資源流：聯合報系複合商業模式的形成

In the Flow of Resources: Becoming Hybrid Business Models in United Daily News Group

10.3966/199687602017021001001

蕭瑞麟(Ruey-Lin Hsiao)；歐素華(Su-Hua Ou)

商業模式設計 ； 新聞媒體創新 ； 複合商業模式 ； 資源流 ； 資源綜效 ； business model design ； news media innovation ； hybrid business model ； resource flow ； resource synergy

組織與管理

10卷1期（2017 / 02 / 01）

1 - 55

繁體中文

當代文獻提倡以汰舊換新來創新商業模式，彷彿只要找到一個最佳商業模式，就可以挽回企業頹勢。但真的會有「最佳」商業模式嗎？若是真的找到，新的商業模式真的可以全然替換原有的商業模式嗎？近期研究指出，新舊商業模式其實是可以共存的，但新舊商業模式可以怎麼結合呢？這成為目前亟待探索的課題。本研究剖析一家新聞報系如何發展出多樣而複合的商業模式，使得新聞報紙（舊商業模式）能結合資訊服務、藝術策展以及電子商務三種新商業模式。本文分析這些商業模式的形成過程，點出三種資源流動的樣貌，檢視逆流、回流、導流三種資源整合策略如何引導出複合的效果。學理上，本研究解讀一種新型態的商業模式，由「資源流」來觀察複合商業模式的形成過程。這不僅拓展現有商業模式理論，也深化我們對資源論的認識。此「資源流」論述更點出由促成資源綜效來建構商業模式的重要性。實務上，本文建議一種以導引資源的方式，重新思考商業模式之設計。透過檢視企業內、外部的資源流動狀態，經理人可以找出各種複合可行性，並由此改變商業的營運邏輯。當企業瞭解資源相輔相成之脈絡時，便可以有目的地導航資源流動，創造資源的新價值。讓新舊商業模式形成複合，是使企業穩固運作的基礎。

The current literature advocates various ways of substitution to innovate business model. The assumption is that firms could turnaround their declining situations, if they could find a best business model. But is there a ＂best＂ business model, waiting to be found? Even if we could find one, could the new business model really replace the existing one? Recent studies indicate that both the new and old business models could operate in tandem. But how the new could be blended into the old business model is an issue urging our exploration. This research examines how a newspaper group develops a variety of hybrid business models that combines newspaper (old business model) with three new business models, such as information services, art exhibition and electronic commerce. This paper analyzes the formation process of these business models, identifies three patterns of resources flow, and investigates how hybrid effects may be induced by resource rejuvenating, recycling and converging. Theoretically, this study interprets a new form of business model, by observing the becoming process of hybrid business models through resource flow. It extends the current literature on business model while deepens our understanding of resource-based theory. Our thesis on resource flow also points out the importance of building resource synergy in establishing hybrid business models. Practically, this article suggests an approach of resource integration to redesign business models. By reviewing a firm's moving state of internal and external resources, executives could discover various possibilities of hybridization in order to alter a firm's underlying business logic. When firms understand the complementary context of resource, they could navigate the flow of resource to create new value. As the new business model is hybridized with the old one, it builds a solid foundation for sustained businesses.

1. 陳意文、吳思華、項維欣(2010)。資源基礎觀點下之資源拼湊與價值創造：以臺灣翅帆開發創新產品為例。科技管理學刊，15(2)，1-20。
   連結：
2. MIC產業情報研究所（2009）。2009台灣線上購物市場現況。取自https://mic.iii.org.tw/micnew/IndustryObservations_PressRelease02.aspx?sqno=173
3. Afuah, A.(2004).Business models: A strategic management approach.London, UK:McGraw-Hill/Irwin.
4. Amit, R.,Zott, C.(2012).Creating value through business model innovation.Sloan Management Review,53(3),41-49.
5. Baden-Fuller, C.,Morgan, M. S.(2010).Business models as models.Long Range Planning,43(2-3),156-171.
6. Barney, J. B.(1991).Firm resources and sustained competitive advantage.Journal of Management,17(1),99-120.
7. Berry, L. L.,Shankar, V.,Parish, J. T.,Cadwallader, S.,Dotzel, T.(2006).Creating new markets through service innovation.Sloan Management Review,47(2),56-63.
8. Birkinshaw, J.,Gibson, C.(2004).Building ambidexterity into an organization.Sloan Management Review,45(4),47-55.
9. Bonaccorsi, A.,Giannangeli, S.,Rossi, C.(2006).Entry strategies under competing standards: Hybrid business models in the open source software industry.Management Science,52(7),1085-1098.
10. Boyd, B.,Henning, N.,Reyna, E.,Wang, D. E.,Welch, M. D.(2009).Hybrid organizations: New business models for environmental leadership.Sheffield, UK:Greenleaf.
11. Brown, C. V.(1997).Examining the emergence of hybrid is governance solutions: Evidence from a single case site.Information Systems Research,8(1),69-95.
12. Casadesus-Masanell, R.,Zhu, F.(2013).Business model innovation and competitive imitation: The case of sponsor-based business models.Strategic Management Journal,34(4),464-482.
13. Charitou, C. D.,Markides, C. C.(2003).Responses to disruptive strategic innovation.Sloan Management Review,44(2),55-63.
14. Chesbrough, H. W.(2006).Open business models: How to thrive in the new innovation landscape.Boston, MA:Harvard Business School Press.
15. Chesbrough, H. W.(2007).Why companies should have open business models.Sloan Management Review,48(2),22-36.
16. Chesbrough, H. W.,Appleyard, M. M.(2007).Open innovation and strategy.California Management Review,50(1),57-76.
17. Chesbrough, H. W.,Rosenbloom, R.(2002).The role of the business model in capturing value from innovation: Evidence from Xerox corporation's technology spinoff companies.Industrial and Corporate Change,11(3),529- 555.
18. Chesbrough, H. W.,Vanhaverbeke, W.,West, J.(2006).Open innovation: Researching a new paradigm.Oxford, UK:Oxford University Press.
19. Courpasson, D.,Dany, F.(2003).Indifference or obedience? Business firms as democratic hybrids.Organization Studies,24(8),1231-1260.
20. Eisenhardt, K.(1989).Making fast strategic decisions in high-velocity environments.Academy of Management Journal,32(3),543-576.
21. Fiol, C. M.,O'Connor, E. J.(2005).Identification in face-to-face, hybrid, and pure virtual teams: Untangling the contradictions.Organization Science,16(1),19-32.
22. Foss, N. J.(2003).Selective intervention and internal hybrids: Interpreting and learning from the rise and decline of the oticon spaghetti organization.Organization Science,14(3),331-349.
23. Hammer, M.,Champy, J.(1993).Reengineering the corporation.New York, NY:Harper Collins.
24. Hardy, C.,Phillips, N.,Lawrence, T. B.(2003).Resources, knowledge and influence: The organizational effects of interorganizational collaboration.Journal of Management Studies,40(2),321-347.
25. Huff, A. S.,Reger, R. K.(1987).A review of strategic process research.Journal of Management,13(2),211-236.
26. Johnson, M. W.(2010).Seizing the white space: Growth and renewal through business model innovation.Boston, MA:Harvard Business School Publishing.
27. Langley, A.(1999).Strategies for theorizing from process data.Academy of Management Review,24(4),691-710.
28. Markides, C.,Charitou, C. D.(2004).Competing with dual business models: A contingency approach.Academy of Management Executive,18(3),22-36.
29. Mason, K. J.,Leek, S.(2008).Learning to build a supply network: An exploration of dynamic business models.Journal of Management Studies,45(4),774-799.
30. McNamara, P.,Peck, S. I.,Sasson, A.(2013).Competing business models, value creation and appropriation in english football.Long Range Planning,46(6),475-487.
31. Mitchell, D. W.,Coles, C. B.(2004).Business model innovation breakthrough moves.Journal of Business Strategy,25(1),16-26.
32. Penrose, E. T.(1959).The theory of the growth of the firm.Oxford, UK:Basil Blackwell.
33. Pettigrew, A.(1992).The character and significance of strategy process research.Strategic Management Journal,13,5-16.
34. Prahalad, C. K.,Hamel, G.(1990).The core competence of the corporation.Harvard Business Review,68,79-91.
35. Prasarnphanich, P.,Gillenson, M. L.(2003).The hybrid clicks and bricks business model.Communcation of ACM,46(12),178-185.
36. Schweizer, L.(2005).Organizational integration of acquired biotechnology companies into pharmaceutical companies: The need for a hybrid apporach.Academy of Management Journal,48(6),1051-1074.
37. Sharma, S.,Sugumaran, V.,Rajagopalan, B.(2002).A framework for creating hybrid-open source software communities.Information Systems Journal,12(1),7-25.
38. Smith, W. K.,Binns, A.,Tushman, M. L.(2010).Complex business models: Managing strategic paradoxes simultaneously.Long Range Planning,43(2-3),448-461.
39. Stoddard, D. B.,Jarvenpaa, S. L.,Littlejohn, M.(1996).The reality of business reengineering: Pacific Bell's centrex provisioning process.California Management Review,38(3),57-76.
40. Svejenova, S.,Planellas, M.,Vives, L.(2010).An individual business model in the making: A chef's quest for creative freedom.Long Range Planning,43(2/3),408-430.
41. Teece, D. J.(2010).Business models, business strategy and innovation.Long Range Planning,43(2-3),172-194.
42. Tushman, M.,Smith, W. K.,Wood, R. C.,Westerman, G.,O'Reilly, C.(2010).Organizational designs and innovation streams.Industrial and Corporate Change,19(5),1331-1366.
43. Velu, C.,Stiles, P.(2013).Managing decision-making and cannibalization for parallel business models.Long Range Planning,46(6),443-458.
44. Wernerfelt, B.(1995).The resource-based view of the firm: Ten years after.Strategic Management Journal,16,171-174.
45. Zott, C.,Amit, R.(2010).Business model design: An activity system perspective.Long Range Planning,43(2-3),216-226.
46. Zott, C.,Amit, R.(2007).Business model design and the performance of entrepreneurial firms.Organization Science,18(2),181-199.
47. 王君儀(2011)。臺北市，國立臺灣師範大學。
48. 任慶宗(2002)。臺北市，國立政治大學。
49. 林昭妘(2006)。臺北市，國立政治大學。
50. 莊雅晴(2010)。中壢市，國立中央大學。
51. 陳素燕 、 劉修祥(2010)。網路旅行社商業模式之個案研究⎯⎯以易遊網為例。休閒暨觀光產業研究，5(1)，90-99。
52. 項潔、陳雪華、陳昭珍、郭筑盈(2005)。數位典藏產業商業模式之探討。中華民國圖書館學會會報，75，63-74。
53. 蕭宇軒(2014)。臺北市，國立臺灣大學。
54. 蘇惟宏、于卓民(2013)。創業者如何掌握創業機會。產業與管理論壇，15(3)，4-26。

1. 歐素華(2021)。策動社群體驗：新舊媒體融合之創新商模。管理學報，38(3)，343-362。
2. 趙品淳,曾明基,張哲豪,林聰益,尤素芬(2021)。新型移位機之技術商品化探討：以職業健康作為價值主張。台灣公共衛生雜誌，40(6)，642-659。