:::

詳目顯示

回上一頁
題名:台灣OTT影視平台生態系統之研究
作者:涂敏怡 引用關係
作者(外文):TU, MING-YI
校院名稱:世新大學
系所名稱:傳播研究所(含博士學位學程)
指導教授:陳清河
學位類別:博士
出版日期:2018
主題關鍵詞:OTT多邊平臺平台商業模式商業生態系統競合OTTMulti-sided platformPlatform Business ModelBusiness EcosystemCo-opetition
原始連結:連回原系統網址new window
相關次數:
  • 被引用次數被引用次數:期刊(1) 博士論文(0) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:1
  • 共同引用共同引用:0
  • 點閱點閱:0
OTT產業近年來在台灣迅速發展,因4G頻寬成熟及用戶度大增、智慧型裝置的普及,讓許多台灣的新舊媒體業者紛紛跨足OTT領域。台灣OTT影音市場的持續成長值得深入探索,然而少有相關研究探討台灣OTT影音平台的商業模式與生態系統內的互相競爭/共同合作關係,因而引發本論文的研究動機,針對平台商業模式與生態系統策略進行分類、解讀、以及分析。
本研究首先依照OTT平台的服務特性,歸納出台灣三大類型OTT平台:利基型、加值服務型與新興型OTT平台。接著,用以下方法分析台灣OTT平台的商業模式,包括:(1)商業模式圖外在環境分析(含:市場力量、產業力量、關鍵趨勢、總體經濟力量)(2)全台各OTT平台營運現況(含:提供內容分析、收費/免費方案分析、易用性比較);(3)與產官學專家、及所選八家個案平台的高階經理人進行訪談,以驗證台灣OTT個案的平台商業模式(含:個案的價值主張、價值網路與價值融資策略三大面向)與商業生態系統。
筆者亦歸納出台灣三大類型OTT平台的商業生態系統架構,並深入探討這三類平台之間的競爭,以及平台與利益關係人(stakeholder)之間的競爭與合作。此外本研究亦分析OTT生態系統關鍵物種的特質、內容業者在OTT生態系統中面臨的挑戰與機會、以及台灣OTT平台生態面臨外在威脅衍生的管制議題。
主要貢獻有以下幾點:第一、台灣現有OTT平台眾多,三大類型OTT之間呈現激烈的競爭關係,但是也有部分平台業者開始進行策略聯盟。第二、 境外非法網站和OTT網站造成的潛在威脅之外,市場主導者(SMP)在網路廣告市場的壟斷也是隱憂。第三、台灣OTT業者與整體電視生態系統乍看之下似乎新舊交織錯綜複雜,但OTT平台在IPTV平台上與既有IPTV服務產生互補,猶如共同演化。第四、透過業界人士深度訪談與台灣OTT產業個案分析,發現台灣產官學界仍然習慣用「產業鏈」思維探討台灣電視產業遭遇問題,因而無法洞悉產業問題的根源是整體生態環境的問題。
研究建議如下:第一、台灣業者應該以「生態系統」角度,思考如何經營OTT服務,儘量增加利益關係人,使平台成長規模持續擴大。第二、建議政府正視並積極徹查盜版影音網站,並立刻開始研擬境外網站對台灣OTT業者不公平競爭的因應方式。第三、學術研究者進行生態環境中的破壞者(如盜版)對網路媒介商業生態系統的危害研究。
The OTT (Over The Top) video industry has been rapidly developing in Taiwan in recent years. Due to the maturity of 4G broadband, the popularization of smart devices has enabled many new and traditional media industrial players in Taiwan to step into the field of OTT. Taiwan's continuously growing OTT video market deserves in-depth exploration. However, few studies have explored business models and the competitive and cooperative relationships between the ecosystems among Taiwan’s OTT video platforms. Therefore, this research will classify, interpret, and analyze platform business models and ecosystem strategies in Taiwan’s OTT video industry.
This research first summarizes three types of OTT video platforms in Taiwan, through their service features: niche-based, value-added services, and emerging OTT video platforms. Furthermore, the author analyzes several aspects of the OTT video platform business model in Taiwan, through the following methods: 1)environment analysis of business models canvas (including market forces, industry forces, key trends and macro-economic forces), 2)current state analysis (including content analysis, pricing strategy and functional comparison), and 3) in-depth interviews with selected experts and senior managers of eight main Taiwan OTT video platforms to verify the platform business model (including value proposition, value network and value financing) and business ecosystem.
The author also analyzes business ecosystems, and investigates the co-opetition behaviors between the three types of Taiwan OTT video platforms and its stakeholders. In addition, the author identifies important traits of keystone species in this OTT ecosystem, challenges and opportunities of the OTT video platform providers, as well as regulatory issues that derive from external threats to the ecosystem of Taiwan OTT video platform.
The main findings of this research are as follows: first, Taiwan’s limited market is already oversaturated by OTT video platforms, and the competitions among the three major types of OTTs have been fierce. On the other hand, some platforms have started strategic alliances. Second, there are three potential threats to the OTT video industry in Taiwan: illegal overseas OTT TV websites, foreign OTT video websites, and Significant Market Power (SMP) in online advertising market. Third, at first glance, the intertwined relationships between OTT video platform and the existing video ecosystem in Taiwan seem complex, but the OTT video platforms have evolved through complementing existing IPTV services. Fourth, through industry-based in-depth interviews, it is found that the industrial and academic researchers in Taiwan are still accustomed to using the “industrial chain” perspective to discuss the problems encountered in the television industry in Taiwan. The author argues that the conventional perspective is insufficient in finding solutions for the root cause problems coming from the larger ecological environment.
The research suggestions are as follows: first, operators of Taiwan OTT Video platforms should consider operating OTT video services in the “ecosystem” perspective, and maximally increase their stakeholders to keep expanding their platforms’ growth scale. Second, Taiwan’s government should proactively investigate and prosecute illegal overseas OTT video websites, and develop timely strategies to counter unfair competition from foreign OTT video websites. Third, academic researchers should conduct further studies on threats of malignant competitors in the Internet media business ecosystem (such as piracy).
王雲東(2007)。社會研究方法:量化與質性取向及其應用。新北市:威仕曼。
中央社(2016/2/21)。路透趨勢預測網路影音將瓦解電視業。中央社。取自http://www.cna.com.tw/news/ahel/201602210265-1.aspx。
文化部影視及流行音樂產業局(2016)。影視廣播內容產業調查及趨勢研究調查報告。
尤傳莉(譯)(2012)。獲利世代:畫出你的商業模式(原作者:Osterwalder, A., & Pigneur, Y.)。臺北市:早安財經文化。(原著出版年:2010)
台北市媒體服務代理商協會(MAA)(2017)。2017年台灣媒體白皮書。
艾瑞諮詢(2016)。中國電視台轉型研究報告。取自http://www.iresearch.com.cn/
report/2633.html。
李天任、藍莘(譯)(1995)。大眾媒體研究(原書 Wimmer, R. D. & Dominick, J. R.)。臺北市:亞太圖書出版社。(原著出版年:1991)
李田樹等(譯)(2003)。管理是什麼(原作者:Magretta, J.)。臺北市:天下文化。(原著出版年:2002)
李明軒、邱如美(譯)(2010)。競爭優勢(上)(下)(原作者:Porter, M.)。臺北市:天下文化(原著出版年:1985)。
李芳齡(譯)(2016)。平台經濟模式(原作者:Parker et al.)。臺北市:天下文化(原著出版年:2016)。
李鴻典(2016/11/24)。做電視的主人!調查:OTT付費用戶比例已佔26%。三立新聞網。取自http://www.setn.com/News.aspx?NewsID=201148
李鴻裕(2009)。運用生態理論探討後3G行動通信產業之變遷與發展以及台灣廠商之挑戰與機會。國立交通大學科技管理研究所博士論文。
吳思華(2000)。策略九說。臺北市:臉譜。
尚榮安(譯)(2001)。個案研究(原作者:Yin, R. K.)。臺北市:弘智文化。(原著出版年:1994)
科技中心(2016/11/17)。女性比男性更愛手機看影片韓劇就是吸睛。Now News。取自http://www.nownews.com/n/2016/11/17/2307681
何英煒(2016/4/6)。OTT大亂鬥台灣市場百花齊放。中時電子報。取自http://www.chinatimes.com/newspapers/20160406000113-260204
林佩蓉(2014)。數位匯流對臺灣電視媒體產業生態影響之研究。國立台灣大學復旦EMBA境外專班碩士論文。
林韋伶(2016/5/25)。觀看線上影音行為調查好萊塢電影最受青睞。蘋果日報。取自http://www.appledaily.com.tw/realtimenews/article/new/20160525/
870302/
林韋葳(2017)。影視OTT平台發展之產業變革與挑戰。台灣經濟研究月刊,40(5),129-136。
林淑惠(2017/10/16)。OTT打群架 掀結盟風潮。工商時報。取自http://www.chinatimes.com/newspapers/20171016000081-260202
林睿康(2016/10/7)。OTT時代來臨 有線寬頻產業協會:71%民眾用手機看影音。ET Today。取自https://www.ettoday.net/news/20161007/789140.htm?
feature=todaysforum&tab_id=268
邱莉玲(2017/10/27)。台灣線上影視產業協會 11/2成立。中時電子報。http://www.chinatimes.com/newspapers/20171027000188-260210
邱昰芳(2014)。平台策略打破傳統價值鏈,營造共生共榮的生態系統。台灣經濟研究月刊,37(10),101-106。
姚玉薇(2007)。台灣南部數位內容產業生態之研究。國立中山大學傳播管理研究所碩士論文。
胡幼慧、姚美華(1996)。一些質性方法上的思考。載於胡幼慧(主編),質性研究:理論、方法及本土女性研究實例(141-157頁)。臺北市:巨流。
涂敏怡(2017)。台灣OTT TV商業模式分析初探。理論與政策,20(2),127-160。
馬瑞璿(2017/8/18)。Akamai調查:串流品質 直接影響OTT觀眾忠誠度。經濟日報。取自:https://udn.com/news/story/7240/2650067
高慈薏(2016)。OTT發展趨勢分析。資策會MIC。取自http://mic.iii.org.tw/aisp/
黃升民、周艷、龍思薇(2013)。八問 OTT—OTT 對電視產業的影響和對策解析。現代傳播,10,1-4。
黃開芳(2004)。以價值鏈分析台灣宗教電視台之策略。國立中山大學傳播管理學研究所碩士論文。
黃耀德(2012)。以生態及權變觀點探討我國數位匯流產業之共生結構。世新大學傳播研究所博士論文。
許文宜(2009)。我國數位電視平台生態模式之探討。世新大學傳播研究所博士論文。
許文宜、劉幼琍、陳彥龍(2015)。新興視訊平台發展對有線電視產業衝擊之研究。國家通訊傳播委員會委託計畫(編號:PG10309-0012)。
許碧芳、涂敏怡(2017)。美中台OTT TV內容整合業者之產業價值鏈分析。第12屆傳播管理發展與趨勢學術研討會—跨界、匯流與全媒體。
許琦雪(2015)。OTT競爭下有線電視產業的危機與轉機─跳脫傳統電視框架。NCC News,4。取自:http://www.nici.ey.gov.tw/Upload/RelFile/3201/
726972/73b58f53-ba70-45c6-b6e7-18ebc37645b0.pdf
莊書怡(2016/9/26)。眼球之爭手機大獲全勝~台灣民眾平均每天滑手機205分鐘是看電視時間的2倍!FIND市場情報。取自https://www.find.org.tw/market_info.aspx?k=2&n_ID=8926
陳文君(2011)。論雙邊市場的興起及對我國發展現代服務業的啟示。價格月刊,2011,2。
陳文俊(譯)(2005)。社會科學研究方法(原作者:Babbie, E. R.)。台北市:湯姆生。(原著出版年:1998)
陳灯能(2004)。知識生態理論的建構與實證。國立中山大學資訊管理學系博士論文。
陳威如、余卓軒(2013)。平台革命:席捲全球社交、購物、遊戲、媒體的商業模式創新。臺北市:商周出版。
國家通訊傳播委員會(NCC)(2017a)。2017年第2季 2G/3G/4G 行動通訊市場統計資訊。取自:https://www.ncc.gov.tw/chinese/news_detail.aspx?site_
content_sn=3773&is_history=0&pages=0&sn_f=38060
國家通訊傳播委員會(NCC)(2017b)。106年第3季有線廣播電視訂戶數。取自:https://www.ncc.gov.tw/chinese/news_detail.aspx?site_content_sn=2989&is_history=0&pages=0&sn_f=38260
郭志忠(2015)。台灣數位電視產業之商業模式分析─以博斯為例。國立高雄大學高階經營管理碩士在職專班(EMBA)碩士論文。
郭錦榮(2009)。商業生態策略與資訊分享之配適研究。國立臺北大學企業管理學系博士班博士論文。
郭國泰(2007)。軟體商業生態系統中利基者經營模式之變遷:以資訊安全軟體公司為例。國立政治大學企業管理研究所博士論文。
畢畢(2016/5/19)。【OTT系列】專訪民視「四季線上影視4gTV」總經理王宗弘/不投資做內容只是死路一條。娛樂重擊。取自:http://punchline.asia/archives/25885
資策會(2017)。2016年消費者愛用App大洗牌!社交聊天軟體漲幅逾1成 影音娛樂使用率首破5成擠進第二名 行動遊戲、行動購物App漸退燒。取自:https://www.iii.org.tw/Press/NewsDtl.aspx?nsp_sqno=1952&fm_sqno
=14
資誠聯合會計師事務所(2017)。2017 全球與臺灣娛樂暨媒體業展望報告:使用者體驗 引領全球娛樂暨媒體業未來。取自:https://www.pwc.tw/zh/news/press-release/press-20170607.html
張仁宇(2006)。台灣行動數位內容產業價值鏈之研究。淡江大學企業管理學系碩士在職專班碩士論文。
曾俐穎、陳人傑(2015)。眼球經濟新藍海:影音OTT平台產業發展模式之研究。財團法人電信技術中心(編號:RPD-2015-002)。取自:http://www.ttc.org.tw/userfiles/file/20150903/20150903055744_88013.pdf
臧麗娜、葉文多(2011)。從ACR模式探索中國網播媒介的商業模式。當代傳播,4,71-73。取自:http://www.sinosure.com.cn/sinosure/xwzx/rdzt/ckyj/ ckdt/xyzt/qcxy/fwyckyj/142585.html
翟東浩(2012)。論影片《變形金剛》的市場化運作 基於ACR分析。中國文化創意產業網。取自:http://www.ccitimes.com/hangye/hangye/2012-12-06/
7758677586.html
劉幼琍、徐也翔(2017)。臺灣OTT TV的創新服務與經營模式。載於劉幼琍(主編),OTT TV的創新服務經營模式與政策法規(229-263頁)。臺北市:五南。
劉孋瑩(2016/5/17)。(OTT 系列)專訪遠傳網路暨電子商務事業群副總劉漢菁/個人化行銷如何讓 friDay 突圍。娛樂重擊。取自http://punchline.asia/archives/25770
鍾榮峰(2017/10/12)。台灣網友愛追劇 5大平台出列。中央社。取自http://www.cna.com.tw/news/afe/201710120128-1.aspx
蔡宜秀(2005)。台灣數位無線電視產業價值鏈發展研究。世新大學傳播管理研究所碩士論文。
戴慧瑀(2016/4/13)。台灣首季OTT口碑調查 Netflix奪冠。旺報。取自http://www.chinatimes.com/newspapers/20160413000895-260303。
顏理謙(2017a)。OTT大戰第二回合開打,抗盜版、拚獨家成兩大重點。數位時代。取自https://www.bnext.com.tw/article/42879/second-round-of-ott-
battle-in-taiwan
顏理謙(2017b)。元年過後的OTT產業,決定大家一起組隊打怪了——兩大協會今年將成形。數位時代。取自https://www.bnext.com.tw/article/44663/two-ott-associations-will-appear-this-year
顏理謙(2017c)。「沒有對手的武林盟主很無趣!」橘子投資CHOCOLABS,酷瞧、CHOCO TV將合作。數位時代。取自https://www.bnext.com.tw
/article/44693/gamania-group-invest-chocolabs
蕭嘉麗(2014)。T有線電視公司商業模式之探討。銘傳大學管理學院高階經理碩士論文。
藍立晴(2016/10/14)。NCC:鬆綁傳統媒體管制,盼降低OTT衝擊。匯流新聞網。取自https://cnews.com.tw/ncc:鬆綁傳統媒體管制,盼降低OTT衝擊/
藝恩傳媒(2017)。2016中國視頻行業付費市場研究報告。取自http://www.entgroup.cn/report/f/1718161.shtml。
蘇元和(2017/8/14)。數位匯流掀起台灣線上影視平台爭霸戰。匯流新聞網。取自https://cnews.com.tw/119170814-01/

Accenture (2016). The Future of Broadcasting V – The Search for Fundamental growth. Retrived from https://www.accenture.com/t20160422T103424__w__/us-en/_acnmedia/Accenture/next-gen/pulse-of-media/pdf/Accenture_Future_of_Broadcast_V_POV.pdf
Babbie, E. (1998). The Practice of Social Research 8th edition. Wadsworth, Belmont, CA.
BEREC (2016). Report on OTT services (Document No. BoR (16) 35). Retrived from http://berec.europa.eu/eng/document_register/subject_matter/berec/reports/5751-berec-report-on-ott-services
Bolter, J. D., Grusin, R., & Grusin, R. A. (2000). Remediation: Understanding new media. MA: MIT Press.
Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: Evidence from Xerox corporation’s technology spin-off companies. Industrial and Corporate Change, 11(3), 529-555.
Cisco (2017). Cisco Visual Networking Index: Forecast and Methodology, 2016–2021. Retrived from https://www.cisco.com/c/en/us/solutions/collateral/service-provider/visual-networking-index-vni/complete-white-paper-c11-481360.html#_Toc484813971
Cusumano, M. A., & Gawer, A. (2002). The elements of platform leadership. MIT Sloan Management Review, 43(3), 51–60.
Cusumano, M. (2010). Technology strategy and management the evolution of platform thinking. Communications of the ACM, 53(1), 32–34.
Digital TV Research (2017a). Global OTT revenues set to double by 2022. Retrived from http://tbivision.com/2017/10/02/global-ott-revenues-double-2022/
Digital TV Research (2017b). Asia Pacific OTT TV and Video Forecasts. Retrived from https://www.digitaltvresearch.com/products/product?id=182
Dimmick, J., & Rothenbuhler, E. (1984). The theory of the niche: Quantifying competition among media industries. Journal of Communication, 34(1), 103-119.
Dimmick, J., Chen, Y., & Li, Z. (2004). Competition between the Internet and traditional news media: The gratification-opportunities niche dimension. The Journal of Media Economics, 17(1), 19-33.
Dimmick, J., Feaster, J. C., & Ramirez Jr, A. (2011). The niches of interpersonal media: Relationships in time and space. New Media & Society, 13(8), 1265-1282.
Dovey, J. (2008). Dinosaurs and butterflies-media practice research in new media ecologies. Journal of Media Practice, 9(3), 243-256.
Eisenmann, T., Parker, G., & Van Alstyne, M. (2011b). Platform envelopment. Strategic Management Journal, 32(12), 1270–1285.
FCC (2013). Annual assessment of the status of competition in the market for the delivery of video programming. MB Docket No. 12-203. FCC 13-99.
Gabszewicz, J., Resende, J., & Sonnac, N. (2015). Media as multi-sided platforms. In Picard R. & Wildman S. (Eds.), Handbook on the Economics of the Media. (pp.3-30). Northampton: Edward Elgar.
Gimpel, G. (2015). The Future of Video Platforms: Key Questions Shaping the TV and Video Industry. The International Journal on Media Management, 17(1), 25–46.
Ha, L. (2007). Application of the ACR framework in a 13-country study of leading webcaster. In L. Ha & R. Ganahl (Eds.), Webcasting worldwide: Business models of an emerging global medium (pp. 29-48). Mahwah, NJ: Erlbaum.
Han, J., & Cho, O. (2015). Platform business Eco-model evolution: case study on KakaoTalk in Korea. Journal of Open Innovation: Technology, Market, and Complexity, 1(1), 6.
Hannan, M. and Freeman, J. (1977). The Population Ecology of Organization. American Journal of Sociology, 82 (5), 929-964.
Hannan, M. and Freeman, J. (1989). Organizational Ecology. Cambridge, MA: Harvard University Press.
Iansiti, M. and Levien, R. (2004a). Strategy as Ecology. Harvard Business Review, 82(3), 68–78.
Iansiti, M. and Levien, R. (2004b) The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability. Boston, Massachusetts: Harvard Business School Press.
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard business review, 86(12), 57-68.
Kaysen, M. (2015). Understand the "SVOD", "TVOD" and "AVOD" terms and business models of streaming services like Netflix. Retrived from https://www.linkedin.com/pulse/understand-svod-tvod-avod-terms-business-models-streaming-mads-kaysen/
Kauffman, S. (1996). At home in the universe: The search for the laws of self-organization and complexity. Oxford university press.
Kim, J., Kim, S., & Nam, C. (2016). Competitive dynamics in the Korean video platform market: Traditional pay TV platforms vs. OTT platforms. Telematics and Informatics, 33(2), 711-721.
Kübel, H., & Zarnekow, R. (2014). Evaluating platform business models in the telecommunications industry via framework-based case studies of cloud and smart home service platforms. Paper presented at the Twentieth Americas Conference on Information Systems, Savannah.
Lai, H. C., Yu, Y. C., Hu, K. K., & Tung, C. M. (2013). The service science practical research of the BEST Model: The C telco's IPTV service in Taiwan as the example. Paper presented at the 2013 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM), Bangkok, Thailand.
Lehman-Wilzig, S., & Cohen-Avigdor, N. (2004). The natural life cycle of new media evolution: Inter-media struggle for survival in the internet age. New Media & Society, 6(6), 707-730.
Lewin, A. and Volberda, H. (1999). Coevolution of Strategy and New Organizational Forms. Organization Science, 10(5), 519-534.
Li, Y. R. (2009). The technological roadmap of Cisco’s business ecosystem. Technovation, 29(5), 379–386.
Logan, R. K., & Scolari, C. A. (2010). mCommunication: the emergence of mobile communication within the media ecosystem. Explorations in Media Ecology. 2010; 9 (3): 169-84.
Lumpkin, G. T.& Dess, G. G. (2004). E-business strategies and Internet business models: How the Internet adds value. Organizational Dynamics, 33(2), 161-173.
Magretta, J., & Stone, N. (2002). What management is. Simon and Schuster.
McLuhan, M. (1964). Understanding Media: The Extensions of Man.
Mcluhan, H. M. (2003). Understanding Me: Lectures and interviews. McLuhan, S. & Staines, D. (Eds). Cambridge, MA: MIT.
Moore, J. F. (1993). Predators and Prey: A New Ecology of Competition. Harvard Business Review, 71(3), 75–86.
Moore, J. F. (1996). The Death of Competition: Leadership & Strategy in the Age of Business Ecosystems. New York, NY: Harper Business.
Moore, J. F. (1998). The Rise of a New Corporate Form. Washington Quarterly, 21(1), 167-181.
Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur's business model: toward a unified perspective. Journal of business research, 58(6), 726-735.
Osterwalder, A. & Pigneur, Y. (2002). An E-Business Model Ontology for Modeling E-Business. Paper presented at the 15th Bled Conference on E-Commerce, Bled, Slovenia.
Osterwalder, A., Pigneur, Y.& Tucci, C. L. (2005). Clarifying Business Models: Origins, Present, and Future of the Concept. Communications of the Association for Information Systems, 15, 1-43.
Osterwalder, A. & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. England: John Wiley & Sons.
Parker, G. G., Van Alstyne, M. W., & Choudary, S. P. (2016). Platform Revolution: How Networked Markets Are Transforming the Economy - and How to Make Them Work for You. NY: W. W. Norton & Company.
Peltoniemi, M., & Vuori, E. (2004, September). Business ecosystem as the new approach to complex adaptive business environments. In Proceedings of eBusiness research forum (2, 267-281).
Porter, M. (1985). The Competitive Advantage: Creating and Sustaining Superior Performance. NY: Free Press.
Yin, R. K. (2003). Case Study Research (3rd ed.). Thousand Oaks, CA: SAGE.
Rochet, J.-C., & Tirole, J. (2003). Platform competition in two-sided markets. Journal of the European Economic Association, 1(4), 990-1029.
Rohlfs, J. (1974). A theory of interdependent demand for a communications service. The Bell Journal of Economics and Management Science, 5(1), 16.
Rong, K., Lin, Y., Shi, Y., & Yu, J. (2013). Linking business ecosystem lifecycle with platform strategy: a triple view of technology, application and organisation. International journal of technology management, 62(1), 75-94.
Rothschild, M. (1990). Bionomics: Economy as Ecosystem. New York: Henry Holt and Company.
Scolari, C. A. (2012). Media ecology: Exploring the metaphor to expand the theory. Communication Theory, 22(2), 204-225.
Scolari, C. A. (2013). Media evolution: Emergence, dominance, survival, and extinction in the media ecology. International Journal of Communication. 2013; 7: 1418–1441.
Tansley, A. (1935). The Use and Abuse of Vegetational Concepts and Terms. Ecology, 16(3), 284-307.
Timmers, P. (2000). Electronic Commerce–Strategies and Models for Business-to-Business Trading. England: John Wiley and Sons.
Tseng, K. F. (2012). The e-book business model of the mobile phone services in Taiwan. Paper presented at the 19th ITS Biennial Conference 2012: Moving Forward with Future Technologies: Opening a Platform for All, Bangkok, Thailand.
Waterman, D., Sherman, R., & Ji, S. W. (2013). The economics of online television: Industry development, aggregation, and “TV everywhere”. Telecommunications Policy, 37(9), 725–736.
Wimmer, R. D., & Dominick, J. R. (1991). Mass media research. Cengage learning.
World Resources Institute, 2000. World Resources 2000-2001: People and ecosystems: The fraying web of life. Retrived from http://www.sciencedirect.com/science/article/pii/B9780080437811500013
Yi, K., & Sung, Y. (2007). What to read in the morning? A niche analysis of free daily papers and paid papers in Korea. The International Journal on Media Management, 9(4), 164-174.
Yin, R. K. (2003). Case study research: Design and methods (3rd ed.). Thousand Oaks, CA: Sage.
Zhang, J., & Liang, X. J. (2011). Business ecosystem strategies of mobile network operators in the 3G era: The case of China Mobile. Telecommunications policy, 35(2), 156-171.
 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top
:::
無相關博士論文
 
無相關書籍
 
無相關著作
 
無相關點閱
 
QR Code
QRCODE