English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 91913/122132 (75%)
Visitors : 25747026      Online Users : 212
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/71733


    Title: 資源跨界謀略:培生教育集團如何策畫複合商業模式
    Maneuvering Resource Crossover: How Pearson Education Strategizes Hybrid Business Models
    Authors: 譚雪屏
    Tan, Hsueh Ping (Jennifer)
    Contributors: 蕭瑞麟
    Hsiao, Ruey Lin
    譚雪屏
    Tan, Hsueh Ping (Jennifer)
    Keywords: 複合商業模式
    資源流
    企業轉型
    產品創新
    商業模式創新
    Hybrid business model
    resource flow
    corporate transformation
    product innovation
    business model innovation
    Date: 2013
    Issue Date: 2014-12-01 14:22:11 (UTC+8)
    Abstract: 在環境變遷劇烈的時代,改善流程、發展新商品、研發新技術已經無法讓企業在穩操勝算。近年來,企業開始關注商業模式之價值。但是,過往的商業模式創新多為組合式,但是對於複合商業模式卻所知有限。本論文分析出版業商業模式的複合創新過程,了解傳統產業如何藉由商業模式而轉型。本文以全球最大的出版公司培生為研究對象,分析培生是如何策劃其複合商業模式,於2000年到2013年間啟動四種商業模式之創新。本文發現,商業模式必須透過資源不斷的流動,引導其實驗性交換方能產生複合的效應。觀念上,本論文提出如何以資源流的方式來分析商業模式的複合效應。實務上,本研究指出複合商業模式的形成原來不是以混合或組合不同的商業模式進行;而是必須創造資源的綜效,才能有效的讓新與舊的商業模式產生「複合」的效果,提供創新的解決方案,完成企業轉型的任務。
    In this rapid changing environment, improving work processes, developing new products, innovate new technologies may not secure firms’ success. In recent years, firms begin to pay attention to the value of business model. However, our understanding of business model innovation is limited to the combinational form and the hybrid form of business model is less known. This thesis examines the innovation process of hybrid business model within publishing industry, and understands how a traditional industry could undertake transformation via business model renewal. This study examines Pearson Publishing, which is the world’s largest publisher at the time, and analyzes how Pearson strategized its hybrid business model while launching four types of business model innovation during 2000-2013. The findings indicate that business model must initiate constant flow of resources, guiding its experimental exchange so as to create hybrid effects. Conceptually, this thesis suggests how to examine business models’ hybrid effects through patterns of resource flow. Practically, this research warns that the shaping of hybrid business model may not simply blend or combine two different business models. It requires us to create some sort of synergy among resources so as to generate some kind of ‘hybrid’ effect between the old business model and the new business model, resulting in innovative solutions and achieving the mission of corporate transformation.
    Reference: 中文文獻
    吳秋英,2014,《文化創意園區創新商業模式之研究─以華山1914文化創意產業園區為例》。臺北教育大學文化創意產業經營學系碩士論文。
    楊王家英,2011,《便利商店複合經營創新商業模式之研究:以萊爾富烘焙複合便利商店為例》,臺灣大學商學院碩士論文。
    蔡宜廷、劉育奇、周欣嫻、周丸生,2006,數位音樂產業及其商業模式,《政大智慧財產評論》,第4期,第2卷,79-120頁。
    劉泰利,2005,《數位電視電子商務之商業模式與其發展策略》,元智大學資訊傳播學系學位碩士論文。
    蘇琬貞,2012,《商業模式創新之研究-以複合式醫學美容中心為個案研究對象》。國立臺灣科技大學管理學研究所碩士論文。
    英文文獻
    Afuah, A. 2004. Business Models: A Strategic Management Approach. Irwin: McGraw-Hill
    Amit, R., & Zott, C. 2012. Creating value through business model innovation. Sloan Management Review, 53(3): 41-49.
    Aspara, J., Lamberg, J.-A., Laukia, A., & Tikkanen, H. 2013. Corporate Business Model Transformation and Inter-Organizational Cognition: The Case of Nokia. Long Range Planning, 46(6): 459-474.
    Barney, J. B., Wright, M., & Ketchen Jr., D. J. 2001. The resource-based view of the firm: Ten years after 1991. Journal of Management, 27(6): 625–641.
    Bonaccorsi, A., Giannangeli, S., & Rossi, C. 2006. Entry strategies under competing standards: Hybrid business models in the open source software industry. Management Science, 52(7): 1085-1098.
    Boyd, B., Henning, N., Reyna, E., Wang, D. E., & Welch, M. D. 2009. Hybrid Organizations: New Business Models for Environmental Leadership. Sheffield, UK: Greenleaf Publishing.
    Casadesus-Masanell, R., & Ricart, J. E. 2010. From Strategy to Business Models and onto Tactics. Long Range Planning, 43(2–3): 195-215.
    Chatterjee, S. 2013. Simple Rules for Designing Business Models. California Management Review, 55(2): 97-124.
    Chesbrough, H., & Rosenbloom, R. 2002a. The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spinoff companies. Industrial and Corporate Change, 11(3): 529-555.
    Chesbrough, H. W. 2006. Open Business Models: How to Thrive in the New Innovation Landscape. Boston, Mass.: Harvard Business School Press.
    Chesbrough, H. W. 2007. Why Companies Should Have Open Business Models. Sloan Management Review, 48(2): 22-36.
    Chesbrough, H. W. 2011. Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era. New York: Jossey-Bass.
    Chesbrough, H. W., & Rosenbloom, R. 2002b. The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spinoff companies. Industrial and Corporate Change, 11(3): 529-555.
    Courpasson, D., Dany, F., ccedil, & oise. 2001. Indifference or Obedience? Business Firms as Democratic Hybrids. Organization Studies, 24(8): 1231.
    Cusumano, M. A. 2010. Staying Power: Six Enduring Principles for Managing Strategy and Innovation in an Uncertain World. New York: Oxford University Press.
    Grant, R. M. 1991. The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3): 114-135.
    Markides, C., & Charitou, C. D. 2004. Competing with dual business models: a Contingency approach. Academy of Management Executive, 18(3): 22-36.
    Osterwalder, A., & Pigneur, Y. 2009. Business Model Generation.
    Porter, M. E. 1985. Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press.
    Smith, W. K., Binns, A., & Tushman, M. L. 2010. Complex business models: Managing strategic paradoxes simultaneously. Long Range Planning, 43(2–3): 448-461.
    Svejenova, S., Planellas, M., & Vives, L. 2010. An individual business model in the making: a Chef’s quest for creative freedom. Long Range Planning, 43(2/3): 408-430.
    Teece, D. J. 2010. Business Models, Business Strategy and Innovation. Long Range Planning, 43(2–3): 172-194.
    Wernerfelt, B. 1995. The resource-based view of the firm: Ten years after. Strategic Management Journal, 16: 171-174.
    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    101932097
    102
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0101932097
    Data Type: thesis
    Appears in Collections:[經營管理碩士學程EMBA] 學位論文

    Files in This Item:

    File SizeFormat
    209701.pdf4334KbAdobe PDF27View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告
    1.本網站之數位內容為國立政治大學所收錄之機構典藏,無償提供學術研究與公眾教育等公益性使用,惟仍請適度,合理使用本網站之內容,以尊重著作權人之權益。商業上之利用,則請先取得著作權人之授權。
    2.本網站之製作,已盡力防止侵害著作權人之權益,如仍發現本網站之數位內容有侵害著作權人權益情事者,請權利人通知本網站維護人員(nccur@nccu.edu.tw),維護人員將立即採取移除該數位著作等補救措施。
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback