進階搜尋


下載電子全文  
系統識別號 U0026-1807201715093600
論文名稱(中文) 探索技術創新於網絡中商業化策略發展過程:以A公司的光學膜為例
論文名稱(英文) Exploring a Strategizing Process of Commercializing a Technological Innovation in Network: A Case Study of Company A’s Optical Film
校院名稱 成功大學
系所名稱(中) 企業管理學系
系所名稱(英) Department of Business Administration
學年度 105
學期 2
出版年 106
研究生(中文) 蔡欣原
研究生(英文) Hsin-Yuan Tsai
學號 r46041413
學位類別 碩士
語文別 中文
論文頁數 67頁
口試委員 指導教授-周信輝
口試委員-方世杰
口試委員-李慶芳
中文關鍵字 創新商業化  激進式創新  策略發展  網絡變革  網絡演化 
英文關鍵字 Commercialization of innovation  Radical innovation  Strategizing  Network Change  Network Evolution 
學科別分類
中文摘要 本研究的目的是要了解市場新進者如何策略發展在市場上與其他相關廠商建立關係進而確保技術創新可以順利找到市場。商業化過程中常常會遇到許多意想不到的障礙,因此市場新進者就必須策略發展來調整策略方向。另一方面,為了要讓激進式創新找到可以應用的市場,新進者也必須尋找到願意採用創新的客戶以及協助創新傳播的夥伴,進而建立起商業化的網絡。
本研究採用質性研究法中的單一個案研究法,以A公司為研究對象,運用策略發展(strategizing)以及網絡動態(network dynamic)的理論視角來深入探討A公司商業化技術創新的歷程。A公司從選定目標市場到進入市場,再到轉換目標市場,過程中歷經與許多不同廠商的互動以及關係調整。本研究以網絡想像、網絡定位、網絡動員三種類型的策略發展來分析個案公司如何在網絡中與其他相關活動者間互動以及形塑關係,同時也分析出這些策略作為將會在網絡中產生什麼樣的變革。
本研究藉著A公司的個案整理出模型,解釋了網絡想像、網絡定位、網絡動員三者間如何形塑出商業化技術創新的策略發展過程以及彼此間的交互影響。除此之外,本研究的結果也呈現企業為了因應所處情境之下的條件,如何在網絡中策略發展,因此產生網絡網絡變革,使得網絡中的關係不斷形成和解除,進而轉換市場,達到網絡演化。企業在商業化的過程中透過策略發展來動態的調整策略,進而建立起商業化的網絡,最終找到穩定發展的市場。
英文摘要 The purpose of this research is to understand how new market entrant establish relationships with other firms in the market so as to successfully bring technological innovation to the market. Commercialization of innovation often encounters many unexpected obstacles, so the new market entrant must strategize to adjust their own strategy. On the other hand, in order to find a market for application of radical innovation, new entrants must also create a network which include customers who are willing to adopt innovation and partners who help innovation diffusion.
The method of the research is qualitative case study and the case the research select is commercializing process of company A. The theoretical perspective which the research chose to explore commercialization process of company A is “strategizing in network” and “network dynamic”. After company A developed the technological innovation- “optical film”, company A had to bring it to market. Company A first chose consumer market to be their target market, however they find that optical film is not suitable for the market. In hence, they change their target market to industrial market and finally find the right market for innovation. This study uses three types of strategizing which include network visioning, network positioning and network mobilizing to analyzes how company interact and shape relationships with other relevant actors in the network, also indicate that how these strategic activities influence the development of the network.
論文目次 摘要 ......................................................I
ABSTRACT............................................II
誌謝.....................................................VI
目錄....................................................VII
表目錄.................................................IX
圖目錄..................................................X
第一章 緒論...........................................1
第一節 研究背景與動機..........................1
第二節 研究目的與問題..........................3
第三節 研究內容與流程..........................4
第二章 文獻回顧....................................5
第一節 產業網絡中的策略發展................5
第二節 網絡動態...................................11
第三節 小結.........................................14
第三章 研究方法...................................16
第一節 質性研究方法............................16
第二節 個案研究法.......................,........17
第三節 資料收集...................................21
第四節 資料分析...................................23
第四章 研究發現...................................25
第一節 市場與技術初登場.....................25
第二節 消費性市場突圍.........................29
第三節 專業型顯示器市場穩定發展........41
第五章 結論與建議...............................48
第一節 討論.........................................48
第二節 研究貢獻..................................56
第三節 研究限制與未來研究方向..........58
參考文獻.............................................60
參考文獻 1. 蕭瑞麟. (2007). 不用數字的研究: 鍛鍊深度思考力的質性研究。 臺北:臺灣培生教育出版.
2. Aaboen, L., Dubois, A., & Lind, F. (2013). Strategizing as networking for new ventures. Industrial Marketing Management, 42(7), 1033-1041.
3. Aarikka-Stenroos, L., & Sandberg, B. (2012). From new-product development to commercialization through networks. Journal of Business Research, 65(2), 198-206.
4. Abrahamsen, M. H., Henneberg, S. C., & Naudé, P. (2012). Using actors' perceptions of network roles and positions to understand network dynamics. Industrial Marketing Management, 41(2), 259-269.
5. Adams, R., Bessant, J., & Phelps, R. (2006). Innovation management measurement: A review. International Journal of Management Reviews, 8(1), 21-47.
6. Anderson, H., Havila, V., Andersen, P., & Halinen, A. (1998). Position and role-conceptualizing dynamics in business networks. Scandinavian Journal of Management, 14(3), 167-186.
7. Anderson, J. C., Håkansson, H., & Johanson, J. (1994). Dyadic business relationships within a business network context. The Journal of Marketing, 58(4) ,1-15.
8. Araujo, L., & Muzas, S. (1994). Key account business development. Paper presented at the Meeting the Challenges of New Frontiers, Proceedings of the 10th Annual IMP Conference, Groningen, Holland.
9. Axelsson, B., & Easton, G. (1992). Industrial Networks: A New View of Reality. London: Routledge.
10. Baraldi, E., Brennan, R., Harrison, D., Tunisini, A., & Zolkiewski, J. (2007). Strategic thinking and the IMP approach: A comparative analysis. Industrial Marketing Management, 36(7), 879-894.
11. Baraldi, E., Gregori, G. L., & Perna, A. (2011). Network evolution and the embedding of complex technical solutions: The case of the Leaf House network. Industrial Marketing Management, 40(6), 838-852.
12. Chiesa, V., & Frattini, F. (2011). Commercializing Technological Innovation: Learning from Failures in High‐Tech Markets. Journal of Product Innovation Management, 28(4), 437-454.
13. Cornelissen, J. (2002). Academic and practitioner theories of marketing. Marketing Theory, 2(1), 133-143.
14. Costa, C., Fontes, M., & Heitor, M. V. (2004). A methodological approach to the marketing process in the biotechnology-based companies. Industrial Marketing Management, 33(5), 403-418.
15. Dahl, J., Kock, S., & Lundgren-Henriksson, E. L. (2016). Strategising in Coopetitive Networks. Extending the Business Network Approach (pp. 249-267). New York, NY : Palgrave Macmillan.
16. Degbey, W. Y., & Pelto, E. (2015). Uncovering different forms of customer network changes in M & A. Management Research Review, 38(11), 1191-1212.
17. Elfring, T., & Hulsink, W. (2003). Networks in entrepreneurship: The case of high-technology firms. Small Business Economics, 21(4), 409-422.
18. Ford, D., Gadde, L.-E., Håkansson, H., & Snehota, I. (2011). Managing business relationships. London: Wiley.
19. Ford, D., & Håkansson, H. (2006). The idea of interaction. the IMP Journal, 1(1), 4-27.
20. Ford, D., & Mouzas, S. (2013). The theory and practice of business networking. Industrial Marketing Management, 42(3), 433-442.
21. Franco, M. r., & Haase, H. (2011). Network embeddedness: a qualitative study of small technology-based firms. International Journal of Management and Enterprise Development, 11(1), 34-51.
22. Freytag, P. V., & Ritter, T. (2005). Dynamics of relationships and networks—creation, maintenance and destruction as managerial challenges. Industrial Marketing Management, 34(7), 644-647.
23. Gadde, L.-E. (2014). Strategizing at the Boundaries of Firms. IMP Journal, 8(2), 51-63.
24. Gadde, L.-E., Huemer, L., & Håkansson, H. (2003). Strategizing in industrial networks. Industrial Marketing Management, 32(5), 357-364.
25. Håkansson, H., & Ford, D. (2002). How should companies interact in business networks? Journal of Business Research, 55(2), 133-139.
26. Håkansson, H., & Henders, B. (1995). Network dynamics: Forces and processes underlying evolution and revolution in business networks. Business marketing: An interaction and network perspective (pp. 139-215). Boston, MA: Kluwer Academic Publishers.
27. Håkansson, H., & Snehota, I. (1989). No business is an island: the network concept of business strategy. Scandinavian Journal of Management, 5(3), 187-200.
28. Håkansson, H., & Waluszewski, A. (2007). Knowledge and innovation in business and industry: The importance of using others. London: Routledge.
29. Halinen, A., Salmi, A., & Havila, V. (1999). From dyadic change to changing business networks: an analytical framework. Journal of Management Studies, 36(6), 779-794.
30. Harrison, D., Holmen, E., & Pedersen, A.-C. (2010). How companies strategise deliberately in networks using strategic initiatives. Industrial Marketing Management, 39(6), 947-955.
31. Harrison, D., & Prenkert, F. (2009). Network strategising trajectories within a planned strategy process. Industrial Marketing Management, 38(6), 662-670.
32. Henders, B. (1992). Positions in industrial networks: marketing newsprint in the UK: Doctoral Thesis, Department of Business Studies, Uppsala University.
33. Henneberg, S. C., Mouzas, S., & Naudé, P. (2006). Network pictures: concepts and representations. European Journal of Marketing, 40(3/4), 408-429. doi:doi:10.1108/03090560610648129
34. Henneberg, S. C., Naudé, P., & Mouzas, S. (2010). Sense-making and management in business networks—Some observations, considerations, and a research agenda. Industrial Marketing Management, 39(3), 355-360.
35. Henneberg, S. C., Rohrmus, D., & Ramos, C. (2006). Sense-making and cognition in business networks: Conceptualisation and propositional development. Paper presented at the 2nd IMP Journal Seminar, Gothenburg.
36. Holmen, E., & Pedersen, A.-C. (2003). Strategizing through analyzing and influencing the network horizon. Industrial Marketing Management, 32(5), 409-418.
37. Ingemansson, M., & Waluszewski, A. (2009). Success in science and burden in business. On the difficult relationship between science as a developing setting and business as a producer-user setting. the IMP Journal, 3(2), 20-56.
38. Johanson, J., & Mattsson, L. (1992). Network Position and Strategic Action. An analytical framework, Industrial Networks. Routledge: London.
39. Kelm, K. M., Narayanan, V., & Pinches, G. E. (1995). Shareholder value creation during R&D innovation and commercialization stages. Academy of Management Journal, 38(3), 770-786.
40. Lundgren, A. (1992). Coordination and mobilisation processes in industrial networks. Industrial networks: A new view of reality(pp. 144-165). Routledge: London.
41. Mattsson, L.-G. (1985). An application of a network approach to marketing: defending and changing market positions: Economic Research Institute, Stockholm School of Economics.
42. Mattsson, L.-G. (1987). Management of strategic change in a ‘markets-as-networks’ perspective. The Management of Strategic Change (pp. 234-256). Blackwell: London.
43. McNally, R. C., Cavusgil, E., & Calantone, R. J. (2010). Product innovativeness dimensions and their relationships with product advantage, product financial performance, and project protocol. Journal of Product Innovation Management, 27(7), 991-1006.
44. Melo Brito, C. (1999). Issue-based nets: a methodological approach to the sampling issue in industrial networks research. Qualitative Market Research: an international journal, 2(2), 92-102.
45. Miller, L., Miller, R., & Dismukes, J. (2005). The critical role of information and information technology in future accelerated radical innovation. Information Knowledge Systems Management, 5(2), 63-99.
46. Min, S., Kalwani, M. U., & Robinson, W. T. (2006). Market pioneer and early follower survival risks: A contingency analysis of really new versus incrementally new product-markets. Journal of Marketing, 70(1), 15-33.
47. Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). Strategy Safari: A Guided Tour Through The Wilds of Strategic Mangament. New York: Free Press.
48. Mouzas, S., Henneberg, S., & Naudé, P. (2008). Developing network insight. Industrial Marketing Management, 37(2), 167-180.
49. Mouzas, S., & Naudé, P. (2007). Network mobilizer. Journal of Business & Industrial Marketing, 22(1), 62-71.
50. Myers, M. D. (2009). Qualitative research in business & management. London: Sage Publications.
51. Öberg, C., Henneberg, S. C., & Mouzas, S. (2007). Changing network pictures: Evidence from mergers and acquisitions. Industrial marketing management, 36(7), 926-940.
52. Pittaway, L., Robertson, M., Munir, K., Denyer, D., & Neely, A. (2004). Networking and innovation: a systematic review of the evidence. International Journal of Management Reviews, 5(3‐4), 137-168.
53. Ramos, C., & Ford, I. D. (2011). Network pictures as a research device: Developing a tool to capture actors' perceptions in organizational networks. Industrial Marketing Management, 40(3), 447-464.
54. Reinders, M. J., Frambach, R. T., & Schoormans, J. P. (2010). Using product bundling to facilitate the adoption process of radical innovations. Journal of Product Innovation Management, 27(7), 1127-1140.
55. Ritvala, T., & Salmi, A. (2009). Mobilisation of issue networks: the case of fighting heart disease in Finland. International Journal of Business Environment, 2(4), 400-417.
56. Ritvala, T., & Salmi, A. (2010). Value-based network mobilization: A case study of modern environmental networkers. Industrial Marketing Management, 39(6), 898-907.
57. Sanday, P. R. (1979). The ethnographic paradigm (s). Administrative Science Quarterly, 24(4), 527-538.
58. Sandberg, B., & Aarikka-Stenroos, L. (2014). What makes it so difficult? A systematic review on barriers to radical innovation. Industrial Marketing Management, 43(8), 1293-1305.
59. Snape, D., & Spencer, L. (2003). The Foundations of Qualitative Research. Qualitative Research Practice: A Guide for Social Science Students and Researchers, 1. Thousand oaks: Sage.
60. Snehota, I., & Hakansson, H. (1995). Developing relationships in business networks. Routledge: London.
61. Straub, D., Boudreau, M.-C., & Gefen, D. (2004). Validation guidelines for IS positivist research. The Communications of the Association for Information Systems, 13(1), 63.
62. Talke, K., & Hultink, E. J. (2010). Managing diffusion barriers when launching new products. Journal of Product Innovation Management, 27(4), 537-553.
63. Tikkanen, J., & Halinen, A. (2003). Network approach to strategic management–exploration to the emerging perspective. Paper presented at the Proceeding The 19th Annual IMP Conference, Lugano, Switzerland.
64. Turnbull, P., Ford, D., & Cunningham, M. (1996). Interaction, relationships and networks in business markets: an evolving perspective. Journal of Business & Industrial Marketing, 11(3/4), 44-62.
65. Welch, C., & Wilkinson, I. (2002). Idea logics and network theory in business marketing. Journal of Business-to-Business Marketing, 9(3), 27-48.
66. Wilkinson, I., & Young, L. (2002). On cooperating: firms, relations and networks. Journal of Business Research, 55(2), 123-132.
67. Yin, R. K. (2009). Case Study Research: Design and Methods. Newbury Park, CA: SAGE Publications.
68. Zolkiewski, J., Turnbull, P., Henneberg, S. C., Mouzas, S., & Naudé, P. (2006). Network pictures: concepts and representations. European Journal of Marketing, 40(3/4), 408-429.

論文全文使用權限
  • 同意授權校內瀏覽/列印電子全文服務,於2019-01-15起公開。
  • 同意授權校外瀏覽/列印電子全文服務,於2019-01-15起公開。


  • 如您有疑問,請聯絡圖書館
    聯絡電話:(06)2757575#65773
    聯絡E-mail:etds@email.ncku.edu.tw