請用此 Handle URI 來引用此文件:
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/4607
標題: | 舊技術重生 Re-emergence of Old Technologies |
作者: | Yueh-Chu Hsieh 謝越竹 |
指導教授: | 吳學良 |
關鍵字: | 破壞性創新,既有廠商,存活,舊技術,策略復興, Disruptive innovation,Incumbent firms,Survival,Legacy technology,Strategic Renewal, |
出版年 : | 2015 |
學位: | 碩士 |
摘要: | Christensen於1997年出版《創新的兩難》後,「破壞性創新」(disruptive innovation)一詞廣為企業探討。但實際上,並非所有的企業在面對破壞性創新這陣強風面前都選擇示弱。Raffaelli (2013)認為仍然有些企業堅持保留舊有技術並起死回生,甚至較以往來得更加成功。因此本論文研究當舊市場廠商在面對破壞性創新時,是如何透過內部的改革、產品的重新定位等方式,將因破壞性創新的出現而遭到併吞的市場奪回、找到新舊技術共存的平衡點。檢視五個不同產業個案,包括Montblanc, Swatch, Folio Society, Sotheby’s, MegaNews,的生存方式及策略意涵。 Since HBS professor Christensen’s notion of ‘disruptive innovation’ in《Innovator’s Dilemma》in 1997, the term has widely drawn academic and practical attention for its impact on both incumbents and startup companies. However, not all of incumbent firms surrendered themselves in front of the disruptive innovators. As Raffaelli (2013) argues that some companies can resuscitate to remain competitive by preserving their legacy technologies, the thesis aims to investigate how incumbents with legacy technologies or practices, when invaded by disruptive innovation, successfully survive in the market by internal reforming and product re-positioning. Five cases in different industries, including Montblanc, Swatch, Folio Society, Sotheby’s and MegaNews are examined for the ways they survive. Strategic implications are also developed upon the case studies. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/4607 |
全文授權: | 同意授權(全球公開) |
顯示於系所單位: | 國際企業學系 |
文件中的檔案:
檔案 | 大小 | 格式 | |
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ntu-104-1.pdf | 1.55 MB | Adobe PDF | 檢視/開啟 |
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