新產業的構框是兵家必爭之地，不同的陣營爭奪著新產業的話語權，進行著一場圍繞著產業架構的平台與生態系建構的構框競賽。然而，這方面的研究仍付諸闕如，產業架構的文獻通常不會關注構框，而反之亦然，因此本文以目前方興未艾的物聯網為例，試圖填補這個研究缺口。本文針對美國與中國主要的平台建構者也是構框者(framer)，探討他們在物聯網的構框過程。在無法單打獨鬥致勝的物聯網時代，提供台灣企業結盟時的參考。
本研究針對物聯網在美國與中國的發展，研究美國IoT與中國物聯網+不同的發展歷程，以及美中兩大陣營構框者的構框(Framing)方式之異同。美國以Cisco及Google為例，將構框作為其商業生態系 (business ecosystem) 的發展策略，他們先依自身能力以內部跨部門資源整合和組織重整；再廣邀技術社群參與技術突破發展平台能力；其後與市場領導者共同構框，執行市場型先導計畫；最後對外部重要關係人構框，以建全生態系發展。歷經了願景(envisioning)、整軍(roadmapping)、誓師(alleging)、及對戰(campaigning)等四個階段。這是一個從內到外、由小至大的過程，以不同層次的構框策略結合內部轉型與合縱連橫的聯盟發展來打造自己的生態系統。
中國則以互聯網巨頭百度(Baidu) 、騰訊(Tencent) 、阿里巴巴(Alibaba)為首，從互聯網出發到“互聯網+”的平台(platform)和商業生態系建構戰略，歷經了興起(emergence) 、探索(exploration) 、擴張(expansion) 、賦能(empowerment) 、多角化(diversification) 五個階段，建構技術與生態系的屏障，從公司層級的構框擴大到國家層級的構框，從發展新興產業到領導傳統產業顛覆式的破壞式創新，以水平和垂直式結盟，快速資源整合以延續本身的競爭優勢。
本研究於平台與生態系之間的共同演化上，提出3C (Convergence, Coopetition, Control)理論模型，並以台灣的車聯網發展為例，探討台灣在物聯網發展的影響、立場與定位。

The formation of new industry architectures typically occurs in an environment of intense combative processes. The industry takes on the form of a battleground, with different camps competing for the power of discourse to frame the new industry and define its rules, especially to control the future development of platform strategies and business ecosystems. However, the amount of relevant research on the topic is still inadequate. The literature on industry architectures is usually not concerned with the framing of development or the context over said framing. Even fewer studies touch on the interactions between platforms and business ecosystems. Thus, this article will take both perspectives into consideration to fill the gap in relevant literature. In this dissertation, the primary platform builders in the United States and China will also be regarded as the different leading framers within their own respective camps. The framing process will be explored by way of its platform construction and supporter alignment techniques. Since the concept of the Internet of Things has become prominent, a company cannot fight and win solely by its own merit. These findings may serve as a reference on strategic camp selection and Taiwanese enterprise alliance formation. Regarding the differing national contexts, social and market characteristics, we categorized the development process from West companies and East companies into two major camps. Each camp has similar framing process. Cisco and Google are the two leading framers in the US, with Cisco leading the traditional communications industry and Google leading the Internet industry. Through the encoding process of qualitative research, we explore how both companies act as framers when influencing and shaping the network of industry architectures. We organize the framing process of new industry architectures into four stages: envisioning, roadmapping, alleging, and campaigning. Based on these stages, analysis on how the framers rebuilt their ability to perform internal cross-department resource integration and reorganization becomes possible. Then the framers invited technical partners to joint research and development for technological breakthrough. Finally, framers called market leaders together to implement market-oriented pilot programs and pursue their own interests in framing new industry architectures.
In China, different political governance, Institutional matureness, degree of economy development and culture factors cause the framing contest in emerging industry totally different. Instead of the term of internet of things, giant internet companies has different perspectives based on its core competence who framed the term to “Internet Plus”. In this paper we will explore the framing contest among China’s three Internet giants: Baidu, Alibaba, Tencent, as they are each platform leaders who collaborate with their business ecosystems. We will then concentrate on how framers coevolve with business ecosystem through the platform construction and transformation process. We organized coevolution process of platforms and business ecosystems into five stages: Emergence, Exploration, Expansion, Empowerment, and Diversification. China’s industry framers take an implicit approach to build their technology and business ecosystems barriers. They prioritize speed over sustainability. In order to breakthrough gray area, they frame their actions bigger than a company scope, acting as industrial leaders and patriots that plan for the government's future and for the betterment of public services. Each focus company is a mega-platform with the legitimacy to also carry national ambitions. They can each exchange data within their business ecosystem to achieve resource externalization when needed. The power of data is the way they call for their business ecosystem partners. From the corporation-wide visions to the nation-wide vision framing, from new industries to lead disruptive innovations in traditional industries, through rapid resource integration both horizontally and vertically, they sustain their competitive advantages. Through the following comprehensive case studies, we will revisit the commonalities then propose a 3C model: Convergence, Coopetition and Control. Finally, taking the Internet of Vehicles development in Taiwan as an example, we will explore the influence and market positioning on the development of the Internet of Things in Taiwan.

Chapter 1. Introduction 1
Chapter 2. Literature Review 5
Chapter 3. Research Method 11
Chapter 4. Global Trends in the Internet of Things Industry 14
4.1 Internet of Things Industry Development Status in US 16
4.2 Internet of Things Industry Development Status in China 18
Chapter 5. Western Cases: Cisco vs. Google 22
5.1 Cisco's Crisis and Transformation 23
5.2 Google: Watch the World on the Cloud 31
5.3 Conclusion and Discussion 40
5.3.1 Envision vs. Path Dependence Theory 41
5.3.2 Roadmapping vs. Dynamic Capability Theory 42
5.3.3 Alleging vs. Technology Strategic Alliance 43
5.3.4 Campaigning vs. Marketing Strategic Alliance 44
Chapter 6. Eastern Cases: Baidu, Alibaba and Tencent (BAT) 46
6.1 Baidu: Eastern Google, Connected People with Information 49
6.2 Alibaba: Build Online Business Infrastructure for China SMEs 55
6.3. Tencent: A Vision of Connected Everything 67
6.4 The Contests between BAT 74
6.5 Conclusion and Discussion 87
6.5.1 3C model (Convergence, Coopetition and Control) 87
6.5.2 Convergence vs. Economies of Scale and Economies of Scope 99
6.5.3 Coopetition vs. Strategic Alliances 104
6.5.4 Control vs. Open Innovation 109
Chapter 7. The Implications of the Framing Competition in Taiwan 110
Chapter 8. Reference 112

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