簡易檢索 / 詳目顯示

研究生: 尤俊傑
YU, CHUN CHIEH
論文名稱: 企業如何透過價值共創實踐商業模式創新?以价揚科技為例
How Do Enterprises Reinvent their Business Model Through Value Co-Creation Practice? The Case Study of Zenitech
指導教授: 方世杰
Fang, Shih-Chieh
共同指導: 周信輝
Chou, Hsin-Hui
學位類別: 碩士
Master
系所名稱: 管理學院 - 高階管理碩士在職專班(EMBA)
Executive Master of Business Administration (EMBA)
論文出版年: 2026
畢業學年度: 113
語文別: 中文
論文頁數: 87
中文關鍵詞: 價值共創商業模式創新
外文關鍵詞: Value Co-Creation, Business Model Innovation
相關次數: 點閱:8下載:0
分享至:
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報
  • 本研究在探討企業如何透過價值共創策略,實現商業模式的轉型與創新。研究以台灣自動化驅動控制領域之中型企業—价揚科技為個案,分析其從傳統PLC與變頻器產品銷售轉型為馬達系統整合解決方案提供者的歷程。研究採用質性研究方法,結合深度訪談、次級資料分析與參與式觀察,解析價值共創理論(Value Co-Creation, VCC)如何在個案企業中具體實踐。
    理論基礎方面,本研究援引Prahalad與Ramaswamy所提出之DART模式(對話、存取、風險評估、透明性)及方世杰教授的「價值共創策略思維五步驟」,強調企業應建立開放互動機制,整合內外部資源,並與顧客及利害關係人協同創新,創造互惠互利之價值網絡。
    研究發現指出,价揚科技在轉型過程中透過顧客參與、技術整合與供應鏈協作,不僅重塑了其價值主張與營運邏輯,更有效提升了顧客滿意度與市場競爭力。本研究亦指出,企業在實施價值共創策略時,應重視關鍵能力的建構、溝通品質的強化與策略調適的靈活性。
    本研究有助於補充現有價值共創與商業模式創新之實務研究空缺,並為具備高客製化需求的工業設備供應商提供理論依據與管理實務之參考。

    In response to the rising complexity of industrial automation and the dynamic demands of digital transformation, enterprises are increasingly required to shift from product-centric to solution-oriented business models. This study adopts the theoretical lens of Value Co-Creation (VCC) to explore how a medium-sized Taiwanese automation firm—Zenitech—successfully transformed its business model by engaging in co-creation practices with key stakeholders. Guided by the DART framework (Dialogue, Access, Risk Assessment, Transparency) and the five-step strategic thinking model of value co-creation, the research investigates the firm’s transition from traditional product sales (PLCs and inverters) to becoming an integrated motor system solution provider.
    A qualitative single-case study methodology was employed, utilizing in-depth interviews, secondary data analysis, and participant observation. Findings reveal that value co-creation played a pivotal role in redefining Zenitech’s value proposition, resource configuration, and market positioning. Through sustained interaction with customers, suppliers, and technical partners, the firm enhanced its capacity for innovation, resilience, and customer alignment. Moreover, the study identifies trust, mutual learning, and technical compatibility as critical enablers in the co-creation process.
    This research contributes to the academic discourse on business model innovation by illustrating how value co-creation mechanisms can facilitate strategic transformation in B2B industrial contexts. It also provides practical insights for system integration suppliers seeking to strengthen their competitive edge in highly customized and rapidly evolving markets.

    中文摘要 i Abstract ii 誌謝 v 目錄 vi 表目錄 viii 圖目錄 ix 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究目的與研究問題 6 第三節 研究流程與規劃 7 第二章 文獻探討 9 第一節 價值共創 9 第二節 商業模式 17 第三章 研究方法 24 第一節 質性研究方法 24 第二節 個案研究 25 第三節 資料收集 29 第四節 資料分析方法 33 第四章 個案分析 35 第一節 產業介紹 35 第二節 個案公司發展簡介 37 第三節 從『銷售/維修』到『提供解決方案』商模的創新 40 第四節 創新商業模式的實踐與客戶共創價值 44 第五節 研究結果:分析與討論 58 第五章 結論與建議 64 第一節 研究結論 64 第二節 研究意涵 68 第三節 研究限制與未來方向建議 72 參考文獻 75

    Chesbrough, H. (2011). Open services innovation: Rethinking your business to grow and compete in a new era. Jossey-Bass.
    Chesbrough, 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. https://doi.org/10.1093/icc/11.3.529
    Foss, N. J., & Saebi, T. (2017). Fifteen years of research on business model innovation: How far have we come, and where should we go? Journal of Management, 43(1), 200–227. https://doi.org/10.1177/0149206316675927
    Grönroos, C., & Voima, P. (2013). Critical service logic: Making sense of value creation and co-creation. Journal of the Academy of Marketing Science, 41(2), 133–150. https://doi.org/10.1007/s11747-012-0308-3
    Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86(12), 57–68.
    Lusch, R. F., & Nambisan, S. (2015). Service innovation: A service-dominant logic perspective. MIS Quarterly, 39(1), 155–175.
    Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86–92.
    Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. John Wiley & Sons.
    Prahalad, C. K., & Ramaswamy, V. (2004). The future of competition: Co-creating unique value with customers. Harvard Business School Press.
    Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2-3), 172–194. https://doi.org/10.1016/j.lrp.2009.07.003
    Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1–17. https://doi.org/10.1509/jmkg.68.1.1.24036
    Vargo, S. L., & Lusch, R. F. (2008). Service-dominant logic: Continuing the evolution. Journal of the Academy of Marketing Science, 36(1), 1–10. https://doi.org/10.1007/s11747-007-0069-6
    Yin, R. K. (2018). Case study research and applications: Design and methods (6th ed.). Sage Publications.
    Zott, C., & Amit, R. (2010). Business model design: An activity system perspective. Long Range Planning, 43(2-3), 216–226. https://doi.org/10.1016/j.lrp.2009.07.004
    方世杰、李慶芳. (2017). 價值共創策略思維五步驟:理論建構與實務應用. 管理學報, 34(2), 123–145.
    工研院產科國際所. (2023). 台灣工業自動化市場發展報告. 工業技術研究院.
    陳奕丞. (2021). 價值共創與企業轉型:以益生堂為例的質性研究 .國立成功大學.
    黃珮純. (2024). 質性研究的信效度檢驗:個案研究法的應用與反思. 質性研究期刊, 12(1), 34–56.

    QR CODE