| Summary: | 碩士 === 國立臺灣大學 === 商學研究所 === 93 === THESIS ABSTRACT
DEPARTMENT OF BUSINESS ADMINISTRATION
NATIONAL TAIWAN UNIVERSITY
NAME：Weng-Ching,Wang MONTH/YEAR：JANUARY, 2004
ADVISER：Min-Chow Hong
Since the 1990s, Harvard Business School Professor Clayton M. Christensen has published a series of research indicating that a product or company failure isn’t necessarily caused by management negligence or lack of innovation. Market leaders with advanced technology will also encounter failure. Christensen’s “Disruptive Technologies: Catching the Wave” (Harvard Business Review 1995), “The Innovator’s Dilemma: When New Technologies Cause Great Firm to Fail” (1997) and “The Innovator’s Solution” (2003) has clearly explained that a resourceful company may be cornered by a innovation trap because the management has been too eager improving existing products and retaining customers to pay attention to the “Disruptive Technologies” (Christensen 1995) on the market.
It has been almost ten years since Christensen brought up the notion. However, there are few objective evidences in Taiwan to explain how a market leader be disrupted by “Disruptive Technologies” (Christensen 1995). Taking Taiwan’s magazine industry as an example, this research studies into how the late-comer Business Weekly outperformed CommonWealth, which is a well managed magazine known for in-depth reports and outstanding reputation. CommonWealth is a long-standing company that dominated the price of Taiwan’s magazine advertisements and circulation. Nevertheless, after twenty-one years of dominance, Business Weekly surpassed CommonWealth in terms of circulation in the second half of 2002. On the surface, it seems this leadership replacement was a result of competition between a business monthly and weekly, when the latter uses its speed to fight with the former’s in-depth reports. However, the real underlying reason is because that the market leader ignored the shift of consumer value network. This in term gives Business Weekly the opportunity to disrupt the market leader.
This study is based on Christensen’s two and three dimensional innovation models of performance and time in order to elaborate on the process of a market leader being trapped by ‘good customer, good employees and good techniques’ and how a late-comer makes use of the “Disruptive Technologies” (Christensen 1995).
Keywords: Clayton M. Christensen, The Innovator’s Dilemma, Innovation, Value Network, and Disruptive Technologies.
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