| Summary: | 碩士 === 元智大學 === 管理碩士在職專班 === 103 === In the rapid development of globalization and Internet technology, knowledge acquisition is getting easier, and enterprises have become increasingly difficult to use internal knowledge as a weapon, to sustain their competition. Thus, there are more and more enterprises to exchange their innovative resources with their external innovation partners in an open and cooperative way, to speed up their innovation processes and enhance innovation outputs, and eagle to seek more opportunities. This co-innovation pattern is what Chesbrough(2003) proposed "Open Innovation" .
Open innovation is a multi-way model, when enterprises jointhis environment-not only inside and outside boundaries will be infiltrated, but the different departmants or organizations willbecome blurred. Therefore, how these internal and externalinnovation resources can be smoothly integrated?It must be the key factors for open innovation’s success. No matter for external or internal’s open innovation, “Courage” is the basic requirement- Only bravely sharing innovation process with employees, external partners, and even competitors, thenthere is possible for enterprises toobtain a successful passport in the era of open innovation.
Taiwan's notebook computer leader – Q Company, profit model is at the bottom of smile curve, but relying on the strengths of R&;D and manufacture, can still continue to bewinner in the industry. With the shrinking notebook market、rising labor costs in China andthreatens from "China supply chain", how Q company could sustain it’s competition? This study use "Open innovation" theory as the basis, adopting case study to explore what gaps that Q Company will face while implementing open innovation,trying to make some recommendations on it’s business strategyto let related manufacturers as a reference as well.
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