在資訊科技驅動的數位轉型下，生態系因而包含多方性的、異質的、以自身價值主張驅動資源整合的行動者。彼此的關係透過共享產業邏輯、標準、技術管制，形成彼此的校準架構。且由於資訊科技的影響，商品逐漸轉型趨向服務化，造就各面向的能力的需求，帶動生態系中所有行動者、互動方式等直接與間接轉變。基於價值主張，生態系核心行動者以掌握邊界資源，來達到控制生態系價值以及讓新的行動者得以加入生態系的關鍵，驅動生態系成長。以汽車產業為例，在受到電動化與自駕車出現的影響，許多汽車公司開始尋求轉型，新型生態系結構在這時空背景下逐漸受到重視。本研究基於生態系理論，旨在透過邊界調教所帶動的邊界擴張觀點，探討汽車生態系電動化轉型下，傳統汽車製造商與特斯拉生態系成長動力的差異。本研究透過公司網站、報導、汽車產業評論與訪談等管道，整理特斯拉與傳統汽車製造商的重大決策，區分為(1)零組件與車輛生產製造、 (2)電子控制與作業系統、(3)能源與移動服務三大主題。本研究揭露基於價值主張與生態系校準結構，產生大量「行動者關係加強(Reinforcement)」或是「邊界重新定義(Redefine)」，進而驅動生態系成長動力。本研究亦發現「邊界重新定義」係透過核心行動者，對於多模組進行一連串的拆解，形成新的邊界，形成「生態系成長動態邊界擴張」進行動態邊界資源調教。本研究亦拓展至產業轉型中，透過汽車產業視角，洞察在位者與新進者分別以「疊加創新」與「重構創新」建立創新策略，對於未來產業轉型與創新，以生態系角度帶來分析角度、脈絡與依據。

Due to the digital transformation under information technology improvement, ecosystem contains actors that are multilateral, heterogeneous, and conduct resource integration driven by value proposition. The relationship is controlled by an alignment structure rules by shared industrial logic, standards and technological tools. The influence of information technology also triggers the servitization of commodities, causing the demand of skillset from different category, which further transforms the actors and interactions.
Core actors control ecosystem value and essentials for new actors to enter the ecosystem by controlling boundary resources, triggering the growth of the ecosystem. Based on ecosystem theory, our research analyzes the differences of ecosystem dynamics between traditional auto maker and Tesla, with the viewpoint of boundary resource tuning. Our research collect informations of decisions and strategies from auto companies’ website, news, reports and interviews, then separate into three topics: components and car production, electric control and operating system, energy and mobility service,
Our contribution is two-fold. First, based on value proposition, and the alignment structure, core actors cause either “Reinforcement” or “Redefine” dynamics which then trigger the growth of ecosystem. Second, by “Redefine”, the core actor will conduct a series of modular deconstructure, and create new modular boundaries, forming the tuning of boundary resources, which put forward “Ecosystem dynamic boundary spanning” model. By the lens of our finding, incumbents tend to formulate innovation strategy by “add-on innovation”; while newcomers break the barrirs by “Re-structure innovation”, our research provide references for companies facing the turning point.

Abstarct 2
摘要 3
第1章 緒論 7
第2章 文獻回顧 11
第1節 平台與多邊市場 12
第2節 生態系 13
第3節 邊界資源 17
第4節 其他相關研究 19
第3章 理論架構與研究方法 22
第1節 理論模型 22
第2節 研究方法 23
第4章 案例研究資料分析 26
第1節 特斯拉生態系成長與供應商變化 28
硬體生產 33
能源服務 34
FSD與軟體開發 35
第2節 結構、零組件與生產：重新劃分與沿用 36
第2.1節 電動化轉型帶動底盤、零組件變化與翻新 38
第2.1.1節 傳統汽車底盤與零組件 39
第2.1.2節 電動車底盤與零組件 41
第2.1.3節 統整電動化轉型之零組件與底盤差異 44
第2.2節 零組件驅動之生產模式差異 46
第2.2.1節 傳統汽車製造生產模式與供應商關係加強 47
傳統汽車製造生產流程 48
第2.2.2節 特斯拉矽谷思維生產模式與新邊界劃分 53
矽谷思維生產模式 53
兼具整合與開源的新邊界劃分 55
第2.3節 模組邊界重新劃分與供應商關係加強 61
第3節 車內作業系統與電子控制設備 64
第3.1節 傳統汽車ECU系統架構與生產 65
第3.1.1節 分散式ECU電子控制架構 65
第3.1.2節 傳統汽車製造商自駕系統合作與關係加強 68
第3.1.3節 分散式架構下的車輛軟硬體更新 71
第3.2節 特斯拉單一系統軟體架構與FSD生產 73
第3.2.1節 單一系統軟體架構 73
第3.2.2節 特斯拉逐步掌握關鍵技術的FSDC生產流變 76
第3.2.3節 單一軟體架構下的軟硬體OTA更新 79
第3.3節 ECU與FSDC之綜合比較 81
第3.3.1節 ECU與FSDC形成兩種硬體建構模式 81
第3.3.2節 不同硬體建構下的差異：以驅動轉換為例 83
第3.4節 特斯拉技術掌握與傳統汽車製造商收購合作 86
第4節 能源與移動服務 88
第4.1節 電動車能源服務 89
第4.1.1節 傳統汽車公司能源服務合作策略 90
第4.1.2節 特斯拉自主布建充電站 91
第4.2節 移動服務 92
第4.2.1節 傳統汽車移動服務 93
第4.2.2節 特斯拉移動服務 95
第4.3節 特斯拉掌握能源移動vs汽車公司以合作搶占市場 96
第5章 研究結果與發現 100
第1節 由邊界重新定義驅動之生態系成長動力 102
第1.1節 特斯拉性能追求下生態系校準結構 103
第1.2節 校準結構下模組拆解驅動邊界重新定義生態系成長動力 104
第2節 由關係加強驅動之生態系成長動力 109
第2.1節 傳統汽車製造商成本降低快速搶佔之生態系校準結構 109
第2.2節 校準結構下驅動關係加強生態系成長動力 110
車輛與零組件生產 111
能源基礎建設 112
電子控制與自動駕駛 114
本段小結 115
第3節 重新定義動力下之特斯拉生態系成長 117
第3.1節 2003~2008最小可行性產品時期 118
第 3.2 節 2008~2014合資擴張時期 119
第3.3節 2014 ~ 自主研發時期 121
本段小結 122
第4節 關係加強與重新定義下創新策略意涵 123
第6章 結論與研究限制 127
參考文獻 132

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