21世紀全球化競爭與科技產業興起，企業如何透過創新在詭譎多變之市場與產業環境中領先、脫穎而出，成為當代最熱門之研究議題。一般組織創新研究繁多，多探討創新類型、因素影響組織績效或提升競爭力等；對於導入市場後將會為產業帶來巨大影響之破壞性創新以及經理人如何建構該創新策略以及一連串行動與之實現的運作邏輯研究甚少。破壞性創新容易直接顛覆或削弱既有產品性能與效用（Christensen, 2003），但是這方面的理論與策略－活動之因果關聯性探討卻不足。因此，本研究將彌補以往學術研究在創新策略的議題，大部份只著重在延續性創新構面的缺憾，深入探討破壞性創新如何經由一連串實務應變活動至影響企業價值；實務上，也可以提供企業一個新穎的概念性因果關係，協助企業為不可避免的生存挑戰和建立有效競爭之機會預作準備。
本研究以破壞性創新結合產業演變軌跡理論為主軸，透過質性研究、量化研究與系統動力學等三階段，建構出一套破壞性創新之產業演變模型，對應科技產業中成功發展破壞性創新之實證案例，探討企業發展破壞性創新之歷程與其伴隨而來之產業演變形貌。
首先以創造性破壞之產業演變軌跡理論結合破壞性創新論點作文獻分析，建構出一套具有理論基礎及系統架構之破壞性創新之產業演變五階段歷程與假說模型－醞釀、崛起、聚合、共存與凌駕階段，其中包括醞釀階段之創新探索、創新評估、策略形成與活動規劃等四個過程。其次選擇成功發展破壞性創新之華碩Eee PC作為研究對象，就個案創新技術之概念、定位、策略規劃之實務歷程、經驗以及成效，發現產業創新先行者得以運用破壞性創新與既有技術高同質性之資源優勢以及多角化策略進行實質性擴張，保持快速上市步調與低機會成本優勢使市場破壞性效果倍數成長，進而產生全面市場破壞，正面影響了產業供應鏈與全球行銷通路之積極意願。最後運用系統動力學建構企業發展破壞性產品之成長模型，驗證低階破壞性產品將引發「成長、競合與競食共存」的產業變革。
本研究以低階破壞性創新從醞釀到崛起階段之發展模型說明創新效益會受到創新性能水準向上發展機會、界定性能區域之消費者需求類型正確程度以及配套行銷策略推廣之有效性所影響。經理人推動破壞性創新在策略與活動上帶給顧客之價值以及企業獲利，係一種依存的關係。一套系統化發展模式的破壞性創新，可展現了具備承擔投入風險的彈性優勢，適合探索潛在的創新機會與可行性。領先企業宜緊密結合各種增強外部性與鎖入效果的方案以提高顧客轉換成本，提高獲利與競爭緩衝。破壞性產品策略宜採用「聚焦、集中資源」策略展現顧客最重視的價值，率先取得市場認同。該策略可提高進入門檻並有助於減緩創新邊際效用遞減的速度，也適合少資源的創業團隊快速達到經濟規模、降低投資風險並建立品牌價值。崛起階段宜調節供需平衡、善用競爭者跟進所創造的競合成長效益與啟動既有產品變革之價值再造工程，使總收益最大化。

Amid globalized competitions and emerging technology industry in the 21st century, how a company takes innovation initiatives to become a leader in treacherous markets and the greater industry context is a popular topic of research. The overwhelming number of studies on organizational innovations mostly addresses the types of innovation and factors that affect organizational performance or enhance competitiveness; few of them mentioned the disruptive innovations with great impact on the industry once implemented, how managers should construct strategies and construct a series of actions for such innovations, and what the operating logic behind the realization of such actions is. A disruptive innovation may easily and directly revolutionize/undermine the features and functionality of existing products (Christensen, 2003), but the causal connections between theories and strategy-activities in this regard are seldom discussed. Therefore, the present study will complete the range of topics of concern in the literature on innovation strategies (which is largely focused on flaws in the “sustaining innovation” perspective) and delve into how a disruptive innovation affects enterprise value through a series of emergency business practices. As for this study’s contribution to business practice, it offers companies a new concept of causal relationship while ensuring that they survive the inevitable challenges, ready for opportunities of efficient competitions.
This research combined disruptive innovation with the theory of industrial evolution trajectory through qualitative research, quantitative research and system dynamics in an attempt to build a model for industrial evolution of disruptive innovation corresponding to previous studies of successful disruptive innovation case in the technological industry to further explore the course of disruptive innovation development among enterprises and its effect upon industrial evolution profile.
In the first phase, the study conducted literature review and analysis which included the theory of industrial evolution trajectory of creative destruction and the theory of disruptive innovation to construct a hypothetical model for the course of industrial evolution of disruptive innovation with theoretical basis and systematic structure. The hypothetical model divides the industrial evolution of disruptive innovation into five phases, which are the planning phase, the emergence phase, the convergence phase, the co-existence phase and the dominance phase. Among them, the planning phase is further divided into four courses as: innovation exploration, innovation assessment, strategy formation and activity planning. In the second phase, the study selected the successful disruptive innovation of Eee PC developed by ASUS as the objective of study. The study focused on the actual course of development, experience and effectiveness of the firm’s concepts of disruptive innovation technology, market positioning, and strategic planning and found that the industrial innovation pioneer could take advantage of its resource superiority and diversified strategy from the homogeneity between the disruptive innovation and the established technology to achieve substantial expansion. Which helps to maintain the fast pace in entering the market with low opportunity cost advantage that enables the market destructive effect to multiply in growth. It could further produce the entire market destruction profile that could positively affect the industrial supply chains and the aggressive inclination of the global marketing access. In the third phase, the study uses a system dynamics approach to build a growth model that illustrates how a company develops disruptive products, in order to verify whether a low-grade disruptive product leads to an industrial revolution where growth co-exists with co-opetition and cannibalization.
In a model of a low-level disruptive innovation’s development from the early market to emerging market, this study’s author explains that an innovation’s benefit is affected by the potential of upward development of innovation performance, whether the consumers’ needs are correctly determined or categorized in terms of innovation performance, and how effective the supportive marketing strategies are promoted. There is an interdependent relationship between the values, either in strategies and actions, brought to customers through a manager’s implementation of a disruptive innovation and corporate profitability. A systematic development pattern for disruptive innovations has the advantage of flexibility regarding risks sustained, hence the suitability for exploring potential innovations, including their feasibility. A market-leading company is advised to adopt closely interconnected projects that reinforce both the externalities and the lock-in effect, so as to increase the cost of customer transfer, the profitability, and the buffer against competitions. This study suggests that a company shall adopt a “focus and resource concentration” strategy when developing a disruptive product to display the product value, which is the customers’ top concern, and subsequently win recognition from the market while gaining the first foothold. Not only does such a strategy help lift threshold for entering the market and causes the marginal utility of innovation to diminish at a slower rate, it is also prefect for a business-building team with limited resources to achieve economies of scale, to lower investment-related risks and to eventually establish brand values in a short period of time. For maximized total revenue, an innovator should maintain a balance between demand and supply in the emerging market, take advantage of co-competition resulted from its competitors’ follow-up initiatives, and re-create values by introducing changes to the existing products.

論文審定書 ……………………………………………………… i
誌 謝 ………………………………………………………… ii
中文摘要 ……………………………………………………… iii
英文摘要 ……………………………………………………… v
目 錄 ………………………………………………………… viii
圖 次 ………………………………………………………… x
表 次 ………………………………………………………… xii
第壹章 緒論
第一節 研究背景與動機 ……………………………………… 1
第二節 研究目的 ……………………………………………… 4
第三節 研究計畫 ……………………………………………… 6
第貳章 文獻探討
第一節 破壞性創新之產業演變軌跡 ………………………… 7
第二節 破壞性創新之策略形成途徑 ………………………… 11
第三節 破壞性產品之領先上市、競爭與對企業價值之影響 18
第參章 研究設計
第一節 研究架構 ……………………………………………… 23
第二節 專家訪談研究模式 …………………………………… 28
第三節 專業團隊量化研究模式 ……………………………… 31
第四節 資料蒐集方法 ………………………………………… 36
第五節 資料分析方法 ………………………………………… 38
第肆章 實證分析
第一節 質性分析－個人電腦PC產業資料分析 ……………… 47
第二節 質性分析－華碩電腦公司與Eee PC個案分析 ……… 52
第三節 量化研究－專業團隊問卷調查分析 ………………… 71
第四節 質性與量化研究之分析總結 ………………………… 81
第五節 以系統思考發展創新影響企業價值之因果回饋環路 90
第六節 以系統動力學建構破壞性創新影響企業價值之模型 99
第七節 系統動力學模型模擬與驗證 ………………………… 109
第八節 系統動力學建模研究發現 …………………………… 126
第伍章 結論與建議
第一節 研究結論 ……………………………………………… 129
第二節 低階破壞性創新之產業演變與策略運用綜論 ……… 132
第三節 研究建議 …………………………………………… 138
第四節 研究限制 …………………………………………… 142
參考文獻 ……………………………………………………… 143
附件一 破壞性創新發展構面的專家訪談問答逐字稿 …… 155
附件二 問卷設計 …………………………………………… 162
附件三 樣本結構分析表 …………………………………… 165
附件四 轉軸後成份矩陣表 ………………………………… 169
附件五 假說驗證分析－推論統計 ………………………… 170
附表一 系統元件說明 ……………………………………… 214
附表二 系統元件設定 ……………………………………… 218

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