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研究生: 郭水義
Kuo, Shui-Yi
論文名稱: 金融科技服務創新之生態系統建構 ─ 人工智慧對新創企業之價值創造
Ecosystem Formation of Financial Technology Service Innovations-Value Creation of Artificial Intelligence for Startups
指導教授: 于卓民
鄭至甫
口試委員: 吳豐祥
陳忠仁
丘宏昌
黃國峯
郭曉玲
學位類別: 博士
Doctor
系所名稱: 商學院 - 企業管理學系
Department of Business Administration
論文出版年: 2026
畢業學年度: 114
語文別: 中文
論文頁數: 466
中文關鍵詞: 金融科技新創企業價值創造服務創新生態系統能力人工智慧
外文關鍵詞: Fintech, Startups, Value Creation, Service Innovations, Ecosystem, Capabilities, Artificial Intelligence
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  • 本研究聚焦於金融科技新創企業推出服務創新之觀點,探討三項研究問題:第一,企業如何建構生態系統實現服務創新?第二,人工智慧如何提升生態系統之價值?第三,企業運用哪些能力據以建構生態系統?本研究針對這些問題的研究發現,可填補過往文獻之不足。
    本研究採取多重個案研究法,透過三個層次選擇以純網路銀行新創企業為研究對象,以及兩個層次設計多重個案研究內容,進行跨個案之分析、比較與歸納,提出本研究之研究發現及命題。
    本研究發現金融科技新創企業服務創新之生態系統是透過六項流程所建構,包括:先洞察客戶需求與科技驅動能力後提出服務創新;依服務創新再整合需要之能力;善用已存在生態系統再催生出純網路銀行之生態系統;先採用利基策略再採用基石策略;先採取策略聯盟再形成生態系統;先建構個別服務層級生態系統再發展企業層級生態系統。本研究也發現生態系統建構涉及了七跨整合及三跨科技整合,即跨領域、跨產業、跨組織、跨部門、跨科技、跨服務及跨層級之七跨整合,以及跨營運科技、資訊科技及通訊科技之三跨科技整合。至於導入人工智慧應用於服務創新之生態系統建構流程,本研究發現人工智慧提供賦能、協作、取代與擴增等四項功能,顛覆了原有之服務流程及能力,並改變了服務創新之原有三跨科技組合及生態系統成員組合,創造了安全、可靠、效率及智慧等四項金融科技服務之核心價值。最後,本研究發現新創企業運用動態能力驅動創新、科技、整合、組織設計及流程等能力建構生態系統,且五項能力彼此會交互影響和不斷增強,所建構之生態系統,能持續推出服務創新,創造價值。
    本研究發現有四項實務意涵:第一,新創企業之能力相對有限,也比較沒有組織結構慣性、資源僵化及流程僵化等問題,新創企業宜充分發揮其速度及彈性等特質,可參考生態系統建構之六項流程,推動服務創新;第二,新創企業宜充分認知生態系統建構之動態性及複雜性、科技驅動服務創新之普遍性,可參考七跨整合及三跨科技整合,逐一檢視需要之整合,據以建構生態系統,推動服務創新;第三,新創企業宜積極導入人工智慧應用,運用人工智慧重新架構服務流程及能力(包括原有三跨科技組合及生態系統成員組合),重新建構安全、可靠、效率及智慧之服務創新與價值創造;第四,新創企業可參考運用五項能力建構生態系統之實務,驅動服務創新,創造價值。
    本研究發現具有四項理論意涵:第一,提出生態系統建構之六項流程論述;第二,提出生態系統建構之七跨整合及三跨科技整合論述;第三,提出人工智慧於生態系統之四項功能及四項價值創造論述;第四,提出運用五項能力建構生態系統之綜合觀點論述。


    The research focuses on the perspectives of fintech startups in launching service innovations, exploring three research questions: First, how do companies form ecosystems to achieve service innovations? Second, how does artificial intelligence enhance the value of ecosystems? Third, what capabilities do companies utilize to form ecosystems? The findings of the research address these questions and fill in gaps in previous literature.
    This study adopts a multiple case study approach, selecting an online banking startup as a research subject through three levels and designing multiple case studies across two levels. Drawing on the results of cross-case analysis, comparison, and summarization, this study provides the research findings and offers propositions for future research.
    This study found that the ecosystem for service innovations in fintech startups is formed through six processes: first, understanding customer needs and technological capabilities to propose service innovations; second, integrating the necessary capabilities based on service innovations; third, leveraging existing ecosystems to create an online banking ecosystem; fourth, adopting a niche strategy followed by a cornerstone strategy; fifth, forming strategic alliances before the formation of an ecosystem; and sixth, building individual service-level ecosystems before developing an enterprise-level ecosystem. The study also found that ecosystem formation involves seven cross-integrations and three cross-technology integrations: the ecosystem formation for service innovations in fintech startups includes: cross-domain, cross-industry, cross-organization, cross-department, cross-technology, cross-service, cross-level and cross-operational technology, information technology, and communication technology. This study also found that the application of artificial intelligence (AI) to the ecosystem formation process of service innovations provides four functions: empowerment, collaboration, replacement, and augmentation. This disrupts existing service processes and capabilities and changes the original cross-technology combination and ecosystem member composition of service innovations, creating four core values of fintech services: security, reliability, efficiency, and intelligence. Finally, this study found that startups use dynamic capabilities to drive innovation capabilities, technology capabilities, integration capabilities, organizational design and processes capabilities to form ecosystems. These five capabilities interact and continuously strengthen each other, enabling the formed ecosystem to continuously launch service innovations and create value.
    This study reveals four implications for practices: First, startups, with their relatively limited capabilities and fewer issues such as organizational inertia, resource rigidity, and process inflexibility, should fully leverage their speed and flexibility. They can refer to the six processes of ecosystem formation to drive service innovations. Second, startups should fully recognize the dynamic and complex nature of ecosystem formation and the universality of technology-driven service innovations. They can refer to seven-cross integration and three-cross technology integration, examining the necessary integrations one by one to form an ecosystem and drive service innovations. Third, startups should actively adopt artificial intelligence applications, using AI to restructure service processes and capabilities (including existing three-cross technology combinations and ecosystem member combinations), reconfiguring secure, reliable, efficient, and intelligent service innovations and value creation. Fourth, startups can refer to the practices of using five capabilities to form an ecosystem, driving service innovations and creating value.
    This study reveals four theoretical implications: First, it proposes a six-step process for ecosystem formation; second, it proposes a seven-cross integration and a three-cross technological integration approach for ecosystem formation; third, it proposes four functions and four value creation aspects of artificial intelligence in ecosystems; and fourth, it proposes a comprehensive perspective on constructing ecosystems using five capabilities.

    誌謝 I
    摘要 V
    Abstract VII
    目錄 XI
    表次 XIII
    圖次 XV
    第一章 緒論 1
    第一節 研究背景與動機 1
    第二節 研究問題、重要性與目的 7
    第三節 研究流程與各章簡介 8
    第二章 文獻回顧 11
    第一節 金融科技 11
    第二節 新創企業 15
    第三節 價值創造 21
    第四節 服務創新 27
    第五節 生態系統 35
    第六節 資源基礎觀點 47
    第七節 動態能力 52
    第八節 人工智慧 56
    第九節 文獻回顧小結與研究缺口 60
    第三章 研究方法 63
    第一節 研究架構 63
    第二節 研究設計 68
    第三節 資料收集與分析 71
    第四章 資料分析 73
    第一節 消費者介面服務創新個案 74
    第二節 個人借貸服務創新個案 107
    第三節 跨境金融服務創新個案 134
    第四節 個人保險服務創新個案 169
    第五節 個人投資理財服務創新個案 199
    第六節 個案彙總整理 227
    第五章 研究發現與討論 249
    第一節 新創企業建構生態系統實現服務創新 249
    第二節 人工智慧提升生態系統之價值 285
    第三節 新創企業運用之能力 296
    第六章 結論與建議 307
    第一節 命題 307
    第二節 結論 317
    第三節 實務意涵 320
    第四節 理論意涵 321
    第五節 研究限制與建議 324
    參考文獻 327
    附錄 345
    附錄一 訪談大綱 345
    附錄二 訪談摘要 365

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    將來銀行(2022c),將來銀行股東生態圈再報喜!攜手全支付擴大服務場景,將來銀行官方網站新聞中心。擷取於 2026 年 5 月 28 日,https://www.nextbank.com.tw/announcement/4b262cbb0600000005db69481a78b4a4/news10
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    將來銀行(2023b),將來銀行攜手泰安產險 全台首見網路投保車險「一鍵完成」,以創新有感升級金融服務體驗 將來銀行創新解決金融痛點,將來銀行官方網站新聞中心。擷取於2025 年 7 月 18 日,https://www.nextbank.com.tw/announcement/4b262cbb0600000005db69481a78b4a4/News25
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    將來銀行(2026d),將來銀行邁入「信貸五部曲」 攜手中華電信推信用小白優惠方案,將來銀行官方網站新聞中心。擷取於 2026 年 5 月 21 日,https://www.nextbank.com.tw/announcement/4b262cbb0600000005db69481a78b4a4/news106
    將來銀行(2026e),將來銀行攜手摩根大通首創全數位小額「跨境匯入新臺幣快捷收款」,將來銀行官方網站新聞中心。擷取於 2026 年 7 月 1 日,https://www.nextbank.com.tw/announcement/4b262cbb0600000005db69481a78b4a4/news117
    連線銀行(2024b),純網銀首家外匯指定銀行LINE Bank理財服務正式揭開序幕,連線銀行官方網站最新消息頁面,https://corp.linebank.com.tw/news/5ef42ee8-2de6-4482-99e2-f2332f0c787d
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