當代企業積極學習善用外部資源以創新商業模式。但多數企業往往只看到資源的顯性價值以換取短期利益，忽略資源的隱性潛值，無法掌握創新先機。本研究剖析TVBS電視台─美妝時尚節目《女人我最大》，製作團隊如何在換取資源過程中喚醒置入資源、達人老師、與電商平台價值，從而創新營收獲利模式。本文提出三種轉型機制：喚醒有形資源的無形價值、轉化劣勢資源為優勢價值、從單一資源增生多元價值。在學理貢獻上，本研究由喚醒資源價值角度，豐富資源多元樣貌，取代開放創新對資源流動或資源交易的單一換價觀點。尤其，特殊資源加值過程，可創造資源多元應用可能性；較以往資源基礎論僅重視稀有性或難以模仿的優勢資源，將更具開創性。從資源基礎論到「資源喚價學」，乃是本研究重要貢獻。在實務上，本文建議陷入經營危機的企業，與其盲目仿效或到處籌措資源，不如潛心學習如何由「喚價」實務改變內外部資源價值。企業若能學習資源加值之道，就有能力掌握開創商模先機。

Enterprises learn how to leverage outside resources to innovate their business models. However, most enterprises focus on the visible value of acquired resources but neglect the invisible potentials for innovative opportunities. This research examines how a fashion TV show, “Lady First”, can summon resources for innovation by awakening “deep sleep” resources. This paper analyzes the resource exchange process and identifies three patterns of value awakening mechanism: wakening the invisible values, turning disadvantages into advantages, and effectuating one resource for multiple functions. Theoretically, this research enriches open innovation by deepening the resource exchange process through value awakening mechanism. This thesis on resource awakening also highlights the importance of resourceful applications instead of just emphasizes on rare, valuable, not imitable, not substitutable of physical resources. Thus, extending our understanding of resource-based view theory. Practically, this article suggests that enterprises in revenue crisis need to review the incumbent resources at first for potential applications. When firms learn how to awaken “deep sleep” resources, they can create new values, summon outside resources and seize new business opportunities.

本文探討企業組織在資源不足的劣勢下，如何有效取得外部資源以創新營 收獲利模式。本研究以TVBS 電視台《女人我最大》為案例，解析組織如何 在換取外部資源的過程中，有效喚醒內外部資源價值。此有助於創新者反思如 何跳脫資源匱乏困境，由價值創造角度，創新資源多元應用方式，從而締造豐 富營收。 在管理實務上，資源匱乏的環境才是經營常態，本研究發現對於企業組織 如何改變資源劣勢，提供重要啓發。本文提醒企業在謀取外部資源以改變匱乏 劣勢時，更應思考如何活用資源的多種應用可能性。喚醒資源的隱性價值、化 劣勢為優勢資源、由單一到多元價值應用，只是三種可能的喚價機制，未來組 織還可以發展更多資源創價機制，以活用資源，創造價值，創新商業模式。 本研究對經理人的啓示在於，千萬別低估資源的潛在價值。多數經理人員 在洽購外部資源時，往往會短視近利，斤斤計較資源的帳上利益，卻容易忽略 資源的開發潛力，從而低估資源價值，錯失創新商機。同理，經理人也不應低 估內部資源價值。許多組織容易捨近求遠，妄想取得他人資源，卻對已有珍藏 視而不見。經理人員有時欠缺的不是資源，而是創造資源價值的能力。若能不 斷檢視資源的創價流程，包括價值的創造、傳遞與擷取過程，就有機會賦予資 源全新商機。 對台灣影視音產業而言，本研究也提出重要提醒。在節目製作經費有限、 置入時間嚴苛、缺乏大牌演藝明星的現實下，《女人我最大》反而發展出達人 經紀，並以精準議題企劃，打造美妝時尚品牌定位。資源的局限性反能激發製 作團隊找到創新節目形態的可能性。因此，與其一味羨慕他人擁有豐沛資源， 不如思考如何活用有限資源，以創新戲劇節目價值，才是台灣影視音產業尋找 活路之道。 創新商業模式的本質乃是在創造資源價值。尤其，如何取得合作夥伴的策 略資源，以創新營收獲利模式，更是當前企業急務。然而，夥伴關係的建立， 並非僅繫於單純的交易關係，更在於相互抬轎的互利共生。從資源交喚的角度來看，如何增益他人資源價值，甚至反饋加值資源，以提高雙方資源流動效益， 才是建構穩定夥伴關係的根本之道。由此可知，資源交換的深層意涵，乃是在 借助他人資源，喚醒本身的創價機制，活用組織資源價值。由資源交換到資源 「喚」價，組織自覺覺人的創價能力，實為創新商業模式的根本。

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