有鑑於法規政策、科技改變與公司策略三者乃促使數位匯流的驅動力，而在政府政策與科技影響之下，國內有線電視系統正值發展數位服務的關鍵時刻，本研究將產品創新的相關理論，置放於國內有線電視系統產業的脈絡，探討有線電視系統的產品創新策略，分析影響系統業者產品創新策略之因素，藉此瞭解該產業於數位服務的經營現況與策略規劃。 　　本研究的研究問題探討有線電視系統數位服務的發展現況、系統經營者的產品創新流程、影響有線電視系統產品創新策略的外部環境與內部組織因素、系統經營者的產品創新策略，以及該些策略對數位服務發展的可能影響。 　　綜觀本論文的研究結果，首先，影響系統經營者創新活動的外部與內部因素，外部因素是企業創新環境，位處相同發展脈絡與環境，使得系統業者的外部環境影響因素相當一致，內部因素則屬於組織創新能力的問題，由企業自身條件與發展沿革而定，且不同的企業各自相異，但企業規模此項因素則主要作用於獨立系統業者。其次，由於策略的採納並不是非此即彼的互斥選擇，而是重要性的程度差異，系統經營者依據產品與市場的特性，分別以某個產品創新策略為主，並搭配其他的策略來達成目標。例如單向廣播的數位頻道，系統經營者主要採取內容授權以及與同業和異業之間的策略聯盟，輔以多元的價格組合來開發與推廣；發展寬頻網路的方式則是透過內部發展與低價策略，同時可能必須搭配技術授權來達成；系統經營者藉由與異業的策略聯盟提供網路電話服務；雙向互動服務的開發與推行則透過策略聯盟、內部發展搭配差異化、顧客友善與低價策略來進行產品創新。 　　總的來說，從組織回應外在環境與市場的方式來歸納國內有線電視系統的產品創新策略傾向，若將獨立系統與MSO相較，獨立系統傾向防禦者與反應者策略，MSO則傾向前瞻者與分析者策略。系統業者各依照其不同的策略傾向，考量產品與市場的特性，搭配不同的產品創新策略來開發與推廣數位服務。

本研究主要探討的是國際標準化商品的製造業者如何從事產品創新，特別是針對一個企業銷售的產品就是標準化的完成品，最典型的例子，就是台灣佔有亞太最大產能的影音DVD光碟片製造業。差異化是企業提升競爭力的主要手段，也是經常被企業採用的競爭策略。一個企業可以尋求差異化的空間顯然和自己產品或服務被標準化的程度有關。產品「被標準化」的程度越高，除了創意越容易受限，組織出現「核心僵固」的情形可能也越嚴重。 本研究延續組織知識創造學說「知識螺旋」理論的精髓，提出「創新螺旋」策略規劃程序的理論模型架構，「創新螺旋」模型是一個以產品創新為主軸的策略規劃程序，以行銷導向創新策略為其核心。行銷導向的創新是一個企業核心能耐經組織內部「共同化」，「外化」訴諸市場，再與市場需求「結合」串連，「內化」為企業策略的過程，意謂著企業核心價值與市場價值缺口產生共鳴的「知識螺旋」。「創新螺旋」模型描述企業應以「市場價值、創造價值、核心價值」做為產品創新的核心概念，以「創新是兩種看似不相干的事物將其成功結合」的中心思想，同時秉持「創新來自邊陲的精神」，尋求產品創新上的突破。 一般而言，國際標準規格的制訂是由大國大廠所主導，技術開發首動者的效益來自參與規格制訂及日後商品上市後收取的龐大權利金。一般小廠小國，市場影響力小、技術開發資源有限，不易參與規格角力的競賽，更遑論發揮舉足輕重的影響力，這是一個殘酷的國際現實。因此小廠小國的標準化商品的製造業者，如何從事產品創新就是本研究所要探討的課題。本研究探討的個案公司以「創新螺旋」策略規劃程序的理論模型做為其產品創新的藍本，檢視在此情境下的台灣影音DVD碟片的製造業者，在產品創新過程遭遇到的困境及其突圍的方式。本研究同時觀摩比較其他國際級的競爭同業，如何發揮其地理環境上的優勢及本身的核心能耐，在次世代藍光DVD來臨之繼，創造更有利的競爭條件。 / This thesis aims to study how to do the product innovation under the condition as the core product or service of one corporate is an international standardized end product. The typical example is such as the video DVD disc manufacturers in Taiwan, who own the major market share in the world wide total throughput. From the strategic point of view, “differentiation” has been widely used to build up a corporate core competency. However, the limitation for one corporate to do the product differentiation is corresponding to its product status being standardized. The higher standardized condition on product it is, the more limitation on creation it will be. It also will cause the organization to be inflexible, furthermore becomes stubborn. Generally speaking, international standard has been formulated by the strong or big countries and international corporate. The first mover advantage to develop the product should be as a format creator and as a licenser in the long run as into the commercialized phase. On the other hand, usually, for the small companies or countries, it has less technology resource and marketing power to influence the standard formation. Under such kind of situation, is there any chance for the small companies to do the product innovation? This is the main topic for the thesis to investigate. This research extends the organization knowledge creativity theory by Nonaka (1995) as the “Spiral of Knowledge” to a new model as “Spiral of Innovation”, which presents the sequence of strategy formation in term of product innovation. Marketing-oriented product developing pattern is the main pursuit of the “Spiral of Innovation”. The first step, through the ”socialization” inside the corporate, the common understanding of the corporate standing position can be created. As for product developing, targeting to find out the customers need or the lack in the marketing, those finding should be put into the step as “externalization”. After that, through “combination” of marketing need and corporate competency, the systematic concept can be developed. The final step, all the above can be converted into the organization function inside corporate, which is called as “internalization”. “Spiral of Innovation” theory states, for a corporate, it takes the “marketing value, creating value and corporate core value” as the core product developing concept. The innovation can be simply interpreted as “the success to combine two dissimilar or irrelevant matters”. Innovation usually generates from that being lack of concern or attention. This research studies the case, Taiwan No.1 video DVD disc manufacturer, which implements the “Spiral of Innovation” model as the framework of its product developing strategy formation. It shows the dilemma the corporate faces in the effort for product differentiation and those attempts it took for breakthrough. It also compares the product developing strategy with some other key and leading players from USA, Europe and Japan. From innovation point of view, those companies intend to exploit their advantage from location and core competency to find out the optimal position for the coming next generation high density DVD era.