本研究建立於國際進入以及商業模式之文獻，提出商業模式四大構面的動態創新要素模型，檢視在新興市場中高科技廠商如何利用商業模式創新與聯盟的交互運用而整合為商業模式的創新。在理論發展上，本研究強調進入新興市場後外部資源開發之重要性，首先將企業外部學習成長策略如外部聯盟與網絡列為商業模式的要素之一。企業在進軍新興市場時便須依外部資源的累積來決定在新興市場的商業模式創新，而形成一個同時強調商業模式要素變動與外部資源累積之動態調整軌跡。在此一商業模式動態創新軌跡模型引導下，本研究採用比較個案研究方法，探討加捷科技與華苓科技這二家企業個案在中國之商業模式創新，並且解讀其軌跡發展的差異性與共通性。本文最後討論理論、實務意涵以及未來研究建議。

Drawing on the foreign entry and business model literature, this paper develops an alternative framework based on dynamic resources feedback for analyzing business model innovation process in emerging markets. This paper argues business model innovation in emerging markets begins with local alliance and resource from partners. This business model innovation is dynamic and path dependent, implying the dynamic business model innovation is shaped by organizational asset and capability that are evolved and accumulative in emerging markets over time. With the proposed framework in mind, the paper adopts a comparative case study methodology to analyze the business model innovation in two Taiwanese firms -- Chia Jei Business Technology company and Flowring Technology corporation. This paper concludes by discussion implications for theory, practice and future research.

從實務管理的角度來看，新的商業模式的出現，很大程度上是源於對未來 的不確定性，這個不確定性往往又來自於新技術的創新或是新的市場開創，而 為了因應新技術創新或是新市場開創，企業組織就必須隨之調整與改變。這就 是本研究提出的商業模式創新的動態觀點，符合企業的實務運作架構。而新興 市場由於低階初級產品的尚待普及和日後的需求高度成長及環境變動大等因 素交織下，商業模式的創新是更有可為的。因此本論文著重於新興市場的商業 模式創新的研究，期望能提供企業如何利用企業內部有限的資源去掌握新興市 場需求，結合外部資源的商業模式動態創新往往就是解答。 商業模式是創造客戶價值的企業經營活動的總和，創新的商業模式能使企 業獲得更多用戶的青睞，能使企業獲得更好的發展。本研究的案例中，台商在 進軍中國市場時也並非什麼事都親力親為，而是特別注重尋找中國當地的策略 性夥伴，並與之結盟期能使市場的開拓更能借力使力，而非一切從頭做起。或 許是台灣的本土市場小使得台商一進中國這麼大的市場一開始就有借力使力 的觀念，又或許是台灣特別了解中國人的文化氛圍，且領先中國先接受了商業 現代化的洗禮。本研究特別值得進軍中國且改變商業模式的中外企業參考。 透過本研究對商業模式動態創新在市場變動方向的分析，面對新興市場 時，企業可將商業模式變動要素進行分解，以優先、必要調整的要素進行組織 及管理上的調適，以達到進軍新興市場最有利的實務營運方式。當進入新興市 場時，原先商業模式可先複製到新興市場，但必須同時思考當地的商業脈絡做 為商業模式修正的來源。規模不大的中小企業，透過網絡與當地企業適時交換 資源，將有助於取得優勢，透過新興市場當地的在地網絡尋找合適的資源。在 新興市場發展出的商業模式，與原有商業模式如何並存，本研究提出了二元平衡的作法，值得藉由開發新興市場發展全球化商業模式的國際企業參考。

方世榮、張文賢、林正智，2008，「中小企業跨層次社會網絡與績效之關係」，中山
管理評論，16 卷 1 期：83~118。
洪世章、陳世哲、林朱燕、涂敏芬，2008，「一般管理領域熱門研究議題分析」，中
山管理評論，16 卷 2 期：221~246。
彭玉樹、梁奕忠、于卓民、梁晉嘉，2010，「台灣管理學門質性研究之回顧與展
望」，中山管理評論，18 卷 1 期：11~39。
蕭瑞麟，2007，不用數字的研究：鍛鍊深度思考力的質性研究，初版，台北：臺灣
培生教育出版社。
蕭瑞麟、廖啟旭、陳慧芬，2011，「越淮為枳：從組織做為分析跨情境科技採納」，
資訊管理學報，18 卷 2 期：131~160。
Adler, P. S. and Kwon, S. W., 2002, “Social capital: prospects for a new concept,”
Academy of Management Review, Vol. 27, No. 1, 17-40.
Ahokangas, P., 2014, “The practice of creating and transforming a business model,”
Journal of Business Models, Vol. 2, No. 1, 6-18.
Barney, J. B., 1999, “How a firm's capabilities affect boundary decisions,” Sloan
management review, Vol. 40, No. 3, 137-145.
Barney, J., Wright, M., and Ketchen, Jr. D. J., 2001, “The resource-based view of the firm:
Ten years after 1991,” Journal of management, Vol. 27, No. 6, 625-641.
Brouthers, K. D., 2002, “Institutional cultural and transaction cost influences in entry mode
choice and performance,” Journal of International Business Studies, Vol. 33, No.
2, 203-221.
Burt, R. S., 2001, “Structural holes versus network closure as social capital” in Lin, N.,
Cook, K. S., and Burt, R. S. (eds.), Social capital: Theory and research, Fourth
Edition, New Brunswick, NJ: Rutgers University, 31-56.
Canabal, A. and White III, G. O., 2008, “Entry mode research: Past and future,”
International Business Review, Vol. 17, No. 3, 267-284.
Casadesus-Masanell, R. and Ricart, J. E., 2010, “From strategy to business models and onto
tactics,” Long range planning, Vol. 43, No. 2, 195-215.
Casadesus-Masanell, R. and Ricart, J. E., 2011, “How to design a winning business model,”
Harvard Business Review, Vol. 89, No. 1-2, 100-107.
Chesbrough, H. and 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, Vol. 11, No. 3, 529-555.
Coase, R. H., 1937, “The nature of the firm,” Economica, Vol. 4, No. 16, 386-405.
De Reuver, M., Bouwman, H., and Haaker, T., 2013, “Business model roadmapping: A
practical approach to come from an existing to a desired business model,”
International Journal of Innovation Management, Vol. 17, No. 1, 17-18.
Demil, B. and Lecocq, X., 2010, “Business model evolution: in search of dynamic
consistency,” Long Range Planning, Vol. 43, No. 2, 227-246.
Dunning, J. H., 1980, “Toward an eclectic theory of international production-some
empirical tests,” Journal of International Business Studies, Vol. 11, No. 1, 9-31.
Dunning, J. H., 1988, “The eclectic paradigm of international production-A restatement and
some possible extensions,” Journal of International Business Studies, Vol. 19, No.
1, 1-31.
Dunning, J. H., 1993, Multinational enterprises and the global economy, 1st, Don Mills,
CA: Addison-Wesley.
Dyer, J. H. and Singh, H., 1998, “The relational view: Cooperative strategy and sources of interorganizational competitive advantage,” Academy of Management Review,
Vol. 23, No. 4, 660-679.
Eisenhardt, K. M. and Graebner, M. E., 2007, “Theory building from cases: Opportunities
and challenges,” The Academy of Management Journal ARCHIVE, Vol. 50, No.
1, 25-32.
Eisenhardt, K. M., 1989, “Building theories from case study research,” Academy of
Management Review, Vol. 14, No. 4, 532-550.
Eyring, M. J., Johnson, M. W., and Nair, H., 2011, “New business models in emerging
markets,” Harvard Business Review, Vol. 89, No. 1-2, 88-95.
Gupta, A. K., Govindarajan, V., and Malhotra, A., 1999, “Feedback-seeking behavior within
multinational corporations,” Strategic Management Journal, Vol. 20, No. 3, 205-
222.
Hedman, J. and Kalling, T., 2003, “The business model concept: theoretical underpinnings
and empirical illustrations,” European Journal of Information Systems, Vol. 12,
No. 1, 49-59.
Hitt, M. A., Dacin, M. T., Levitas, E., Arregle, J. L., and Borza, A., 2000, “Partner selection
in emerging and developed market contexts: Resource-based and organizational
learning perspectives,” Academy of Management Journal, Vol. 43, No. 3, 449-467.
Hoskisson, R. E., Eden, L., Lau, C. M., and Wright, M., 2000, “Strategy in emerging
economics,” Academy of Management Journal, Vol. 43, No. 3, 249-267.
Jarillo, J. C., 1993, Strategic networks: creating the borderless organization, 1st, Oxford,
UK: Butterworth-Heinemann.
Johnson, M. W., Christensen, C. M., and Kagermann, H., 2008, “Reinventing your business
model,” Harvard Business Review, Vol. 86, No. 12, 57-68.
Langley, A., 1999, “Strategies for theorizing from process data,” Academy of
Management Review, Vol. 24, No. 4, 691-710.
Lewis, M. A., 2000, “Lean production and sustainable competitive advantage,”
International Journal of Operations & Production Management, Vol. 20, No. 8,
959-978.
Lindgren, P., 2011, NEW global ICT-based business models, 1st, Aalborg, DK: River
Publishers.
Magretta, J., 2002, “Why business models matter,” Harvard Business Review, Vol. 80, No.
5, 86-93.
Markides, C. and Charitou, C. D., 2004, “Competing with dual business models: A
contingency approach,” The Academy of Management Executive, Vol. 18, No. 3,
22-36.
Markus, M. L., 1989, “Case selection in a disconfirmatory case study,” The information
systems research challenge: Qualitative research methods, Vol. 1, No. 1, 20-26.
Maykut, P. S. and Morehouse, R. E., 1994, Beginning qualitative research: A philosophic and practical guide, 1st, London: Psychology Press.
Morris, M., Schindehutte, M., and Allen, J., 2005, “The entrepreneur's business model:
toward a unified perspective,” Journal of business research, Vol. 58, No. 6, 726-
735.
Osterwalder, A. and Pigneur, Y., 2010, Business Model Generation: A Handbook For
Visionaries, Game Changers, And Challengers, 1st, Hoboken, NJ: John Wiley
and Sons.
Patton, M. Q., 2001, Qualitative research & evaluation methods, 1st, Thousand Oaks,
CA: Sage Publications.
Pedersen, K. B., Svarre, K. R., Slepniov, D., and Lindgren, P., 2013, “Global Business
Model-a step into a liquid business model,” Journal of Multi Business Model
Innovation and Technology, Vol. 1, No. 1, 100-112.
Peng, M. W. and Luo, Y., 2000, “Managerial ties and firm performance in a transition
economy: The nature of a micro-macro link,” Academy of Management Journal,
Vol. 43, No. 3, 486-501.
Peng, M. W., 2001, “The resource-based view and international business,” Journal of
management, Vol. 27, No. 6, 803-829.
Penrose, E. T., 1995, The theory of the growth of the firm, 1st, Cambridge, MA: Harvard
University Press.
Porter, M. E. and Millar, V. E., 1985, “How information gives you competitive advantage,”
Harvard Business Review, Vol. 62, No. 4, 149-160.
Porter, M. E., 1996, “What Is Strategy?” Harvard Business Review, Vol. 74, No. 6, 61-78.
Porter, M. E., 1998, The competitive advantage of nations, 1st, New York: Free Press.
Porter, M. E., 2001, “Strategy and the Internet,” Harvard Business Review, Vol. 79, No. 3,
62-79.
Rolstadås, A., 1995, Benchmarking: theory and practice, 1st, Wellington, NZ: Springer.
Sinkovics, N., Sinkovics, R. R., and Yamin, M., 2014, “The role of social value creation in
business model formulation at the bottom of the pyramid-Implications for MNEs?”
International Business Review, Vol. 23, No. 1, 195-211.
Slywotzky, A., 1999, “Creating your next business model,” Leader to Leader, Vol. 11, No.
4, 35-40.
Sosna, M., Trevinyo-Rodríguez, R. N., and Velamuri, S. R., 2010, “Business model
innovation through trial-and-error learning: The Naturhouse case,” Long Range
Planning, Vol. 43, No. 2, 383-407.
Stake, R. E., 2005, Qualitative case studies, 1st, Thousand Oaks, CA: Sage Publications.
Stevenson, H., Roberts, M., and Grousbeck, H., 1985, New Business Ventures and the
Entrepreneur, 1st, Homewood, IL: McGraw-Hill.
Svejenova, S., Planellas, M., and Vives, L., 2010, “An individual business model in the
making: A chef’s quest for creative freedom,” Long Range Planning, Vol. 43, No. 2, 408-430.
Teece, D. J., 1986, “Profiting from technological innovation: Implications for integration,
collaboration, licensing and public policy,” Research Policy, Vol. 15, No. 6, 285-
352.
Teece, D. J., 2010, “Business models, business strategy and innovation,” Long range
planning, Vol. 43, No. 2, 172-194.
Wernerfelt, B., 1984, “A resource-based view of the firm,” Strategic Management
Journal, Vol. 5, No. 2, 172-180.
Williamson, O. E., 1975, Markets and hierarchies, 1st, New York: McGraw-Hill.
Williamson, O. E., 1981, “The economics of organization: The transaction cost approach,”
American journal of sociology, Vol. 87, No. 3, 548-577.
Yang, M. M., 1994, Gifts, favors, and banquets: The art of social relationships in China,
1
st, Ithaca, NY: Cornell University Press.
Yin, R. K., 2008, Case study research: Design and methods, 1st, Thousand Oaks, CA:
Sage Publications.
Zott, C. and Amit, R., 2010, “Business model design: an activity system perspective,” Long
range planning, Vol. 43, No. 2, 216-226.
Zott, C., Amit, R., and Massa, L., 2011, “The business model: Recent developments and
future research,” Journal of management, Vol. 37, No. 4, 1019-1042.