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開源軟體之商業經營模式研究—以M公司為例

為了解決oracle cloud free ti的問題，作者彭偉倫 這樣論述：

本論文針對開源軟體之商業模式研究為主題，以Mark Johnson(2010)提出四格商業模式的理論分析為基礎，透過觀察進行質化研究，並選擇一家在商業化開源產業中具有代表性的個案公司為研究主體，系統化探討商業模式關鍵要素之範疇、應用歷程及可能遭遇之挑戰與機會，期許瞭解實務經營與商業模式關鍵成功因素的關聯性。本研究的主要發現與結論如下：1、營收模式：開源軟體的商業化，必需在社群與商業顧客的需求提案中，明確定義保持免費與必需收費的規格之間的平衡。個案公司選擇了以“購買者為主角的核心開源＂(Buyer-based open core)為主的營收模式，也持續不斷地優化產品規格制定與定價模式，在市場上

獲取更高價值。2、產業競爭：受歡迎的開源軟體計劃很容易受到大型公有雲軟體供應商採用公開的核心技術來競爭。某些公司因此而選擇改變法律授權條款(像是改採2018年才出現的SSPL)。若是選擇不修改法律授權條款，可參考個案公司在定義一個功能的流程時，將免費開源與商業閉源交錯的設計，來加強自己的護城河。3、開源的產品策略與營運流程：個案公司除了將程式碼開源，也將公司內部的策略與營運流程公開給大眾。眾多公開的組織營運文件、影片也成為讓外界了解公司內部文化的素材，進一步做為招募新員工的吸引因素，由全世界挖掘到潛在的未來僱員。4、工作模式：個案公司成立之初即為全遠距工作模式，正好也類比開源軟體由全世界各地開

發者遠端貢獻程式碼的工作方式。2020年初開始的COVID-19大流行，迫使各行各業都經歷了連續兩年遠距工作模式。短時間內學習接受數位轉型與遠距工作模式，改變了許多行業的既定工作流程。個案公司十年遠距工作經驗值得許多公司參考。

改變領導力—全球脈絡數位轉型計畫之遠距執行

為了解決oracle cloud free ti的問題，作者許雅莉 這樣論述：

Digitalization triggers changes on a large scale. Ultimately, this trend has been accelerated through the COVID-19 pandemic. Due to the disruption of global value chains, companies face significant challenges. Yet, implementing ERP (Enterprise Resource Planning) systems to address these obstacles a

lso bears opportunities to introduce automation and develop their operations. In line with recent developments, the question of how to execute the implementation remotely under consideration of cross-cultural characteristics to support a prosperous outcome arises. This study seeks to develop specifi

c recommendations providing for both aspects. Considering recent literature, the present paper combines two research perspectives. The impact of culture on leadership, on the one hand, and on change management, on the other hand, is assessed. Based on these insights, a theoretical model for cross-

cultural change leadership could be developed. Building on the three core ideas of change management – being able, being allowed, and wanting – the people-centric change approach targets communication, trust, participation, and decision-making in particular. In an international environment, culture-

conscious change leadership recognizes cross-cultural characteristics to tailor change measures to individual preferences. Hence, willingness and, thus, commitment and motivation for the change initiative are increased. In turn, resistance is decreased, and the phase of integration can be achieved m

ore easily. The theoretical implications of the model were evaluated throughout a qualitative analysis. Building on the practical insights and experiences of the case company HYDAC, the study was further expanded by integrating remote practices in global digitalization projects. Moreover, country pr

ofiles and cross-cultural classification of Spain and Germany, focused on in the present case, allow assessing the economic and social environment. As a result, the analysis emphasized the significance of uncertainty avoidance, Culture Types, communicating, leading, and trusting. Being aware of the

se characteristics facilitates establishing a positive change environment and thus, allows change allies to emerge. Yet, the remote implementation poses additional hurdles which the proposed five-pillar approach can counteract. Practice, documentation, communication, standardization, and personal re

lations should receive special attention to support the project collaboration and thus, ensure a successful outcome. Further quantitative research and practical assessment of this guideline could complement the presented approach. Overall, this study concludes that culture-conscious change leadershi

p supports the remote implementation of digital transformation projects.