科技創新與商業模式之關聯性：以台灣大 車隊與 Uber為例

Abstract

Technological progress and innovation. A startup of transportation services company Uber. which used internet to structured the resource portfolio caused disruptive innovation around the world. With the flat model and sharing economy, its provide the value that transportation industry ever have. Taiwan Taxi is the first brand of transportation services company in Taiwan. Using hierarchy model to create the service innovation and high market share. In the perspective of resources, this study using two different cases to discuss its business model. Realize how the two organizations create value, through the different resources and process ? This study utility two different organizations as a case. To explore different business model, we organize the paper with Dynamic resources Management and Value Configuration, develop the method that suitable the logical and the activity analysis of value creation between Taiwan taxi and Uber, through the interviews and data analysis, insight two organizational resources bundle and unbundle process. After comparing two cases of resources and capabilities, understand organization’s business model. Implied meaning of theory and practice. Study found that Taiwan taxi through vertical management has higher efficiency for resources accumulated, and resource base become organization’s advantage. Uber’s flat management with resources acquiring, is addressing to the market demand, its focus on providing value to customers, emerge the value with resources network. So the two cases developed very different results. Demand thinking can be according to the market demand, quickly replace its resource network, keep up with the market demand. Compared with supply thinking focus on the accumulation of resources, form the isomechanism with other competitors.