在過去二十年左右的時間裡，企業一直不斷的尋找海外、中國、印度的廉價勞動力。只要能連上網路，許多的工作因為產品技術及軟體應用的進步，業餘人士與專業人士之間的分際隔離越來越模糊，大量的網路使用者提供了企業彈性的勞動力及智慧力，這種通過網際網路提供的匿名服務被指稱為眾包，世界銀行估計群眾外包工作的市場規模到2016年，工作量已達到48億美元。眾包在日本地區已是相當成熟的產業，針對日本國內業者，從網路及媒體報導中，發現CrowdWorks是具有創新服務，並且已經公開發行上市的眾包平台企業，總共擁有250萬會員，為日本最大的眾包平台之一，因此選擇CrowdWorks為個案研究企業。本研究的研究問題是日本CrowdWorks的商業模式。即目標客層、顧客關係、通路、價值主張、關鍵合作夥伴、關鍵資源、關鍵活動、收入來源、成本結構；經由CrowdWorks公司網站及相關新聞報導等次級資料的支持，釐清各個構面的内容及其之間的關係。
本研究的研究目的是發掘二十一世紀創新工作模式的商業模式以及在日本以外的地區推行的可能性。目前台灣經濟停滯不前，也直接影響了就業環境，大部分工作者的薪資收入並無增加，雖然基本工資已連續幾年調整，但也只是幫助了邊際勞動者的收入，年輕人的實質薪資仍停留在十年前，弱勢工作者的狀況與日本雷同，少子老齡化在台灣也是現在進行式。因此希望在研究個案的過程中，能找出協助改善工作的問題。
從CrowdWorks的個案中，發現平台適時提供了主要合作雙方，安全便利的機制與配套，發包方、接包方、中介平台三者關係密不可分。藉由個案分析，本研究結果共有四點，第一，眾包是無所不在的，從商業、生產、金融、教育、研究發展等都可以運用。第二，開創企業新選擇，把群眾的能力轉化為企業外部潛在的能力。第三，群眾勞動力價值最大化，社會上所有的人都能有管道發揮他的潛力或價值。第四，群眾工作大變革，真正實施了無國界、無地域、無時間限制的，二十一世紀創新工作模式。
最後，本研究給予政府的建議，政府政策法令必須對於勞動力衆包產業的支持，政府或公務機關也可以成為發包方，將需求發包由衆包平台的群眾來承接，以支持其發展。給予欲發展此行業企業的建議，是增加長期簽約客戶和開發大型客戶企業，以及重視法律相關條文，增加非眾包營收以分散公司經營風險。

In the past two decades, firms have been constantly looking for cheap labor from overseas, such as China, and India. As long as they can connect to the Internet, many jobs between amateurs and professionals are becoming more and more blurred due to the advancement in product technology and software applications. A large number of Internet users provides the firm with the flexible workforce and intelligence, these anonymous services provided through the Internet is referred to as Crowdsourcing. The World Bank estimates that the marketing for mass outsourcing work will reach $4.8 billion in 2016. Crowdsourcing is a fairly mature industry in Japan from the Internet and media reports, CrowdWorks is a crowdsourcing platform company with innovative services and has been publicly traded. It has a total of 2.5 million members, and has been one of the Japan's largest crowdsourcing platforms, therefore we choose CrowdWorks as a case study company.
The research question in this study is the CrowdWorks’ business model, including: customer segments, customer relationships, channels, value proposition, key partners, key resources, key activities, revenue structure, cost structure. We clarify the content of each construct and their relationship between them based on the information from the CrowdWorks’ website and its related news reports.
The purpose of this study is to explore the business model of innovative work model and the possibility of implementation outside of Japan in the 21st century. At present, Taiwan’s economy is stagnant and directly affects the employment environment, and the most workers’ income has not increased for long time. Although the basic wage has been adjusted for several years, it only helps the marginal workers’ income, and the young workers’ salary still stays in a decade ago. The situation of the disadvantaged workers is similar to that of Japan, and lower birth rate and aging society also appears in Taiwan. Therefore, we hope to find out a business model to improve the current work situation in this study.
From the case of CrowdWorks, we found that the platform provided the main cooperation partners with safe and convenient mechanism supported, and there existed an inseparable relationship between the contractees, contractors and the intermediary platform. We found four important results in this study. First, crowdsourcing is ubiquitous, and it can be applied in business, production, finance, education, research and development. Second, crowdsourcing can create a new choice for firm, and it can transform the capabilities of the masses into potential capabilities outside the firm. Third, crowdsourcing can achieve the value of the mass labor force maximized, and all people in the society will have a channel to exert his potential or value. Fourth, the mass work has undergone major changes, and truly implemented a work model innovation without borders, geography, and time constraints in the 21st century.
Finally, this study gives some advice for the government and the firms. The government policy should support the labor crowdsourcing industry. For example, the government or public service agency can also become a contractor, and they can share their demand to the crowdsourcing platform for supporting its development. The firm should increase long-term contracted customers and develop large-scale client companies, as well as to attach importance to legal provisions and increase non-crowdsourcing revenue to diversify corporate risks.

摘要 I
Abstract III
誌謝辭 V
目錄 VI
表目錄 VII
圖目錄 VIII
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究目的與問題 1
1.3 研究流程 2
第二章 文獻探討 4
2.1 商業模式 4
2.2 眾包的平台經濟 7
2.2.1 眾包的概念 7
2.2.2 眾包與外包的不同 11
2.2.3 平台模式 13
2.3 眾包平台的商業模式 17
2.4 研究架構 19
第三章 研究方法 20
3.1 個案研究法 20
3.2 個案選擇 20
3.3 資料蒐集 21
3.4 資料分析 21
第四章 個案分析 22
4.1 日本勞動力市場背景介紹 22
4.2 CrowdWorks企業介紹 24
4.3 中小型企業衆包商業模式：以設計類爲例 31
第五章 結論與建議 45
5.1 結論 45
5.2 建議 46
參考文獻 49

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中文文獻
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