本研究乃探討如何整合並利用通用性資產（generic assets），成為e-Business雲平台（cloud platform）的優勢資產而實現創新價值。

本研究發現e-Business於機會辨識中發現通用資產的利用價值，而後進行雲平台的建構發展，透過賦名（Framing）、聚集（Aggregation）策略及關鍵資源（Resources）三者，可以驅動通用資產產生巨大力量，成為支持平台成功的優勢資源，吸引行動者參與（participation），而得以實現創新利益。

本研究補上了過去學者們在企業資源及策略研究中，僅著重於專用性資產（specialized assets）利用的不足，從而建立一個新的探索領域，並為e-Business企業如何建立競爭優勢地位提供方法及論述。

This study explores how to integrate and leverage generic assets to become the core assets of the e-business cloud platform and achieves innovative value.

This study finds that e-business discovers the value of generic assets in opportunity recognition, and then constructs and develops the cloud platform. Through Framing, Aggregation strategy and Resources, the platform can drive the generic assets to generate high power and become its advantageous resources, attracting the participation of actors and achieving innovative benefits.

This research complements the deficiency of past research on corporate resources and strategy that focuses only on the specialized assets, thus developing a new field of exploration and providing methods and discussions of how e-business companies establish competitive advantage.

摘 要 I
ABSTRACT II
謝　誌 III
目　錄 IV
圖 目 錄 VIII
表 目 錄 X
第壹章 導 論 1
第一節 研究動機與研究問題 1
第二節 論文架構 5
第貳章 文獻探討 7
第一節 e-Business雲平台及價值創造 7
2-1.1雲平台的生態體系 8
2-1.2雲平台的資源整合 9
2-1.3參與雲平台 10
2-1.4雲平台的價值創造 10
第二節 機會辨識 12
第三節 策略 14
2-3.1 制度興業家 17
2-3.1.1賦名（Framing） 18
2-3.1.2聚集（Aggregation） 19
第四節 關鍵資源與能力 21
2-4.1互補性資產 21
2-4.1.1 專用性資產 22
2-4.1.2 通用性資產 24
2-4.2能力 26
2-4.2.1 IT能力 27
2-4.2.2 行銷能力 28
2-4.2.3核心能耐 29
2-4.2.4動態能力 30
2-4.2.5學習吸收能力 30
2-4.2.6開放式創新能力 31
第五節 理論發展與研究目的 31
第叁章 研究架構與方法 33
第一節 研究架構 33
3-1.1 賦名（Framing） 34
3-1.2 聚集（Aggregation） 35
3-1.3 關鍵資源（Resources） 36
第二節 研究方法 37
3-2.1 資料及歸納: 39
第肆章 實徵個案 44
第一節 Airbnb 44
4-1.1 緣起 44
4-1.2 Airbnb 的定位及主張 45
4-1.3 Airbnb 的行動者雙邊利益及參與 46
4-1.4 IT能力實現Airbnb的服務創新 47
4-1.5 Airbnb的賦名與聚集 47
4-1.6 Airbnb的行銷聚集能力 53
4-1.7 Airbnb的成功模式 54
4-1.8 Airbnb 面對各國法規的賦名與聚集 55
第二節 Uber 56
4-2.1 緣起 56
4-2.2 Uber的定位及主張 56
4-2.3 Uber的行動者雙邊利益及參與 58
4.2.4 IT能力實現Uber的服務創新 58
4-2.5 Uber的賦名與聚集 59
4-2.6 Uber行銷聚集能力 63
4-2.7 Uber的成功模式 65
4-2.8 Uber反對新交通法規的賦名與聚集 65
第三節 Trade Asia 66
4-3.1 緣起 66
4-3.2 TradeAsia的定位及主張 67
4-3.3 TradeAsia的行動者雙邊利益及參與 68
4-3.4 IT能力支持TradeAsia的服務價值 68
4-3.5 TradeAsia的賦名與聚集 69
4-3.6 TradeAsia的行銷聚集能力 70
4-3.7 TradeAsia 的成功模式 73
第四節 IoT Mart 74
4-4.1 緣起 74
4-4.2 IoT Mart的定位及論述 75
4-4.3 IoT Mart的行動者雙邊利益及參與 76
4-4.4 IT能力實現IoT Mart的服務創新 76
4-4.5 IoT Mart的賦名與聚集 77
4-4.6 IoT Mart的行銷聚集能力 78
4-4.7 IoT Mart的成功模式 79
第伍章 資料分析及研究發現 80
第一節 資料歸納及分析： 80
5-1.1 雲平台的機會辨識 80
5-1.2 雲平台的賦名 81
5-1.3 雲平台的聚集 82
5-1.4 關鍵資源：IT 能力 84
5-1.5 關鍵資源：行銷能力 85
5-1.6 雲平台機制與論述促進行動者參與 86
第二節　研究發現 89
5-2.1外部機會辨識與行動者參與策略 89
5-2.2 內部關鍵資源與支持能力 92
5-2.3 行動者參與增進平台價值與關鍵資源能力 94
第陸章 結論與管理意涵 96
第一節 理論與實務意涵 96
6-1.1理論學術方面 96
6-1.2管理實務方面 97
第二節 研究限制與未來研究方向 100
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