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  1. NTU Theses and Dissertations Repository
  2. 管理學院
  3. 臺大-復旦EMBA境外專班
請用此 Handle URI 來引用此文件: http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/71621
完整後設資料紀錄
DC 欄位值語言
dc.contributor.advisor李賢源
dc.contributor.authorKen-Tang Hungen
dc.contributor.author洪肯堂zh_TW
dc.date.accessioned2021-06-17T06:04:47Z-
dc.date.available2019-01-29
dc.date.copyright2019-01-29
dc.date.issued2018
dc.date.submitted2019-01-21
dc.identifier.citation一、中文部份
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9. 李春艷、劉力臻(2007),產業創新系統生成肌里與結構模型,科學學與科學技術管理。
10. 陳坤成、袁建中(2008),產業群聚與企業經營模式關聯性之探討—以臺灣精密機械產業為例,科技管理學刊,13(3),87-125。
11. 李信興、劉常勇(2008),系統性「商業模式」之觀念架構,創業管理研究。
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28. 施建州、莫積懿(2017),我國金融科技之發展從國際觀點分析金融服務相關法規報告書。國立臺北商業大學。
29. 劉穎蓁(2017),我國金融科技之發展從國際觀點分析金融服務相關法規報告書。國立臺北商業大學。
30. 張竹萱(2017),我國金融科技之發展從國際觀點分析金融服務相關法規報告書。國立臺北商業大學。
31. 姜曉芳(2017)。走進金融科技。互聯網金融港通系列文章第二集。CFA Institute。
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4. Andrew, K. J. (1971). The Concept of Corporate Strategy, Richard d Irwin.
5. Antonelli, C., & Ferraris, G. (2011). Innovation as an emerging system property: An agent based simulation model, Journal of Artificial Societies and Social Simulation, 14(2).
6. Bower, J. L., & Christensen, C. M. (1995). Disruptive technologies: Catching the wave, Harvard Business Review.
7. Brandenburger, A. M., & Nalebuff, B. J. (1998). Co-opetition, Crown Publishing Group.
8. Casadesus-Masanell, R., & Ricart J. E. (2010). Competitiveness: Business model reconfiguration for innovation and internationalization, Journal of the Iberoamerican Academy of Management, 8(2), 123-149.
9. Chandler, A. D. (1962). Strategy and structure: Chapters in the history of the American enterprise, Cambridge, MA: MIT Press.
10. Chesborugh, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: Evidence from xerox corporation’s technology spin-off companies. Industrial and Corporate Change, 11(3), 529–555.
11. Christensen, C. M., Raynor, M. E., & McDonald, R. (2015). What is Disruptive Innovation, Harvard Business Review.
12. Coleman, P. (2009). Relationships in China and India: the basis of improved business model innovation for Australia Enterprises, The Australian Economic Review, 42(1), 104-9.
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14. Crabtree, B.F. & W. L. Miller. (1992). A template approach to text analysis: Developing and using codebooks. Doing Qualitative Research. B. F.. Crabtree and W. L. Miller. Newbury Park, CA, Sage Publications.
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18. Dorfeitner, G., Hornuf, L., Schmitt, M., Weber, M. (2017). Fintech in Germany. Srpinger.
19. Duncan, R. B. (1972). Characteristics of Organizational Environmental and Perceived Environmental Uncertainty, Administrative Science Quarterly, 17(3), pp.313-327.
20. Financial Stability Board (2017), Financial Stability Implications from FinTech.
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22. Grant, R. M., (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation, California Management Review, 33:114-135.
23. Hill, C. W., and Jones, G. R. (2004). Strategic Management Theory: An Integrated Approach, Boston: Houghton Mifflin.
24. Itami, H., & Nishino, K. (2010). Killing two birds with one stone: Profit for now and learning for the future, Long Range Planning, 43(2-3), 364-369.
25. Magretta, J. (2012). What Management Is. Simon and Schuster.
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27. Kim, K. H., Jee, G. I., Park, C. G., Lee, J. G. (2009). The stability analysis of the adaptive fading extended Kalman filter using the innovation covariance, International Journal of Control, Automation and Systems, 7(1), 49-56.
28. Kor, Y. & Mahoney, J. (2000). Penrose’s resource-based approach: The process and product of research creativity, Journal of Management Studies, 37(1): 109-139.
29. KPMG (2018). The Pulse of Fintech Q4 2017.
30. Magretta, J. (2003). What Management is: How it Works and Why It’s Everyone’s Business, Free Press.
31. Mahadevan, B. (2000). Business Models for Internet based E-commerce: An anatomy. Working paper.
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33. Mitchell, D. and Coles, C. (2003). The ultimate competitive advantage of continuing business model innovation, Journal of Business Strategy, 24(5), 15-21.
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35. Ohmae, K. (1983). The Mind of the Strategist, Penguin Books.
36. Osterwalder, A., Pigneur, Y., and Tucci, C. L., (2005). Clarifying Business Models: Origins, Present, and Future of the Concept, Communications of AIS, 16(1), 1-25.
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42. Porter, M. E. (1990). The Competitive Advantage of Nation, New York: The Free Press.
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47. Robbins, S. P., and Mary, C. (2004). Management, 8th Ed. Prentice Hall.
48. Rothwell, R. (1992). Successful industrial innovation: Critical factors for the 1009s, R&D Management, 22(3), 221-240.
49. Sanchez, R. & Heene, A. (1997). Reinventing strategic management: New theory and practice for competence-based competition, European Management Journal, 15(3):303.
50. Schumpeter, A. J. (1934). The theory of economic development: an inquiry into profits, capital, credit, interest, and the business cycle. New Brunswick, New Jersey: Transaction Books.
51. Simon, H. A. (1960). The New Science of Management Decision, New York: 
Harper & Row.
52. Stewart, D. W., & Zhao, Q. (2000). Internet marketing, business models, and public policy. Journal of Public Policy & Marketing, 19(2), 287–296.
53. Timmers P. (1998), Business models for electronic markets, Electronic Markets 8(2),3-7.
54. Teece, D. J., (2010). Business Models, Business Strategy and Innovation, Long Range Planning, 43(2), 172-194.
55. Tosi, H. (1992). The Enviornment/Organization/Person Contingency Model: A Meso Approach to the Study of Organizations, London: JAI Press Inc.
56. Yunus, M., Moingeon, B., & Lehmann-Ortega, L. (2010). Building Social Business Models: Lessons from the Grameen Experience. Long Range Planning, 43, 308-325.
57. Vargo, S. L., & Lusch, R. F. (2004). Evolving to a New Dominant Logic for Marketing. Journal of Marketing, 68(1), pp. 1-17.
58. Wendenburg, J. C. (2018). The Financial Technology Handbook for Investor, Entrepreneurs and Visionaries, Wiley.
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60. World Economic Forum, (2017). Beyond Fintech: A Pragmatic Assessment of Disruptive Potential in Financial Services.
61. Zott, C. and Amit, R., (2009). Business Model Innovation: Creating Value in Times of Change, Universia Business Review, 23(1), 108-121.
三、網站部份
1. 李欣怡,數位時代。https://www.bnext.com.tw/article/35807/bn-2015-03-31-151014-36
2. 中華民國全國工業總會,金融科技在台灣。http://www.cnfi.org.tw/front/bin/ptdetail.phtml?Part=magazine10611-572-2
3. 陳雅莉(2018),台灣銀行家雜誌。
http://service.tabf.org.tw/TTB/Article/Detail?aID=132
4. 郭秋榮(2018),證券服務。http://www.twse.com.tw/ch/products/publication/download/0001066411.pdf
5. 陳碧芬,中時電子報。
http://www.chinatimes.com/newspapers/20180629000285-260210
6. 陳雅莉,台灣銀行家。http://service.tabf.org.tw/FBS/ListPage.aspx?smid=175&psmid=144
7. 陳宜君,英國使用FinTech服務比率居歐洲之冠,Digitimes,
https://www.digitimes.com.tw/iot/article.asp?cat=158&cat1=20&cat2=80&id=0000529827_UV77D7IB393L966FH0XFZ
8. 洪煥周,亞洲FinTech新創融資表現亮眼 第二季共籌得168億美元,Digitimes, https://www.digitimes.com.tw/tech/dt/n/shwnws.asp?id=0000537645_LE85UY175HMR7948EB7SO
9. 螞蟻金服企業簡介。
https://www.antfin.com/introduction.htm
10. 羅超,股感知識庫。
https://www.stockfeel.com.tw/螞蟻金服未來-螞蟻金服發展3大關鍵/
11. 睿富者,股感知識庫。
https://www.stockfeel.com.tw/量身訂做的行行動支付平台-stripe/
12. 陳凱迪(2016),資策會專家觀點。https://www.iii.org.tw/Focus/FocusDtl.aspx?fm_sqno=12&f_sqno=FmyBbh4ZuyP/fVZeGQSm0g__
13. Forbes, The Fintech 50,
https://www.forbes.com/pictures/5661fc5de4b0ffa7afe7c216/fintech-50-the-future-of-/#78942bba4c40
14. FSB, Financial Stability Implications from Fintech,
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15. Inside,Stripe:連 PayPal 創辦人都投資的金流公司。https://www.inside.com.tw/2014/04/24/stripe
16. Margaret Rouse, TechTarget https://internetofthingsagenda.techtarget.com/definition/Internet-of-Things-IoT
17. PwC,2017全球金融科技調查台灣概要。https://www.pwc.tw/zh/publications/assets/2017-fintech-taiwan-report.pdf
18. SFI & IDF (2017),美國金融科技考察報告。
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19. Stripe,
https://stripe.com/us/payments/features
20. Jamie Carter, Why FinTech needs 5G
https://5g.co.uk/guides/why-fintech-needs-5g/
21. World FinTech Report 2018,
https://www.capgemini.com/news/capgeminis-world-fintech-report-2018-highlights-symbiotic-collaboration-as-key-to-future-financial-services-success/
dc.identifier.urihttp://tdr.lib.ntu.edu.tw/jspui/handle/123456789/71621-
dc.description.abstract自2008年金融海嘯後,金融科技的發展在全球受到矚目,其概念是運用科技創新,改變金融服務的效率、提供顧客更個人化的服務,其範圍相當廣泛,並將改變金融業的生態。然而,金融產業在各國屬於法規高度規範的產業,雖然金融科技能夠提升金融作業的效率與便利性,但同時也帶來許多隱憂與挑戰。
本研究運用文獻探討、次級資料法、以及個案研究法,首先探討金融科技的定義與範疇、產業發展趨勢、產業關鍵技術、以及產業發展的關鍵因素,發現法規監管環境與商業模式設計對金融科技企業的發展極為重要。接著研究兩個個案–螞蟻金服與Stripe,以商業模式與競爭策略的角度來分析兩家公司,發現兩者皆是以將自己打造成平台公司、建立生態系的環境,深入與顧客互動,能因應顧客需求產出服務,因此在資本市場獲得極高的估值,值得欲進入金融科技產業的創新企業參考。
zh_TW
dc.description.abstractSince the 2008 financial crisis, financial technology (known as FinTech) has been one of the most important trends in international finance. The core concept of FinTech is to utilize technological innovation to enhance the efficiency of financial services and to provide customers with more personalized services. The ecological system of the financial industry is accordingly expected to be revolutionized. Nevertheless, the financial industry is a highly regulated industry in various countries. Although financial technologies will improve the efficiency and convenience of financial operations, it also encounters challenges and raises concerns.
This study thus conducts a research on the development of FinTech through literature review, secondary data, and case study. The study first discusses the definition and industry scope of FinTech, industry trends, key industry technologies, and key factors for industry development. It is found that the regulatory environment and the design of business model are very critical for the development of FinTech companies. The study moves on to two cases–Ant Financial and Stripe–to discuss their business models and competitive strategies, and finds that both of the cases build themselves into platform companies and establish ecosystems for deep interaction with their customers. Thus, they obtain high valuation in the capital market as they cater to customer needs.
en
dc.description.provenanceMade available in DSpace on 2021-06-17T06:04:47Z (GMT). No. of bitstreams: 1
ntu-107-P05750031-1.pdf: 1671985 bytes, checksum: 20034b03f4ae169913b9e0680496ee94 (MD5)
Previous issue date: 2018
en
dc.description.tableofcontents目錄
口試委員會審定書 i
誌謝 ii
中文摘要 iii
ABSTRACT iv
目錄 v
圖目錄 vii
表目錄 viii
第一章 緒論 1
第一節 研究動機 1
第二節 研究問題與研究方法 2
第三節 研究流程 3
第二章 文獻探討 5
第一節 產業分析 5
第二節 產業創新 7
第三節 競爭策略 10
第四節 商業模式 13
第三章 金融科技產業分析 16
第一節 金融科技之定義與範疇 16
第二節 金融科技產業概況 22
第三節 金融科技關鍵技術 32
第四節 金融科技發展之關鍵因素 38
第四章 個案分析 40
第一節 個案分析–螞蟻金服 40
第二節 個案分析–Stripe 45
第五章 結論 49
第一節 研究結論 49
第二節 研究建議 50
參考文獻 51

圖目錄
圖1-1 研究流程圖4
圖2-1 破壞式創新模式9
圖2-2 策略調色盤,五種商業環境和策略方案11
圖3-1 金融科技分類圖19
圖3-2 八項金融科技驅動力量22
圖3-3 全球金融科技投資活動之案件價值及案件數23
圖4-1 螞蟻金服九大業務板塊42
圖4-2 Stripe所提供的解決方案示意圖45








 
表目錄
表1-1 策略調色盤五種商業環境和策略原型12
表2-2 商業模式要素彙總14
表3-1 WEF歸納之六大金融業務與十一項創新應用17
表4-1 螞蟻金服之商業模式要素分析44
表4-2 Stripe商業模式要素分析48
dc.language.isozh-TW
dc.subject商業模式zh_TW
dc.subject金融科技zh_TW
dc.subject競爭策略zh_TW
dc.subjectFinTechen
dc.subjectCompetitive Strategyen
dc.subjectBusiness Modelen
dc.title金融科技發展之競爭策略與創新商業模式之研究zh_TW
dc.titleA Research on Business Strategies for the Development of FinTech and its Innovative Business Modelsen
dc.typeThesis
dc.date.schoolyear107-1
dc.description.degree碩士
dc.contributor.oralexamcommittee何耕宇,郁義鴻,洪劍峭
dc.subject.keyword金融科技,競爭策略,商業模式,zh_TW
dc.subject.keywordFinTech,Competitive Strategy,Business Model,en
dc.relation.page58
dc.identifier.doi10.6342/NTU201900149
dc.rights.note有償授權
dc.date.accepted2019-01-22
dc.contributor.author-college管理學院zh_TW
dc.contributor.author-dept臺大-復旦EMBA境外專班zh_TW
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