以動態能力、交易成本、平臺理論及治理理論分析鴻海的MIH開放式電動車平臺生態系

Abstract

台灣世界領先的代工製造商鴻海精密工業股份有限公司（Hon Hai Precision Industry Co. Ltd.）大膽進軍電動車（EV）產業。鴻海在EV市場策略的前沿是「Mobility in Harmony」（MIH），這是一個國際性的開放平台聯盟，擁有來自70個國家和地區，並超過2,600家公司。旨在通過合作開發模塊化、全球標準化的EV硬體與軟體組件，來解開汽車供應鏈。儘管MIH已成為公眾對鴻海在EV項目中成功能力的猜測焦點 ，但至今，MIH的優勢和缺點卻缺乏基於國際商業理論原則的論述。本研究運用動態能力理論、平台理論、交易成本經濟學和多種治理理論的視角進行質化的研究，進一步確定並闡述MIH平台架構和治理機制中的缺陷。鑒於MIH和Android在打開智能手機行業方面存在明確的相似之處，本研究也以前述理論爲基礎，進行了兩個平台生態系統的比較分析。本研究透過對MIH辦公室運營與市場總監鄭宇翔（Joe Cheng）的現場訪談，進一步深入了解MIH的設計特徵和運作模式。研究結論指出，MIH及其未來的前景（包含其旗艦項目X計劃的結果）將取決於是否能有效解決平台生態系統當前價值主張和治理機制等組織上的弱點。最後，本研究也提出一套相對應的建議，以提高MIH的長期可持續性的成功機會。

Taiwan’s world-leading contract manufacturer, Hon Hai Precision Industry Co. Ltd., has taken bold strides to enter the electric vehicle (EV) industry. At the forefront of Hon Hai’s EV market strategy is Mobility in Harmony (MIH), an international, open-platform alliance of over 2,600 companies spanning 70 countries and regions, which aims to “open up” the automotive supply chain by collaboratively developing modular, globally standardized solutions for EV hardware components and software. While MIH has become a focal point of public speculation on Hon Hai’s ability to succeed in its EV venture, there has been to-date a lack of argument for MIH’s strengths and weaknesses founded on the tenets of international business theory. Through a qualitative research study that applies the lenses of dynamic capabilities view, platform theory, transaction cost economics, and assorted governance theories, gaps in MIH’s platform architecture and governance regime are identified and addressed. Given the explicit parallels drawn between MIH and Android’s success in opening the smartphone industry, a comparative analysis of the two platform ecosystems is conducted as the medium for theory application. An on-site interview with Joe Cheng, the MIH office’s Director of Operations and Marketing, provides further, firsthand insight into MIH’s overall characterization. This study concludes that the long-term future of MIH, its flagship Project X, and any future endeavors will hinge upon addressing the organizational weaknesses of the platform ecosystem’s current value proposition and governance regime. Lastly, a set of corresponding recommendations are given to improve MIH’s long-term sustainability and chances of success.