解決創新與資源困境：從製造代工到建立服務自有品牌

Resolving Innovation-Resource Dilemma: From an Original Equipment Manufacturer to an Own-Brand Service Provider

10.29916/JMPP.202304_17(1).0005

洪新民(Hsin-Min Hung)

開放創新 ； 多角化 ； 資源 ； 槓桿 ； 合作 ； open innovation ； diversification ； resource ； leverage ； collaboration

管理實務與理論研究

17卷1期（2023 / 04 / 01）

50 - 64

繁體中文;英文

許多與大企業合作進行創新的小企業常面臨投資「資源與開放創新間的困境」：小企業投資資源於創新，然而大企業獲取合作創新大部分利潤，小企業由於相對低的議價能力獲得相對低的報酬。當所共同創造的價值偏低時，回收報酬偏低減損小企業再進一步投資於創新與成長的資源與能力。更糟糕的，小企業創新產品需要大量的資源投資。然而，小企業容易跟隨大企業不確定的方向進行多角化。多角化進一步稀釋小企業資源導致「資源與多角化間的困境」。本研究揭露一個探索性個案研究成果：（1）代工業務與自有品牌業務間的資源槓桿運用可以是動態互惠；（2）既有資源結合由代工業務所獲得的互補性資源幫助小企業成功辨識及進行多角化機會。有趣的是，經由應用（1）與（2）成果協助小企業多角化進入另一個產業（自有品牌進入服務業），對小企業及其大企業皆有利且解決前述二困境。

Many firms collaborating with other large firms face adilemma of resource-open innovation: the focal firm invests resources in innovation. However, the larger partner firm of the local firm appropriates most of the value created by the collaborative innovation, leaving the focal firm with relatively little return. When the created value is low, the lack of returned resources reduces the resources of the focal firm for further innovation and growth. Still worse, product innovation requires heavy resource investment. However, to respond to possible environmental changes, firms are easily induced to diversify products (into new markets) by following the uncertain direction of large customers. Diversification further dilutes focal firm resources creating a re-source-diversification dilemma. This study argued that (1) leveraging resources between original equipment manufacturing (OEM) and own brand businesses are dynamically reciprocal and (2) combining complementary resources (acquired from OEM business) with existing resources helps the focal firm exploit diversification opportunities. Interestingly, diversifying into a high-profit sector (i.e., own brand service business) via the above two arguments benefits the focal firm and its customers and resolves the above dilemmas.

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