商業模式是描述企業如何創造、傳遞和獲取價值的運作方式，而商業模式 之所以需要轉型，是企業為了能在不斷變遷的市場環境中，持續創造價值和獲 取價值而進行改變的過程，也是開創另一波成長動能的方法。愈來愈多以顧客 為中心的企業嘗試導入服務思維，為的是使其價值主張更貼近顧客的需求。然 而，服務主導邏輯是高度抽象的架構性概念，企業是如何將思維從產品主導邏 輯轉向服務主導邏輯，進而驅動商業模式轉型的研究仍然有限。
本研究透過質性研究中的個案研究法，探究參與其中的思科員工、合作夥 伴及顧客間彼此互動的過程，分析出思科在轉型過程中商業模式不同構面的改 變，也發現服務主導邏輯對其產生的影響，以及制度對轉型的催化效果。本研 究之結論有三點:第一，說明如何將服務思維融入實務工作。第二，運用與擴 散操作性資源的重要性。第三，制度的搭配能推動轉型的成效。
在理論意涵上，補足過去較少企業以服務主導邏輯為核心概念，進而驅動 商業模式轉型的研究缺口;在實務貢獻上，提供實務界思索如何克服傳統產品 主導邏輯的不足，並將服務主導邏輯轉化為實務上的作法，進行商業模式的創 新或轉型。最後，再提出後續研究的相關建議方向。

Business model transformation is the process by which enterprises make changes to continuously create and capture value in the ever-changing market, and it is also a way to create growth momentum. More and more enterprises are trying to adopt a service mindset to bring their value proposition closer to the customers. However, service-dominant logic is a highly abstract and structural concept, and there is still limited understanding on how an enterprise transforms itself from goods-dominant logic to service-dominant logic to drive business model transformation. After exploring the interactions among different stakeholders and analyzed the changes in Cisco's business model during the transformation journey through the qualitative research method. The impact of service- dominant logic and catalytic effect of institutions were found. Firstly, the case illustrates how to integrate service mindset into practice. Secondly, it describes the importance of using and expanding operant resources. Thirdly, the efficiency of transformation can be promoted by the institutions. These findings allow us to develop implications and offer practical suggestions.

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