隨著全球走向愈加開放的趨勢，學習技術的門檻相對降低，接收新資訊的機會愈來愈多，今日多數聞名全球的案例不再純粹以最新技術為成功因素，像是Apple考量使用者的需求，不採用實體光碟機，並以簡約風格設計產品，即為以注重顧客價值之設計創新為主的典型案例；Uber與Airbnb則為商業模式創新帶來最好的詮釋，打造截然不同的營運型態。因此，技術創新、設計創新、商業模式創新之間是否具有相互影響的關係？在面對這波創新的浪潮之下，企業瞭解商業模式創新的關鍵因素與解析創新之間的因果關係成為非常重要的課題。從文獻探討中更發現研究大多著重在技術創新與設計創新或技術創新與商業模式創新的關係，對於三者之間的關係較缺乏系統與結構性的探討。
本研究針對國內科技業中，具有技術創新、設計創新與商業模式創新的公司進行探討，從文獻回顧、專家及學者建議、網路相關報導中發現緯創資通及微星科技的商業模式創新相當成功且都擁有技術與設計創新，故挑選這兩家公司為個案對象。資料來源的部分，由訪談的初級資料深入探究技術、設計與商業模式創新之間關係，並佐以次級資料，透過雙個案歸納整合的方式，嘗試找出其未來永續發展的創新方向，以期許對台灣企業的發展策略及創新議題有所助益。
從緯創與微星的個案，發現兩家公司的三者創新之間皆為密不可分的關係，且皆以商業模式創新為主去推動技術與設計的創新。藉由個案分析，本研究結果發現有四。第一，技術、設計與商業模式創新對於發展具有一定規模的企業而言，如欲突破既有的營運模式，單憑任何一項要素所產生的效果有限且短暫，每一項創新因素皆有其重要性，缺一不可。第二，商業模式創新會推動技術創新與設計創新，商業模式運作時彼此互相合作。第三，企業執行商業模式創新的成效極有可能反映於公司的績效。第四，採行商業模式創新能夠幫助驅動企業競爭策略的進行。
總結來說，當企業要推動競爭策略，可以先檢視自身所擁有之優勢與利基市場，以商業模式創新為主，驅動技術創新、設計創新與整體競爭策略的運作。最後，亦針對未來欲突破現況，發展自身獨特性與優勢之企業，提出建議與具體作為。

Along with the world’s trendy moving towards open development, the threshold of learning new technology is getting lower, and consequently the chances of receiving new information are getting more increased. Nowadays, most of the globally famous companies succeed relying rarely only on their latest technologies. For example, Apple Inc. removes physical CD-ROM by considering the needs of users, and designs simple style products, which is the typical case of design innovation focusing on customer needs. Uber and Airbnb develop new business model which are the good examples of sharing economy. What is the relationship between technological innovation, design innovation, and business model innovation? Facing the wave of innovation, it is a very important issue for enterprises to realize the key factors of business model innovation as well as the relationship between technological innovation, design innovation, and business model innovation.
By reviewing the literature and survey, the author found that most of the research focused on the relationship between technological innovation and design innovation or the relationship between technological innovation and business model innovation. Few studies and structural survey have investigated the relationship between the three innovation factors.
This study focuses on companies with technological innovation, design innovation, and business model innovation in the domestic technology industry. Based on the literature review, experts’ suggestion and the industrial reports, the author found the two successful firms, Wistron and MSI's, have business model innovation, technological innovation and design innovation at the same time. Therefore, this research focuses on the two companies for conducting the case study. In this study, interviews as primary data and secondary information are employed to explore the relationship between technological, design, and business model innovation. The research aims to find the future direction of sustainable development through the integration of the two cases. From the cases of Wistron and MSI, it is found that the innovation of the two companies is inextricably linked, and both of the companies drive technological innovation and design innovation mainly through business model innovation.
By case analysis, this study found four results. First, the technological, design and business model innovation for the enterprises is indispensable. In order to break through the existing mode of operation, the effect of any innovation model alone is limited and short, which means each innovation model has its own importance and necessity. Second, business model innovation will primarily promote technological innovation and design innovation. Third, the implementation of business model innovation tends to reflect the company's performance. Fourth, the adoption of business model innovation can drive firms to implement business competition strategy.
In summary, enterprises aiming at business competition strategy can review their own advantages and niche market in advance to promote their competition strategy. Especially, they may use business model innovation to drive technological innovation, design innovation and the overall strategy of the company operation. Finally, this study aims to provide specific recommendation to the enterprises wondering to break their current situation, as well as developing their own uniqueness and advantages in the future.

摘要 i
Abstract iii
誌謝辭 v
圖目錄 ix
表目錄 x
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究問題與目的 2
1.3 研究流程 3
第二章 文獻探討 5
2.1 技術創新 6
2.2 設計創新 7
2.3 商業模式創新 9
2.3.1 商業模式 9
2.3.2 商業模式創新 13
2.4 技術創新、設計創新、商業模式創新之間關係 14
2.4.1 技術創新與設計創新之間關係 14
2.4.2 技術創新與商業模式創新之間關係 15
2.4.3 設計創新與商業模式創新之間關係 16
第三章 研究方法 17
3.1 個案研究法 17
3.2 個案選擇 17
3.3 資料蒐集 19
3.3.1 初級資料蒐集 19
3.3.2 次級資料蒐集 20
3.4 研究架構 21
第四章 個案分析 22
4.1 個案一：顧客導向差異化與多角化之商業模式 22
4.1.1 公司背景 22
4.1.2 技術創新 24
4.1.3 設計創新 26
4.1.4 商業模式創新 28
4.1.5 未來機會與挑戰 32
4.2 個案二：全方位顧客體驗之商業模式 34
4.2.1 公司背景 34
4.2.2 技術創新 35
4.2.3 設計創新 37
4.2.4 商業模式創新 41
4.2.5 未來機會與挑戰 43
4.3 個案研究成果與討論 46
4.3.1 個案一：顧客導向差異化與多角化之商業模式 46
4.3.2 個案二：全方位顧客體驗之商業模式 48
第五章 結論與建議 51
參考文獻 55

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