管理學院: 國際企業學研究所指導教授: 吳學良謝越竹Hsieh, Yueh-ChuYueh-ChuHsieh2017-03-032018-06-292017-03-032018-06-292015http://ntur.lib.ntu.edu.tw//handle/246246/274799Christensen於1997年出版《創新的兩難》後，「破壞性創新」(disruptive innovation)一詞廣為企業探討。但實際上，並非所有的企業在面對破壞性創新這陣強風面前都選擇示弱。Raffaelli (2013)認為仍然有些企業堅持保留舊有技術並起死回生，甚至較以往來得更加成功。因此本論文研究當舊市場廠商在面對破壞性創新時，是如何透過內部的改革、產品的重新定位等方式，將因破壞性創新的出現而遭到併吞的市場奪回、找到新舊技術共存的平衡點。檢視五個不同產業個案，包括Montblanc, Swatch, Folio Society, Sotheby’s, MegaNews，的生存方式及策略意涵。Since HBS professor Christensen’s notion of ‘disruptive innovation’ in《Innovator’s Dilemma》in 1997, the term has widely drawn academic and practical attention for its impact on both incumbents and startup companies. However, not all of incumbent firms surrendered themselves in front of the disruptive innovators. As Raffaelli (2013) argues that some companies can resuscitate to remain competitive by preserving their legacy technologies, the thesis aims to investigate how incumbents with legacy technologies or practices, when invaded by disruptive innovation, successfully survive in the market by internal reforming and product re-positioning. Five cases in different industries, including Montblanc, Swatch, Folio Society, Sotheby’s and MegaNews are examined for the ways they survive. Strategic implications are also developed upon the case studies.1583860 bytesapplication/pdf論文公開時間: 2017/8/3論文使用權限: 同意無償授權破壞性創新既有廠商存活舊技術策略復興Disruptive innovationIncumbent firmsSurvivalLegacy technologyStrategic Renewalthesishttp://ntur.lib.ntu.edu.tw/bitstream/246246/274799/1/ntu-104-R02724023-1.pdf