活動互賴觀點之經營模式創新歷程的紮根研究──以Google 1996-2008為展示實例

A Grounded-Theory Study on the Process of Business Model Innovation Based on Activity-based Interdependence Perspective: Illustration by Google 1996-2008

研究目的：本研究目的為提出適用於活動互賴觀點的經營模式創新研究之調整後的紮根理論法。
研究方法／方法：值此新興業種各公司爭霸且企圖找到會勝出的經營模式的新時代，我們選擇Google在電子商務發展過程中霸主出列時期作為展示實例。
研究結果：採用我們提出的調整後的紮根理論研究方法，發現Google四階段路徑相依的演進過程，各階段透過槓桿因子平衡開採與探勘兩種創新活動，這些槓桿因子隨著經營模式演進，逐漸形成Google的經營模式核心。
研究限制／啟發：本研究成果啟發新業種經營者經營模式設計之思維，並賦予經營模式創新研究成果成為具可操作性的價值，回饋商業現場產生啟發作用或再被實際運用。
理論／實務／社會意涵：對於經營者或創業者而言，檢視原來所進行的活動，必要時進行活動連結的重新組合，是經營模式創新的重要源頭。
創見／價值：我們的方法與思維讓學界或業界可以解剖特定公司的經營模式，了解其經營秘訣。公司亦可以據此創新經營模式或進行異業學習。

Purpose - The objective of this research is to propose an adjusted grounded theory regarding business model innovation research that is appropriate for an activity-based interdependence perspective.
Design/methodology/approach - Choosing the era spanning 1996 to 2008, in which the various companies in emerging industries are vying for supremacy and trying to devise winning business models, we focus our attention on Google's activities. This was also a period when hegemons began to emerge during the e-commerce development process, and we have used this phenomenon to illustrate our analysis.
Findings - Using the adjusted grounded theory research methods that we have proposed, we identified the process of evolution regarding the four phases of Google's path dependent development, and for each phase, we used leverage factors to balance two types of innovation activities-exploitation and exploration. As Google's business model evolved, these leverage factors gradually formed the core of Google's business model.
Research limitations/implications - Our research findings can help to stimulate the business model design thinking of new industry businesses, and also provide operational value to the findings of business model innovation research so that they can be applied to business fields as sources of inspiration or for actual implementation.
Practical implications/Social implications - In regard to business managers or entrepreneurs, the review of past activities and the necessary recombination of activity linkages are important sources of business model innovation.
Originality/value - Our method and approach aims to enable academia and industry to gain an understanding of the business secrets of a specific company by analyzing the said company's business model. Companies can also use this method to develop innovative business models of their own or to conduct cross-industry learning.