不動產是與個人生活最密切相關的資產之一，隨著數位科技的普及，許多數位平台相繼興起，改變了不動產交易的服務模式。然而，現有研究大多以原生數位平台為分析對象，對於傳統服務業企業如何在既有競爭格局中轉型為平台生態系少有描述。本研究旨在回應此一缺口，以鏈家為個案公司，探討傳統不動產仲介企業轉型為平台生態系的有利條件與機制。
為更完整分析鏈家的平台轉型歷程，本研究整合三個理論視角：首先，以 Barney (1991)的資源基礎觀點盤點鏈家在傳統仲介模式下所積累的核心資源，如何構成後續轉型的有利條件與競爭壁壘；其次，以 Foss, Schmidt & Teece (2023)的生態系動態能力觀點，分析鏈家如何透過資源開放與制度設計將既有資源轉化為可信任的合作訊號，吸引競爭品牌加入平台；最後，以 Jacobides, Cennamo & Gawer (2018)的生態系結構理論，分析鏈家如何透過模組化設計與非通用性互補品的累積，維持生態系的穩定並形成競爭優勢。
本研究嘗試歸納出傳統不動產仲介企業轉型平台生態系的關鍵條件與領導力機制，包含如何解決平台啟動困境、如何透過制度設計吸引競爭品牌加入平台，以及如何形成可持續的生態系鎖定，期望對有意進行平台轉型的傳統不動產仲介企業提供實務參考。

Real estate represents one of the most significant financial commitments in a household's lifetime, and the rapid proliferation of digital technology has reshaped how real estate transactions are conducted. While a growing body of research has examined platform ecosystems in this domain, existing studies have mainly focused on digitally native platforms, leaving a gap in understanding how traditional real estate brokerages can leverage accumulated resources to transition into a platform ecosystem. This study addresses that gap by examining Beike as a case study, investigating the enabling conditions and mechanisms underlying the transformation of a traditional real estate brokerage into a platform ecosystem.
To analyze Beike's transformation strategy, this study draws on three theoretical perspectives. Barney's (1991) Resource-Based View provides the analytical foundation for assessing how resources accumulated under the traditional brokerage model constituted the preconditions and competitive barriers for platform transformation. The ecosystem dynamic capabilities framework developed by Foss, Schmidt, and Teece (2023) is then applied to examine how Beike translated existing resources into credible cooperation signals through strategic resource opening and institutional design, in order to overcome the trust deficit in recruiting competitors onto its platform. Finally, the ecosystem structure theory of Jacobides, Cennamo, and Gawer (2018) is employed to analyze how modularity and the accumulation of non-generic complements enabled Beike to sustain ecosystem stability and consolidate durable competitive advantage in the post-transformation period.
The findings of this study contribute to the platform transformation of the real estate brokerage industry. Specifically, this study identifies the key resources that make transformation viable, delineates the leadership mechanisms through which the platform launch problem can be resolved, and explains how institutional design can attract competitors to participate in a platform. These findings are intended to offer actionable guidance for traditional real estate brokerages contemplating a transition into a platform ecosystem.

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