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  1. NTU Theses and Dissertations Repository
  2. 管理學院
  3. 管理學院企業管理專班(Global MBA)
請用此 Handle URI 來引用此文件: http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/97195
完整後設資料紀錄
DC 欄位值語言
dc.contributor.advisor簡睿哲zh_TW
dc.contributor.advisorRay-Juer Jeanen
dc.contributor.author王嘉薇zh_TW
dc.contributor.authorChia-Wei Wangen
dc.date.accessioned2025-02-27T16:37:31Z-
dc.date.available2025-02-28-
dc.date.copyright2025-02-27-
dc.date.issued2025-
dc.date.submitted2025-02-13-
dc.identifier.citationAdner, R. (2017). Ecosystem as Structure: An Actionable Construct for Strategy. Journal of Management, 43(1), 39–58. https://doi.org/10.1177/0149206316678451
Alcantara. (2025, January 23). How People Actually Make a Living on TikTok. The Wallstreet Journal. https://www.wsj.com/tech/personal-tech/they-built-thriving-businesses-on- tiktok-the-ban-could-destroy-them-6918ab67
Chmielewski, D., Dave, P. (2022, September 21). YouTube in challenge to TikTok to give Shorts creators 45% of ad sales. Reuters. https://www.reuters.com/technology/youtube- challenge-tiktok-give-shorts-creators-45-ad-sales-2022-09-20/
Christensen, C. M., McDonald, R., Altman, E. J., & Palmer, J. E. (2018). Disruptive Innovation: An Intellectual History and Directions for Future Research. Journal of Management Studies, 55(7), 1043–1078. https://doi.org/10.1111/joms.12349
GoTo. (2024, February 1). GoTo and TikTok Announce Transaction Completion, Formalizing Strategic Partnership for Indonesia. GoTo. https://www.gotocompany.com/news
Iqbal, M. (2025, january 22). TikTok Revenue and Usage Statistics (2025). Business of Apps. https://www.businessofapps.com/data/tik-tok-statistics/
Mccluskey, M. (2022, September 20). YouTube's Next Move in the Race to Beat TikTok. TIME https://time.com/6214679/youtube-shorts-tiktok-creators/
Nozerand, M. (2021, July 22). Instagram wants to be the new TikTok. Apptamin. https://www.apptamin.com/blog/instagram-wants-to-be-the-new-tiktok/
Perez, S. (2022, December 8). Amazon launches Inspire, a TikTok-like shopping feed that supports both photos and videos. TechCrunch. https://techcrunch.com/2022/12/08/amazon-launches-inspire-a-tiktok-like-shopping-feed-that-supports-both-photos-and-videos/
Roof, J. R., Katie. (2017, November 10). China’s Bytedance is buying Musical.ly in a deal worth $800M-$1B. TechCrunch. https://techcrunch.com/2017/11/09/chinas-toutiao-is-buying-musical-ly-in-a-deal-worth-800m-1b/
Sherman. (2025, January 23). Bringing YouTube Shorts to the U.S. YouTube Official Blog. https://blog.youtube/news-and-events/youtube-shorts-united-states/
Snyder, K. (2023, March 3). Why TikTok’s In-App Purchases Are the Key to Its Success. dot.LA. https://dot.la/tiktok-revenue-2659494404.html
TikTok. (2019, August 16). Introducing the $200M TikTok Creator Fund. TikTok Newsroom. https://newsroom.tiktok.com/en-us/introducing-the-200-million-tiktok-creator-fund
TikTok. (2024, October). About Smart Targeting in TikTok Ads Manager. TikTok Business Help Center. https://ads.tiktok.com/help/article/smart-targeting?lang=en
Yin, R. (2014). Case Study Research and Method (5th edition). Thousand Oaks, CA: Sage. https://www.researchgate.net/publication/308385754_Robert_K_Yin_2014_Case_Study_ Research_Design_and_Methods_5th_ed_Thousand_Oaks_CA_Sage_282_pages#fullText FileContent
YouTube Indonesia. (2024, September 18). YouTube memperluas YouTube Shopping di Indonesia. Google Indonesia Blog. https://blog.google/intl/id- id/products/platforms/youtube-memperluas-youtube-shopping-di-indonesia/
Zhu, F., & Iansiti, M. (2019, January 1). Why Some Platforms Thrive and Others Don’t. Harvard Business Review. https://hbr.org/2019/01/why-some-platforms-thrive-and-others-don't
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dc.identifier.urihttp://tdr.lib.ntu.edu.tw/jspui/handle/123456789/97195-
dc.description.abstract數位時代的來臨,使得生態系顛覆成為產業競爭的關鍵特徵——亦即,參與者、技術與價值主張的結構性重組。本論文探討TikTok從短影音平台演變為融合社群媒體與電子商務的混合生態系統之轉型歷程,並分析其顛覆市場競爭格局與重塑產業動態的策略。本研究採用質性個案研究方法,透過次級數據分析,探討TikTok如何透過進攻與防禦策略重新定義產業依賴關係與使用者期待。研究結果顯示,TikTok的成功關鍵在於其對演算法個人化、去中心化內容創作及商務的整合能力,迫使Instagram、YouTube、Amazon及Shopee等既有企業透過短影音、社交商務與AI驅動內容推薦進行應對與調整。本研究填補了生態系統顛覆理論的學術缺口,突顯混合生態系統中的張力,尤其在平台如何平衡創作者自主性、商業誘因與治理結構的挑戰。此外,本研究亦對企業應對數位顛覆提供實務見解,強調適應性策略的重要性,並建議企業優先考量創作者賦能與跨產業合作。儘管本研究在地理與產業層面上存在一定限制,仍凸顯了TikTok作為生態系統創新的典範個案,展現平台如何透過重新構想價值創造模式,持續推動顛覆並改變互聯市場的競爭格局。zh_TW
dc.description.abstractThe digital age has ushered in an era in which ecosystem disruption increasingly defines industry competition— the structural reconfigurations of interconnected actors, technologies, and value propositions. This thesis examines TikTok’s transformative journey from a short-form video platform to a hybrid social media and e-commerce ecosystem, analyzing its strategies to disrupt incumbents and reshape market dynamics. Through a qualitative case study approach, this study leverages secondary data to explore how TikTok's offensive and defensive strategies redefine industry dependencies and user expectations. The findings reveal that TikTok's success hinges on its ability to blend algorithmic personalization, decentralized content creation, and seamless commerce, forcing incumbents such as Instagram, YouTube, Amazon, and Shopee to adapt by integrating short-form video, social commerce, and AI-driven curation. This study bridges theoretical gaps in the ecosystem disruption literature by highlighting tensions in hybrid ecosystems, where platforms balance creator autonomy, commercial incentives, and governance. Practically, it offers insights for businesses navigating digital disruptions, emphasizing the need for adaptive strategies that prioritize creator empowerment and cross-industry collaboration. Despite geographic and industry-specific limitations, this study underscores TikTok's role as a paradigmatic case of ecosystem innovation, illustrating how platforms can sustain disruption by reimagining value creation in interconnected markets.en
dc.description.provenanceSubmitted by admin ntu (admin@lib.ntu.edu.tw) on 2025-02-27T16:37:31Z
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dc.description.provenanceMade available in DSpace on 2025-02-27T16:37:31Z (GMT). No. of bitstreams: 0en
dc.description.tableofcontentsAcknowledgment..................................i
摘要............................................ii
Abstract..................................... iii
Lists of Tables and Figures.....................v
1 Introduction ...............................1
1.1 Research Background.........................1
1.2 Research Questions..........................2
1.3 Significance of Study.......................2
2 Literature Review ..........................3
2.1 Ecosystem Disruption........................3
2.2 Research Gap................................3
3 Methodology ................................4
3.1 Case Study Approach.........................4
3.2 Data Collection.............................5
4 Case Analysis ..............................6
4.1 Background .................................6
4.2 TikTok's Ecosystem Disruption Strategies...13
4.3 Impact on Market Dynamics .................18
4.4 Incumbents' Strategic Adaptation...........21
4.5 Implications to Long-term Impact...........28
4.6 Recommendations............................32
5 Discussion.................................34
5.1 Summary of Findings........................34
5.2 Theoretical Implications...................36
5.3 Practical Insights.........................37
5.4 Research Limitations and Future Research...37
6 Conclusion ................................38
Reference......................................39
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dc.language.isoen-
dc.subjectTikTokzh_TW
dc.subject平台生態系zh_TW
dc.subject生態系顛覆zh_TW
dc.subject生態系策略zh_TW
dc.subject平台zh_TW
dc.subjectTikToken
dc.subjectPlatformen
dc.subjectPlatform Ecosystemen
dc.subjectEcosystem Disruptionen
dc.subjectEcosystem Strategyen
dc.title從「點讚」到「購買」: TikTok 的生態系顛覆策略zh_TW
dc.titleFrom Likes to Buys: TikTok’s Ecosystem Disruption Strategyen
dc.typeThesis-
dc.date.schoolyear113-1-
dc.description.degree碩士-
dc.contributor.oralexamcommittee陳家麟;張佳欽zh_TW
dc.contributor.oralexamcommitteeChia-Lin Chen;Jia-King Changen
dc.subject.keyword平台,平台生態系,生態系顛覆,生態系策略,TikTok,zh_TW
dc.subject.keywordPlatform,Platform Ecosystem,Ecosystem Disruption,Ecosystem Strategy,TikTok,en
dc.relation.page40-
dc.identifier.doi10.6342/NTU202500627-
dc.rights.note未授權-
dc.date.accepted2025-02-14-
dc.contributor.author-college管理學院-
dc.contributor.author-dept企業管理碩士專班-
dc.date.embargo-liftN/A-
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