描繪技術的未來並成為遊戲規則的改變者是每個科技公司不斷追求的目標。隨著生態系統策略在商業上被越來越多管理者採用，我們認為有必要研究公司如何透過生態系統策略來擴展科技的應用情境。本研究通過研究元太科技公司於2012年開始的生態系策略佈局，了解其如何運用生態系統策略重振業務的電子紙企業的研究。並回答了一間企業如何從以產品為導向向以生態系統為導向的方式將一項新技術商業化，以及其生態系統內的機制機制為何。我們觀察到，在生態系擴大規模之前，企業必須先對生態系統進行原型設計。而原型設計的目的不是為了產生利潤，而是為了透過較低成本的小型測試，來驗證市場需求和價值，同時吸引合作夥伴共同創造價值。研究結果亦指出，生態系統中的參與者也隨著技術演進的需求與技術規格的提升近而同步轉型。每個參與者利用其的核心能力共同克服障礙和挑戰來共享與共創這個過程，以實現生態系統中的集體目標。本研究整理了四個公司從以產品為導向轉變為以生態系統為導向的策略。在理論面，以往的研究大多側重於討論如何管理或參與一個已存在的生態系統，而本研究補充說明在進入生態系統之前的準備階段。

Mapping the future of a technology and becoming the game-changer is the continuous quest for every technology company. As ecosystem strategy is increasingly adopted by managers, it is worth to reveal how company could expand the applications by taking an ecosystem-oriented strategy. By studying the e-paper company who revived its business by ecosystem strategy, this study answers the question of how a company cultivate from product-oriented to ecosystem-oriented approaches to commercialize a novel technology and what are the mechanisms within the ecosystem. We observed that before committed to big-scale implementation, prototyping an ecosystem is necessary. The purpose of it is not to generate profit but to validate market needs and value as well as attract partners to co-create value. The results also point out that actors in the ecosystem also involve in the co-creation and co-evolution of the technology to synchronize with the technical specification of the transformation. Each actor shares this process by leveraging their core abilities to overcome barriers and challenges together to achieve the desirable collective goals in the ecosystem. The study highlights four strategies how a company could change from product-oriented to ecosystem-oriented. Theoretically this study extends the ecosystem preparation stage before establishing an ecosystem as previous studies most focus on discussing how to manage or participate in the existing ecosystem.

ABSTRACT I
ACKNOWLEDGEMENT III
LIST OF TABLES VII
LIST OF FIGURES VIII
CHAPTER 1 INTRODUCTION AND CASE OVERVIEW 1
1.1 Background 1
1.2 The aggregation levels of digital transformation 2
1.3 ESL Retail Transformation 4
1.4 Aim and purpose 6
CHAPTER 2 LITERATURE REVIEW 8
2.1 General Purpose versus Ecosystem-oriented Technology 8
2.2 Stages of Digital Transformation 9
2.3 Value Co-Creation and Actor Engagement in Business Ecosystem 10
2.4 Retail Ecosystem Digital Transformation and the aggregation Levels 11
CHAPTER 3 RESEARCH METHODOLOGY 16
3.1 Case Study 16
3.2 Data Collection and Analysis 17
CHAPTER 4 FINDINGS 20
4.1 Pre-development of Electronic shelf label 20
4.1.1 A lesson learned from e-reader failure in 2010 20
4.1.2 The transformation from production-oriented to ecosystem-oriented 20
4.1.3 Prototyping an ecosystem 21
4.2 Summary of the pre-development 23
4.2.1 Four transformation strategies for an ecosystem-oriented company 23
4.3 The impacts on the retail industry: ESL retail transformation 25
4.3.1 Stage 1: Modernization 27
4.3.2 Stage 2: Enterprise-wide transformation 30
4.3.3 Stage 3: New business creation 33
4.4 Summary of the transformations 36
4.4.1 Transformation from tangible to intangible businesses 36
CHAPTER 5 DISCUSSIONS 39
5.1 ESL retail transformation impact on each aggregation levels 39
5.1.1 Five layers from hardware to connected labeling solutions 39
5.1.2 The role of retailers, ESL hardware providers, and Digital technology companies to co-evolve ESL 41
5.1.3 Micro / Individual Level 43
5.1.4 Meso / Organizational Level 44
5.1.5 Macro / Ecosystem Level 46
5.2 Co-evolution in the ESL Retail Transformation 47
5.2.1 Business model shifts 48
CHAPTER 6 CONCLUSION 50
6.1 Managerial Implications 50
6.2 Theoretical Implications 51
6.3 Limitations and Future Research Directions 52
CHAPTER 7 REFERENCES 54

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