Corporate Behaviors of Open Innovation: Case Study of Lite-On Group

• Main Authors: Kuang-yi Kao, 高光毅
• Other Authors: Kane Wang
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/6n5fph

碩士 === 國立中央大學 === 產業經濟研究所在職專班 === 103 === The tsunami of market globalization is sweeping across the planet. The businesses of Taiwan are in for a global, heated competition. We are in an era where users’ demands change in the speed of light, product cycles become shorter and shorter, and the Internet reaches every corner of the world. Therefore, it is almost impossible for a single business to take on a challenge of epic proportion such as this. The only way for a business to survive and even thrive in a harsh and crude market is to develop something that nobody else cannot catch up with for a very long time. To do so, a business has to “innovate.” Henry Chesbrough (2003) proposed the idea of “open innovation” and defined it as: “a business breaks out of the confinement of the past, speeds up innovation within the business systematically using incoming and outgoing knowledge, and develops markets with external innovation at the same time.” For the purpose of this study, Lite-On was selected as the case for the investigation and analysis of business behaviors. The “open innovation” and “open business model” proposed by Henry Chesbrough were adopted for analysis and evaluation. The open innovation was studied from the angles of “inside out” and “outside in.” The “6 business model frameworks (BMFs)” were introduced for the open business model analysis. From the result of business behavior model of the selected case and the comparison with the two ideas from previous literatures, it is clear that “open innovation” and “open business model” were observed in the way Light-On runs its businesses. The evidence was substantial in terms of the steady corporate profits, patent benefits, production of innovation energy and revenues that keep going up. The study and comparison of the selected case suggests the importance of “open innovation” and “open business model” to a company, and tells us that a business should turn from closed form to open innovation. Finally, the results may hopefully serve as an example for the business behavior model for companies based in Taiwan.