| 研究生: |
張雅晴 Ya-Ching Chang |
|---|---|
| 論文名稱: |
經營模式認知圖像化平台之試作及前導研究 |
| 指導教授: |
蘇雅惠
Yea-Huey Su 蔡明宏 Ming-Hone Tsai |
| 口試委員: | |
| 學位類別: |
碩士 Master |
| 系所名稱: |
管理學院 - 資訊管理學系 Department of Information Management |
| 論文出版年: | 2020 |
| 畢業學年度: | 108 |
| 語文別: | 中文 |
| 論文頁數: | 105 |
| 中文關鍵詞: | 經營模式 、認知圖 、因果脈絡圖 、圖像化平台 、創業 |
| 外文關鍵詞: | Business model, Cognitive map, Causal map, Visualization Platform, Entrepreneurship |
| 相關次數: | 點閱:25 下載:0 |
| 分享至: |
| 查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報 |
近年來隨著數位時代的來臨,嶄新的創業生態系躍然而生,但無法改變的是,每年創業失敗率高達90%的魔咒。根據統計,創業失敗的主要原因為創業者對於經營模式的觀念薄弱,使其無法系統性地思索並精確地鎖定組織的痛點。而回朔過往文獻,雖眾多學者已針對經營模式進行完善剖析,但卻遲遲未有一實際平台能整合並視覺化其元件,以供實務上應用。
有鑑於此,本研究希冀藉由現有理論,開發一款協助創業者組織其經營模式的網路平台,彙整並圖像化經營模式元件,以輔助創業者有條理地統整其思緒,並依憑系統內的自由討論空間,一起萌發創新的經營模式架構。而本研究將以個案研究法探討如何透過本平台有效地襄助實務者於創業週期內建構其經營模式,並以反事實省思討論在創業收場前,如何藉由系統內的因果脈絡圖,以引導的方式激發創業者問題解決的方案構思。
本研究期盼經營模式認知圖像化平台能鏈結經營模式的理論與實務,以事前和事後兩種分析模式,幫助創業者預先洞察目前經營模式的缺失。此平台的主要目的並非提升創業的成功率,而是減少其在高壓競爭市場中的痛苦和試錯機率,並非直接告知創業者問題處理的方法,而是提供方向性的蛛絲馬跡,啟發創業者的創新思維。
With the digital era coming, a brand-new startup ecosystem has sprung up in recent years. However, the entrepreneurial failure rate continues to hover around 90%. Statistically, the main reason for the failure of startup is that entrepreneurs have weak concepts about business models. Accordingly, entrepreneurs’ affliction is not only to think systematically but also to seek for the pain spots of the organization accurately. Based upon the previous literature, although the comprehensive analysis of the business model has been carried out, scholars have not developed an actual platform that can integrate and visualize its components for practical application.
The goal of this research attempts to develop an online platform that helps entrepreneurs organize their business models. Aggregating and visualizing business model components, this system, cognitive visualization platform (CVP), can assist entrepreneurs to clarify their thoughts in an orderly manner. Entrepreneurs have brainstorming on CVP to stimulate their innovative business model. This study conducted case studies to explore how to effectively help practitioners to build their business models with the causal map presented by CVP. Using counterfactual thinking (CFT), researchers discuss the primal problem in the case to search for the new solutions or clues in response to paradigm shift.
This research links the theory and the practice for the business model, supporting entrepreneurs to gain insight into the lack of the current business model in advance. The main purpose of this platform is not only to increase the success rate of entrepreneurship but also to reduce its pain and trial-and-error probability in a high-pressure competitive market.
[1]Ackermann, F., Eden, C., & Cropper, S. (1992). Getting started with cognitive mapping: Banxia Software.
[2]Afuah, A. (2004). Does a focal firm's technology entry timing depend on the impact of the technology on co-opetitors? Research Policy, 33(8), 1231-1246.
[3]Al-Debi, M. M., El-Haddadeh, R., & Avison, D. (2008). Defining the business model in the new world of digital business. AMCIS 2008 proceedings, 300.
[4]Amit, R., & Zott, C. (2001). Value Creation in E-Business. Strategic Management Journal, 22, 493-520.
[5]Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
[6]Bass, S. (2019). The role of counterfactual thinking in learning from entrepreneurial failure.
[7]Baxter, P., & Jack, S. (2008). Qualitative case study methodology: Study design and implementation for novice researchers. The qualitative report, 13(4), 544-559.
[8]Bryson, J. M., Ackermann, F., Eden, C., & Finn, C. B. (2004). Visible thinking: Unlocking causal mapping for practical business results: John Wiley & Sons.
[9]Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and onto tactics. Long Range Planning, 43(2-3), 195-215.
[10]Cavalcante, S., Kesting, P., & Ulhøi, J. (2011). Business model dynamics and innovation:(re) establishing the missing linkages. Management decision.
[11]CBInsights. (2019). The Top 20 Reasons Startups Fail. Retrieved from https://www.cbinsights.com/research/startup-failure-reasons-top/
[12]Chesbrough, H. W. (2003). Open innovation: The new imperative for creating and profiting from technology: Harvard Business Press.
[13]Clinton, L., & Whisnant, R. (2019). Business model innovations for sustainability Managing Sustainable Business (pp. 463-503): Springer.
[14]Cossette, P., & Audet, M. (1992). Mapping of an idiosyncratic schema. Journal of Management Studies, 29(3), 325-347.
[15]Creswel, J. W. (2009). Research design: Qualitative, quantitative, and mixed methods approaches. Los angeles: University of Nebraska–Lincoln.
[16]Currie, W. (2004). Value creation from e-business models: Elsevier.
[17]Daniels, K., De Chernatony, L., & Johnson, G. (1995). Validating a method for mapping managers' mental models of competitive industry structures. Human Relations, 48(9), 975-991.
[18]Demil, B., & Lecocq, X. (2010). Business Model Evolution: In Search of Dynamic Consistency. Long Range Planning, 227-246.
[19]Dubosson‐Torbay, M., Osterwalder, A., & Pigneur, Y. (2002). E‐business model design, classification, and measurements. Thunderbird International Business Review, 44(1), 5-23.
[20]Dubosson, M., Osterwalder, A., & Pigneur, Y. (2002). E‐business model design, classification, and measurements. Thunderbird International Business Review, 44, 5-23.
[21]Feagin, J. R., Orum, A. M., & Sjoberg, G. (1991). A case for the case study: UNC Press Books.
[22]Foster, R., & Kaplan, S. (2011). Creative Destruction: Why companies that are built to last underperform the market--And how to success fully transform them: Currency.
[23]Gavetti, G., Levinthal, D. A., & Rivkin, J. W. (2005). Strategy making in novel and complex worlds: The power of analogy. Strategic Management Journal, 26(8), 691-712.
[24]Genome, S. (2019). Global Startup Economy Spotlight: Top Ecosystem Rankings for Female Founders, Agtech, and Cleantech Global Startup Ecosystem Research 2019 Series.
[25]Hamel, G. (2001). Leading the revolution:: an interview with Gary Hamel. Strategy & Leadership, 29(1), 4-10.
[26]Hannan, M. T., & Freeman, J. (1984). Structural inertia and organizational change. American sociological review, 149-164.
[27]Hodgkinson, G. P., Maule, A. J., & Bown, N. J. (2004). Causal cognitive mapping in the organizational strategy field: A comparison of alternative elicitation procedures. Organizational Research Methods, 7(1), 3-26.
[28]Kaplan, R. S., Kaplan, R. E., Norton, D. P., Davenport, T. H., & Norton, D. P. (2004). Strategy maps: Converting intangible assets into tangible outcomes: Harvard Business Press.
[29]Kennedy, M. M. (1979). Generalizing from single case studies. Evaluation quarterly, 3(4), 661-678.
[30]Kennedy, M. M. (1997). The Connection between Research and Practice. Educational Researcher, 26(7), 4-12.
[31]Magretta, J. (2002). Why Business Models Matter. Harvard business review, 80, 86-92, 133.
[32]Miles, M. B., & Huberman, M. A. (1994). Qualitative data analysis: An expanded sourcebook: sage.
[33]Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur's business model: toward a unified perspective. Journal of Business Research, 58(6), 726-735.
[34]Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the association for Information Systems, 16(1), 1.
[35]Sawhney, M., Wolcott, R. C., & Arroniz, I. (2006). The 12 different ways for companies to innovate. MIT Sloan management review, 47(3), 75.
[36]Scapens, R. W. (1990). Researching management accounting practice: The role of case study methods. The British Accounting Review, 22(3), 259-281.
[37]Schramm, W. (1971). Notes on Case Studies of Instructional Media Projects.
[38]Scoblic, J. P. (2020). Strategic Foresight as Dynamic Capability: A New Lens on Knightian Uncertainty.
[39]Siggelkow, N. (2002). Evolution toward Fit. Administrative Science Quarterly, 47(1), 125-159.
[40]Singh, J. V., Tucker, D. J., & House, R. J. (1986). Organizational legitimacy and the liability of newness. Administrative Science Quarterly, 171-193.
[41]Stake, R. E. (1995). The art of case study research: sage.
[42]Sundström, M., Hjelm-Lidholm, S., & Radon, A. (2019). Clicking the boredom away – Exploring impulse fashion buying behavior online. Journal of Retailing and Consumer Services, 47, 150-156.
[43]Teece, D. J. (2010). Business Models, Business Strategy and Innovation. Long Range Planning, 43(2), 172-194.
[44]Thomas, G. (2015). How to do your case study: Sage.
[45]Tikkanen, H., Lamberg, J. A., Parvinen, P., & Kallunki, J. P. (2005). Managerial cognition, action and the business model of the firm. Management decision.
[46]Van Putten, B.-J., & Schief, M. (2012). The Relation Between Dynamic Business Models and Business Cases. The Electronic Journal Information Systems Evaluation, 15.
[47]Wedel, M., & Kamakura, W. (2000). Market Segmentation: Conceptual and Methodological Foundations (Vol. 8).
[48]Wirtz, B. W., Pistoia, A., Ullrich, S., & Göttel, V. (2016). Business Models: Origin, Development and Future Research Perspectives. Long Range Planning, 49(1), 36-54.
[49]Yamakawa, Y., & Cardon, M. S. (2015). Causal ascriptions and perceived learning from entrepreneurial failure. Small Business Economics, 44(4), 797-820.
[50]Yin, R. K. (2011). Applications of case study research: sage.
[51]Yin., R. K. (2003). Case Study Research Design and Methods (3th ed.). Thousand Oaks, CA: Sage. The Canadian Journal of Program Evaluation.
[52]Zott, C., & Amit, R. (2010). Business Model Design: An Activity System Perspective. Long Range Planning, 43(2), 216-226.
[53]DMA台灣數位媒體應用暨行銷協會(2018)。2017年台灣數位廣告量統計報告。
[54]Patton, M. Q.(2008)。質性研究與評鑑(吳芝儀 & 李奉儒譯)。 嘉義:濤石文化。
[55]Yin, R. K.(2001)。個案研究法(尚榮安譯)。 臺北:弘智文化事業有限公司。
[56]余權倫(2008)。開採型經營模式之探討-貝氏網路模擬平台之建構應用。未出版之碩士學位論文,國立中央大學企業管理研究所,桃園市。
[57]吳芝儀, & 李奉儒(1995)。質的研究與評鑑。 臺北:桂冠。
[58]李柏勳(2008)。經營模式創新模擬平台之研究—以開採型演進至併用型為例。未出版之碩士學位論文,國立中央大學企業管理研究所,桃園市。
[59]李興益(2007)。經營模式元件角色之分析。未出版之碩士學位論文,國立中央大學企業管理研究所,桃園市。
[60]林淑馨(2010)。質性研究: 理論與實務。 臺北:巨流圖書股份有限公司。
[61]洪瑋婕(2014)。價值創造平台之商業模式:以醫療器材產業個案為例。未出版之碩士學位論文,國立中央大學資訊管理學系,桃園市。
[62]范揚君(2007)。經營模式階次區塊之分析。未出版之碩士學位論文,國立中央大學企業管理研究所,桃園市。
[63]陳向明(2002)。社會科學質的硏究。 臺北:五南圖書出版股份有限公司。
[64]陳香如(2008)。探勘型經營模式之探討─貝氏網路模擬平台之建構應用。未出版之碩士學位論文,國立中央大學企業管理研究所,桃園市。
[65]陳浩民(2005)。突破式創新與經營模式對創新導入之影響的文獻研究—兼論商業智能之前導作用。未出版之碩士學位論文,國立中央大學企業管理研究所,桃園市。
[66]陳銑鈞(2006)。經營模式元件及其間關係之紮根研究。未出版之碩士學位論文,國立中央大學企業管理研究所,桃園市。
[67]曾靉(2017)。坐穩社群優勢,Facebook成中小型廣告主最愛:數位時代。
[68]楊豐豪(2007)。經營模式元件橋接關係之分析。未出版之碩士學位論文,國立中央大學企業管理研究所,桃園市。
[69]劉常勇, & 謝如梅(2006)。創業管理研究之回顧與展望:理論與模式探討。創業管理研究, 1(1),頁 1-43。
[70]蔡秉玠(2008)。經營模式創新模擬平台之研究─以探勘型演進至併用型為例。未出版之碩士學位論文,國立中央大學企業管理研究所,桃園市。
[71]鄭琇文(2008)。併用型經營模式之探討─貝氏網路模擬平台之建構應用。未出版之碩士學位論文,國立中央大學企業管理研究所,桃園市。
[72]政大創新與創造力研究中心(2008)。創新能耐要素檢核手冊(第94-EC-17-A-31-S1-036冊):經濟部技術處學術學界科專。