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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 郭瑞祥 | |
dc.contributor.author | Tung-Peng Wu | en |
dc.contributor.author | 吳東朋 | zh_TW |
dc.date.accessioned | 2021-06-15T04:54:54Z | - |
dc.date.available | 2015-08-05 | |
dc.date.copyright | 2010-08-05 | |
dc.date.issued | 2010 | |
dc.date.submitted | 2010-07-29 | |
dc.identifier.citation | 一、中文參考資料
1. 許恩得譯,2004,競合策略:賽局理論的經營智慧,臺北:培生出版社。Brandenburger, A.M., & Nalebuff, B.J.,1997,Co-opetition, New York, NY:Doubleday 2. 黃秀媛譯,2005,藍海策略-開創無人競爭的全新市場,臺北:天下文化。Kim, W.C., & Mauborgne, R.,Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant, Cambridge, MA: Harvard Business School Press 3. 黃營杉譯,1999年,四版,策略管理,臺北:華泰文化事業股份有限公司。Hill, C.W.L. & Jones, G.R.,Strategic management theory, Boston, MA:Houghton Mifflin 4. 謝桂蘭,2008年,開放原始碼平台型初創公司演進中經營模式結構之探索性研究:以Canonical公司為例,國立中央大學資訊管理研究所未出版之碩士論文。 5. 李明軒、邱如美譯,1999年,競爭優勢,臺北:天下文化。Porter, M.E.,1985,Competitive advantage, New York, NY:The Free Press 6. 林晉寬,1994,從資源基礎理論探討資源特性與成長策略之關係,國立政治大學企業管理研究所未出版之碩士論文。 二、英文參考資料 1. Aaker, D. A.. “Managing Assets and Skills: The Key to a Sustainable Competitive Advantage”, California Management Review, Winter, 1989. 2. Aharoni, Y., 1993. In Search for the Unique: Can Firm-Specific Advantages be Evaluated? Journal of Management Studies, Vol.30, 31-49. 3. Amit, R., & Schoemaker, P.J.H. 1993. Strategic Assets and Organizational Rent. Strategic Management Journal, Vol.14, 33-46. 4. Barney, J. 1986. The Resource-Based Theory of the Firm. Organization Science, Vol.7, 469-477 5. Barney, J. 1991. Firm Resource and Sustained Competitive Advantage. Journal of Management. Vol.17, 99-120. 6. Brandenburger Adam M. and Barry J. Nalebuff(1996), Co-opetition, Doubleday Press. 7. Grant, R.M. 1991. The Resource-based Theory of Competitive Advantage:Implications for Strategy Formulation. California Management Review, Vol.33, 114-135. 8. Hamel, G.., Prahalad, C.K., & Doz, Y.L. 1989. Collaborate with Your Competitors – and Win. Harvard Business Review, Vol.67, 137-139. 9. Hamel, G.. 1991. Competition for Competence and Interpartner Learning Within International Strategic Alliances. Strategic Management Journal, Vol.12, 83-103. 10. Kotler, P. 1994. Marketing Management. Englewood Cliffs, NJ:Prentice Hall. 11. Leavy, B. 1994. Two Strategic Perspectives on The Buyer-Supplier Relationship. Production and Inventory Management Journal, Vol.2, 47-51. 12. Levitt, T. 1965. Exploit the Product Life Cycle. Harvard Business Review, Vol.4, 81-94. 13. Nalebuff, B.J., & Brandenburger, A.M. 1997. Co-opetition:Competitive and Cooperative Business Strategies for the Digital Economy. Strategy & Leadership, Vol.25, 28-35. 14. Penrose, E.. 1959, The Theory of the Growth of the Firm. London, UK:Basil Blackwell. 15. Porter, M.E. 1980. Competitive Advantage. New York, NY:Free Press. 16. Prahalad, C.K., & Hamel, Gary. 1990. The Core Competence of the Corporation. Harvard Business Review, Vol.68, 79-81. 17. Rink, D.R., & Swan, J.E.. 1979. Product Life-cycle Research: A Literature Review. Journal of Business Research, Vol.78, 219-247. 18. Wernerfelt, B 1984. A Resource-Based View of the Firm. Strategic Management Journal. Vol.5, 171-180. 三、網站資料 1. 工研院IEK:http://www.itri.org.tw 2. 資策會Find:http://www.find.org.tw 3. 資策會市場情報中心:http://mic.iii.org.tw 4. 電子時報:http://www.digitimes.com.tw 5. 台灣科技資訊網:http://taiwan.cnet.com 6. http://theandroidblog.wordpress.com/2009/10/27/can-android-market-catch-up-to-the-app-store/ 7. http://www.androlib.com/appstats.asp 8. 科技產業資訊室: http://cdnet.stpi.org.tw/techroom.htm | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/46129 | - |
dc.description.abstract | 自從微軟的視窗作業系統變成PC的基礎工作環境後,開機速度的緩慢就一直是使用者詬病的主要問題之一,因此,PC開始興起一股新風潮:安裝完正規Windows作業系統後,再嵌入一套輕量型作業系統(俗稱Instant-On OS),也就是快速開機軟體。此作業系統可在數秒∼十數秒內快速開關機,並且可以提供快速上網以及多媒體資料播放的功能。
本研究希望討論以下兩個問題:一、針對不同時期的技術與市場需求,在快速開機產業的軟體所面臨到的產業結構變化為何?市場發展趨勢為何?在價值網中,競合關係為何?二、快速開機軟體廠商的策略定位在不同的時期將會如何改變?該如何利用其核心能力獲得持續成長的動力? 本論文主要是利用價值網分析,根據Brandenburger與Nalebuff(1996)所提之競合理論,若想改變賽局,必須改變賽局中的基本要素(PARTS),即賽局的五大要素,包括參賽者(Players)、附加價值(Added Values)、規則(Rules)、戰術(Tactics)及範圍(Scope)等五個面向,提出策略建議,每一個基本要素都是可以改變賽局的強而有力的工具,只要改變賽局中一項以上的要素,就能改變整個賽局,在硬體廠商與快速開機軟體廠商之間,存在著既競爭又合作的關係,廠商可交互運用,並善用競合策略PARTS分析模式,幫助廠商有條理地去思考如何改變賽局。 | zh_TW |
dc.description.abstract | Since Microsoft's Windows operating system becomes PC’s basic working environment, the slow boot-up speed has been one of the user’s criticized problems. Therefore, PC began promoting a new trend: after installed the regular Windows operating system, embedded a lightweight operating system (commonly known as Instant-On OS) which is a fast boot software.This operating system can power on/off within a few seconds ~ 10 seconds and provides fast Internet access and multimedia data playback features.
This study is to discuss the following two questions: First, for different periods of technology and market demand, what’s the industrial structure change which Instant On software is facing? What the Market trends is? In the value network, what’s the competing relationship? Second, how does the strategic positioning of Instant On software companies in the different periods of time will be changed? How do they use their core competencies to gain growing momentum? Value of this thesis is the use of Value Net analysis, according to Brandenburger and Nalebuff (1996) referred to the Co-opetition theories. To change a game, the game must change the basic elements of (PARTS), the five elements of game, including Players, Added Values, Rules, Tactics and Scope. Each of those five elements can be a powerful tool to change the game. As long as you change more than one element in the game, you can change the game. Between hardware manufacturers and Instant On software vendors, there is a relationship between competition and cooperation, companies can interact and use the relationship. Also use of Co-opetition strategy’s PARTS analytical model to help companies to think about how to change the game structically. | en |
dc.description.provenance | Made available in DSpace on 2021-06-15T04:54:54Z (GMT). No. of bitstreams: 1 ntu-99-P95748010-1.pdf: 1210514 bytes, checksum: 13c0d74037574daa985846b5762e5f18 (MD5) Previous issue date: 2010 | en |
dc.description.tableofcontents | 誌謝 一
摘要 二 ABSTRACT 三 目錄 四 圖目錄 六 表目錄 七 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究問題與目的 2 第三節 研究方法與資料蒐集 2 第四節 研究流程與架構 4 第二章 文獻探討 6 第一節 資源基礎理論 6 第二節 競合策略與價值網 8 第三節 產品生命週期 15 第三章 產業結構分析 18 第一節 快速開機軟體產業簡介 18 第二節 產品技術面分析 20 第三節 產業需求面分析 21 第四節 產業競爭面分析 26 第五節 產業替代面分析 30 第四章 快速開機軟體產業之策略分析 37 第一節 價值網分析 37 第二節 快速開機軟體廠商PARTS分析與策略建議 41 第五章 結論與建議 55 第一節 研究回顧與結論 55 第二節 後續研究建議 57 參考文獻 59 | |
dc.language.iso | zh-TW | |
dc.title | 快速開機軟體廠商之策略分析 | zh_TW |
dc.title | Instant On Software Companies Strategy Analysis | en |
dc.type | Thesis | |
dc.date.schoolyear | 98-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 陳忠仁,吳學良 | |
dc.subject.keyword | 快速開機軟體,價值網,競合策略, | zh_TW |
dc.subject.keyword | Instant On Software,Value Net,Co-opetition Strategy, | en |
dc.relation.page | 62 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2010-07-30 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 商學研究所 | zh_TW |
顯示於系所單位: | 商學研究所 |
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