um estudo de caso delineado em distintas unidades de negócios e áreas corporativas de filial brasileira de empresa multinacional (reconhecida por seu desempenho inovador em diversos mercados: autopeças, bens de consumo e bens industriais), buscando entender o que inibe ou viabiliza a busca por inovações mais disruptivas em produtos (concebidas como aquelas que buscam criar propostas genuinamente novas e vinculadas a reais demandas, às limitações dos paradigmas tecnológicos e ao aprisionamento na perseguição dos atributos competitivos estabelecidos). Pra tanto, são traçados dois objetivos principais: 1. Entender quão determinantes são algumas variáveis selecionadas (ambiente, recursos humanos, recursos financeiros, processos, cultura e estratégia) na orientação à composição do portfólio de inovação em produto das unidades estudadas; 2. Por conseguinte, identificar quais fontes de ideias são utilizadas com mais frequência e aquelas consideradas de maior efetividade em cada unidade estudada. Conformando uma base para essa análise, a revisão bibliográfica aqui delineada se inicia com uma abordagem sobre concepções (em especial a perspectiva da inovação disruptiva e da cocriação de valor) que exortam quanto à importância de se manter uma orientação à inovação atenta a mais amplas oportunidades, driblando um comportamento inercial que parece bastante deletério. Na sequencia, faz-se uma abordagem acerca de como a inovação é apreendida como estratégia nas empresas dentro de múltiplos determinantes, sendo também trabalhados os riscos de lockin e as oportunidades trazidas com a inovação aberta. Por fim, mostra-se que gargalos na etapa da geração de ideias vêm sendo apontados mais recentemente como a maior causa para esse lapso de inovação, sendo resgatadas contribuições multidisciplinares sobre a criatividade aplicada à inovação (conceitos de ideação desprendidos a partir de conceitos das ciências cognitivas e sociais e sendo trazidas as principais fontes de ideias atualmente empregadas) e apresentadas as fontes de ideias mais comumente utilizadas e aquelas consideradas mais populares segundo pesquisas recentes. Como resultado, a análise, à semelhança de estudos internacionais, identificou três principais orientações à inovação nas unidades estudadas (tech drivers com estratégias mais ofensivas; need seekers com estratégias mais oportunistas; e market readers com estratégias mais dependentes), o que parece estar determinado por definições deliberadas da corporação, moldadas por um embasamento estratégico e cultural mais tradicional e centralizador da empresa, sendo dedicados pela matriz poucos recursos e um limitado escopo à inovação à filial. As fontes de ideias empregadas, por sua vez, seguem essas três orientações principais, estando ainda bastante próximas daquelas mais tradicionalmente empregadas internacionalmente: a área com maior orientação e capacitação tecnológica (tech driver) apresentou uso mais eficaz e frequente de fontes de prospecção tecnológica; as áreas de orientação dependente à inovação (market readers) mostraram mais ampla adoção de fontes de clientes; a área com abordagem oportunista (need seeker) sobressaiu como a única a conferir certa ênfase na inovação aberta (o que tem comumente aplicação bastante limitada nas demais unidades). Ademais, as fontes de ideias internas, bem como aquelas de clientes são, em geral, disseminadas e efetivamente usadas independentemente da orientação.

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.

Sharing economy businesses have increasingly began to inhibit the competitive landscape of many different industries. Their growth can be primary connected to general digitalization developments. At its core, the sharing economy concept is built around efficiently using excess resources. In this thesis, it is argued that sharing economy businesses should be considered disruptive innovations, partly because they present incumbent firms with significant challenges. While the sharing economy business concept facilitates effective peer-to-peer exchange, and in the process provides new possibilities of employment, customer-centric innovation and market development, it can also be tied to a decreasing demand for goods and services offered by incumbents in the same marketplace. Examples of businesses built around the sharing economy concept include – but are not limited to – Airbnb, Vrbo, Uber, Lyft, Zilok, and Hygglo. Prior to the beginning of this research project, very little research regarding potential strategic countermeasures for incumbent firms to employ against sharing economy competitors had been conducted. As a result, this thesis serves the purpose of investigating the impact of sharing economy businesses from the perspective of incumbents and theorizing about potential responses. In order to facilitate this purpose, the hospitality industry was chosen as a representative of an industry that has experienced sharing economy business entrances and sharing economy business competition to a researchable extent. Through this thesis and its accompanying qualitative data collection process, several challenges that are presented to incumbents as a result of sharing economy business entrances were identified. Additionally, a focus was placed on evaluating both tried and prospective strategic measures, using existing theory and insights from the data collection to discover the key aspects needed for the development of potential responses to sharing economy businesses. A similar process was undertaken regarding business models, as the crucial and core elements of a perceived successful business model needed to be identified. The findings generated by the data collection process were then analyzed using a thematic analysis, centered on the themes of: Strategic Management in the Hospitality Industry; Current Trends in the Hospitality Sector; Fundamentals of a Successful Hotel Business; and Future Strategy Suggestions and Industry Prospects. After conducting the three identification and analyzation stages, the findings were discussed in the penultimate chapter of the thesis, where the findings’ relation to existing theory was explored. Following the discussion, the possibility to answer the main research question of this thesis appeared. After discussing our findings, our analysis, and the connection to existing theory, we were able to conclude that incumbent firms can successfully compete with sharing economy businesses. Specifically, they could ensure this through strategic changes and business model innovations built around efficiently exploiting the incumbents’ internal strengths and advantages that are currently not easily imitable by sharing economy businesses. As such, they should look to create, deliver, and communicate unique value to its customers, and suggestions on how this could be achieved by both incumbent hospitality managers and others are provided.