Exploring Dual Business Model Choice of Brand and OEM Businesses

探索品牌與代工雙元營運模式的選擇

10.6226/NTUMR.201904_29(1).0002

郭重松(Chung-Song Kuo)；李吉仁(Ji-Ren Lee)

dual business model ； capabilities-based view ； OEM business ； business model ； 雙元營運模式 ； 能力基礎 ； 代工業務 ； 營運模式

臺大管理論叢

29卷1期（2019 / 04 / 01）

51 - 94

英文

This research undertakes a longitudinal, case-based research to explore how a less well-endowed product supplier chooses a dual business model, which simultaneously engages both own-brand and original equipment manufacturing (OEM) businesses, and its associated decision rationales. Based on in-depth study on multiple product line cases sampled from a single organizational context, we are able to propose two decision constructs: segment-making capabilities and product/service innovation potential, which various types of dual business models are intertwined with. In addition, we find that in the case of exploratory products, the product supplier adopts a model where the organizational learning effect is more pronounced, while in the case of exploitative products, balancing long and short-term outcomes is the primary motive for model choice. Overall, our research adds new insight to the existing paradoxical conversation of dual business models by offering a useful decision framework with a theoretical foundation and practical guidance.

本論文以跨時個案研究方法，探討同一組織脈絡下的四個產品線，如何在資源有限的環境下，同時進行品牌與代工業務的雙元營運模式，並解析其決策判斷依據與決策動機。透過此一質性研究，我們提出兩個重要的決策構面：市場區隔的創造能力、以及產品或服務的創新潛力，並說明四種不同業務組合的雙元營運模式及其判準。此外，我們發現當產品技術屬於較創新者，產品供應商會基於組織學習為主要動機而採用雙元模式，而當產品漸趨多元應用與成熟時，供應商會以長短期收入平衡為其採用雙元模式的主要動機。整體而言，本研究期望能夠對看似矛盾的雙元營運模式，提出兼具理論基礎與實務意涵的決策模式。

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