科技管理R4報告
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1) The document discusses how traditional business strategy has limitations in explaining emerging open innovation models where resources come from external communities rather than internal ownership. 2) It proposes a more open approach to strategy that focuses on open invention through crowdsourced knowledge creation and open coordination through industry standardization. 3) Sustaining open initiatives long-term faces challenges around attracting and retaining contributors, competing with other open projects, and ensuring the agenda evolves in a useful direction. Traditional business strategies around intellectual property ownership and managing value chains must be reconsidered for open models.
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科技管理R4報告
- 1. Open Innovation and Strategy Henry W. Chesbrough / Melissa M. Appleyard 李欣樺 陳姿諭 吳致寧 張瀚升 劉昱廷
- 3. About the Authors The Insights and Limits of Traditional Business Strategy Emerging Anomalies that Challenge Traditional Business Strategy
- 4. About the Authors The Insights and Limits of Traditional Business Strategy Emerging Anomalies that Challenge Traditional Business Strategy Towards a more Open Approach to Strategy
- 5. About the Authors The Insights and Limits of Traditional Business Strategy Emerging Anomalies that Challenge Traditional Business Strategy Towards a more Open Approach to Strategy Issues Confronting the Sustainability of Open Source and Related Initiatives How Traditional Business Strategy Can Inform Open Initiatives
- 7. • Adjunct Professor, University of California Berkley, ᠋᠌᠍ Haas School of Business • Faculty Director, Garwood Center for Corporate Innovation • Center for Open Innovation EDUCATION • BA, Economics, Yale University, Summa Cum Laude • MBA, Stanford University, with Highest Honors • PhD, Business Administration and Public Policy, Haas School of Business, UC Berkeley CURRENT RESEARCH INTERESTS • Innovation • Organizing, structuring, and managing internal and external research and development • Technology-based spinoffs and corporate venture capital • Managing intellectual property • Comparative industry evolution in high-technology industries between the US, Japan, and Western Europe Henry W. Chesbrough
- 8. • Ames Professors in the Management of ᠋᠌᠍ Innovation and Technology • Portland State University’s School of ᠋᠌᠍ Business Administration EDUCATION • Ph.D. 1997 Economics, University of California at Berkeley • B.A. 1988 Economics/International Area Studies, University of • California at Los Angeles, summa cum laude and with College Honors CURRENT RESEARCH INTERESTS • Innovation and technology entrepreneurship and strategy • Cooperative RD in high-tech settings, e.g. semiconductor industry the open source software industry and currently in advanced interdisciplinary RD settings like nano-medicine • Global semiconductor industry's ability to achieve perpetual innovation in design, process integration, and manufacturing Melissa M. Appleyard
- 9. The Insights and Limits of Traditional Business Strategy
- 10. The Evolution of Business Strategy Alfred Chandler--- Strategy Structure Igor Ansoff--- Corporate Strategy Kenneth R. Andrews Michael Porter- Five Forces Model Maximize Producer Surplus
- 12. 在許多新興的科技背景企業， 他們的成功是無法被這套商業策略所適當解釋。 Ownership External Resources • Volunteer Contributors • Innovation Communities • Ecosystems
- 13. Emerging Anomalies that Challenge Traditional Business Strategy
- 14. • Open Innovation • Intellectual Commons • Peer Production • Collective Invention External Resources The Concept of Openness
- 15. The Value of Openness -- Users 產品或 服務
- 16. The Value of Openness -- Users 產品或 服務 Users Users Users Users Users Users
- 17. 產品或 服務 Users Users Users Users Users Users Users Users Users Users Users Users Users Users Users Users Users Users Users Users Network Effect The Value of Openness -- Users
- 18. Open Innovation Products v.s. Traditional Business Strategy 資源：Ownership v.s. External Resources 智財權：Open Free 進入門檻低：Youtube 1 2 3
- 19. Towards a more Open Approach to Strategy
- 20. Two Types of Value Creation Knowledge Creation through Open Invention 利用群眾智慧研發與創新 1
- 21. Two Types of Value Creation Ecosystem Creation through Open Coordination 開放式科技產業合作， 建立標準 2
- 23. Open Source Software Business Models
- 30. Professional Services/ Consulting 提供專業服務、訓練、諮詢或客製化 open source software
- 32. Proprietary Extensions 1. 免費版本 2. 依照功能的延伸收費
- 34. Dual License 1. Free license Commercial license 2. 使用者可以選擇如何使用 MySQL 產品 – 願意開放應用程式原始碼的免費 – 不願意的需要付費購買᠋᠌᠍ commercial license
- 39. Issues Confronting the Sustainability of Open Resource and Related Initiatives
- 40. 1. How to attract the participation of a broad community of contributors, and how to sustain their participation over time? 4. How to make profit by the open resources? 2. How to compete for contributors with other open-resource competitors? 3. How the open invention or coordination project is led, and how its agenda evolves?
- 41. 作者提出：必須給這些 contributors 一個特定且明確的目標。 1. How to attract the participation of a broad community of contributors, and how to sustain their participation over time?
- 42. 作者針對上兩個問題一同提出一個解決 方法：由公司作為拋磚引玉的開端。 2. How to compete for contributors with other open-resource competitors?
- 43. 作者認為，必須要想 出妥善的方法來招募 這些 insiders。 此外，作者認為「心 理上的滿足」也是重 要的一環。 3. How the open invention or coordination project is led, and how its agenda evolves?
- 44. 作者提到，若經營者沒辦法找到前述四種 （deployment、hybridization、complements、 self-service）方法獲利的話，那麼這個 open resource 社群是無法長久持續的。 作者認為，公司必須派人參與社群，如此可 以影響該社群的走向。 4. How to make profit by the open resources?
- 45. How Traditional Business Strategy Can Inform Open Initiatives
- 46. • 作者提出矛盾之處：創新策略仍必須藉由傳統策 略模式來達成長久維持。 • 創新商業模式的缺點： – Opportunistic – Second-best 作者提出，必須要由這些利用 open resources 的幾個 較具代表性的領先公司設立常規（norm），以避免 sub-optimal solution 的出現。
- 47. • 傳統的商業模式在 Value Capture 上提出兩個要點： – IP Ownership – Creative Management of the Value Chain • 缺點 – 減少其他週邊獲利的機會 – 使用者的獲益減少 最後，作者提到結合兩個策略的同時，必須考慮 – 新的價值鏈可能出現 – 成本 V.S. 獲益 – 貢獻者過多時，可能產生負面影響。
- 48. Open Strategy: Illustrative Examples 1. Merck (默克集團)：與研究機構合作，利用已開發的 學名藥(genetic)進行新的專利研究。 2. IBM Linux： - 早期的 IBM 是藉由內部自己開發新程式來獲利。 - 1990 年代晚期，IBM 本身並沒有取得 Linux 的智慧財 產權。
- 49. Conclusion
- 50. Value Creation Creative individuals, innovation communities, collaborative initiatives Value Capture Drive to sustain continued participation support initiatives Open Strategy Balances Value Creation with Value Capture • Traditional concepts: underestimate or ignore value of open invention open coordination • New business models à blend elements of open closed innovation (e.g. open source software) • Challenges – efforts to sustain themselves over time • Turn around reconsider aspects of traditional business strategy