生態系主要是用來比擬企業組織之間具有互相依賴的關係，而平台生態系(platform ecosystem)又稱為平台基礎生態系(platform-based ecosystem)是以平台作為基礎所發展出來的生態系，其成員包含了一家平台業者(platform owner)以及基於平台技術來進行創新活動的許多互補財廠商(complementors)。過去對於平台的治理機制研究，傾向平台業者需要透過正式與非正式機制來控制周邊企業，且過去研究也提到平台業者需要對互補財廠商有效地管控互補財的品質，讓消費者或者顧客企業得以享有更好的互補財購買與使用體驗，但是對於平台業者究竟應該具備怎樣的能力尚未有清楚的認知。本研究認為過去探討企業能力的資源基礎理論、動態能力理論以及組織能力理論，對於平台基礎生態系皆缺乏(或者不足)開放、分工與學習等觀點，以致於無法真正描述出平台業者所需要具備的進化能力。本研究透過初級、次級資料的搜集與訪談智慧機械雲平台三家重要且具代表性的公司整理並歸納出平台業者需與利害關係者共同創造與建立標準，讓利害關係者認同平台業者所提出的標準，藉此有效地建立起標準與擁有標準的權力。平台業者為了要讓價值主張得以具體實現，除了必要時需要自行來構築互補性資產外，同時亦需要協調互補財廠商之間有效的使用平台技術來進行分工，讓互補財廠商加速互補財的開發與提升互補財表現的溝通能力，創造出一個得以讓互補財廠商可以學習創新環境的探悉能力。如上所述，權力能力、協調能力以及探悉能力，這三種能力將可以讓台灣製造業的生態系持續進化，並提供後續平台業者建立平台基礎生態系的參考。

SUMMARY

Ecosystems are mainly used to compare the interdependent relationships among business organizations. Its members include a platform owner and several complementors who perform innovative activities based on platform technology. Previous studies on the governance mechanism of the platform tend to suggest that the platform owner needs to control the surrounding enterprises through formal and informal mechanisms and that the platform owner needs to effectively control the quality of the complementors so that consumers or customer enterprises can enjoy a better experience in purchasing and using complementors. In this study, we believe that the resource-based theory, dynamic capability theory, and organizational capability theory, which have explored the capabilities of enterprises in the past, all lack (or are inadequate) in terms of openness, division of labor, and learning in the platform-based ecosystem, and thus cannot truly describe the evolving capabilities that platform operators need to possess. In this study, we collected primary and secondary data and interviewed three important and representative companies of intelligent mechanical cloud platforms, and summarized that platform owners need to create and establish standards with stakeholders, so that stakeholders can agree with the standards proposed by platform owners and effectively establish the power to own the standards. To realize the value proposition, the platform owner needs not only to construct complementary assets by itself if necessary, but also needs to coordinate the effective use of platform technology for the division of labor among the complementary vendors, so that the complementary vendors can accelerate the development of complementary assets and improve the communication ability of complementary assets performance, and create an understanding ability that allows the complementary vendors to learn from the innovative environment. As mentioned above, the three capabilities of power, coordination, and knowledge will allow the ecosystem of Taiwan's manufacturing industry to continue to evolve and provide a reference for subsequent platform operators to build a platform-based ecosystem.

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