| Summary: | 碩士 === 國立臺灣大學 === 企業管理碩士專班 === 102 === Open Innovation and Open Service Innovation were proposed by Chesbrough in 2003 and 2011 separately. Open Innovation was much acclaimed to set a paradigm for innovation management and collaborative enterprise, while Open Service Innovation was proposed to rethink business innovation from a service perspective to create and sustain differentiation in a commodity trap world. Our study is to explore how a firm adopts the concept of Open Innovation to start up a company, and then transforms the company by adopting Open Service Innovation concept to serve a new segment to drive continuous growth. The process is known as business model evolution.
This study identified and summarized the driving forces of the business model evolution into five categories and ten indicators, and the relationship between business model innovation and value creation and financial performance. This study concluded that Open Innovation and Open Service innovation concepts can be realized in a highly disintegrated industry because a firm can leverage the eco-system of the industry to build up the value and optimize cost through collaboration. This study also proposed a firm should monitor whether the values provided can meet customer’s expectation or not, and should do some necessary changes for continuous growth. Finally, to mobilize the trends of More-than-Moore and 3DIC are also suggested for business model innovation in IC design industry.
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