Open Business Model--- Empirical Case Studies of Taiwanese and Foreign Firms
|關鍵字:||開放式創新;開放式經營;個案研究;創新流程;Open Innovation;Open Business Model;Case Study;Innovation Process|
Globalization has systemically affected the way all firms undertake innovation. Open innovation can speed innovation, reduce the uncertainty of technology and market. Integrating internal and external innovation resources are the key points for open innovation. To be innovative, firms must increasingly open up to external sources of knowledge. For firms, making business model become open business model is the key point of success and it is the most important blue ocean strategy in the future. Taiwanese firms continuously are squeezed from the pressure of cutting cost as well as creating value under globalization. Today, in many industries, the logic that supports an internally oriented, centralized approach to R&D has become obsolete. Useful knowledge has become widespread and ideas must be used with alacrity. This change offers novel ways to create value — along with new opportunities to claim portions of that value. Hence open and integrated innovations are the direction for Taiwanese companies to implement innovations. While many foreign cases and empirical studies are analyzed regarding open innovation and open business model, it is relative rare to explore Taiwanese successful cases systematically. It is meaningful and interesting to conduct explorative research to examine opportunities, design innovation process and formulate strategies. Via such contrasting cases, hopefully it could enable Taiwanese firms to formulate open innovation strategies to differentiate themselves one another.
|Appears in Collections:||Research Plans|