在資訊科技驅動的數位轉型下，生態系因而包含多方性的、異質的、以自身價值主張驅動資源整合的行動者。彼此的關係透過共享產業邏輯、標準、技術管制，形成彼此的校準架構。且由於資訊科技的影響，商品逐漸轉型趨向服務化，造就各面向的能力的需求，帶動生態系中所有行動者、互動方式等直接與間接轉變。基於價值主張，生態系核心行動者以掌握邊界資源，來達到控制生態系價值以及讓新的行動者得以加入生態系的關鍵，驅動生態系成長。以汽車產業為例，在受到電動化與自駕車出現的影響，許多汽車公司開始尋求轉型，新型生態系結構在這時空背景下逐漸受到重視。本研究基於生態系理論，旨在透過邊界調教所帶動的邊界擴張觀點，探討汽車生態系電動化轉型下，傳統汽車製造商與特斯拉生態系成長動力的差異。本研究透過公司網站、報導、汽車產業評論與訪談等管道，整理特斯拉與傳統汽車製造商的重大決策，區分為(1)零組件與車輛生產製造、 (2)電子控制與作業系統、(3)能源與移動服務三大主題。本研究揭露基於價值主張與生態系校準結構，產生大量「行動者關係加強(Reinforcement)」或是「邊界重新定義(Redefine)」，進而驅動生態系成長動力。本研究亦發現「邊界重新定義」係透過核心行動者，對於多模組進行一連串的拆解，形成新的邊界，形成「生態系成長動態邊界擴張」進行動態邊界資源調教。本研究亦拓展至產業轉型中，透過汽車產業視角，洞察在位者與新進者分別以「疊加創新」與「重構創新」建立創新策略，對於未來產業轉型與創新，以生態系角度帶來分析角度、脈絡與依據。

Due to the digital transformation under information technology improvement, ecosystem contains actors that are multilateral, heterogeneous, and conduct resource integration driven by value proposition. The relationship is controlled by an alignment structure rules by shared industrial logic, standards and technological tools. The influence of information technology also triggers the servitization of commodities, causing the demand of skillset from different category, which further transforms the actors and interactions.
Core actors control ecosystem value and essentials for new actors to enter the ecosystem by controlling boundary resources, triggering the growth of the ecosystem. Based on ecosystem theory, our research analyzes the differences of ecosystem dynamics between traditional auto maker and Tesla, with the viewpoint of boundary resource tuning. Our research collect informations of decisions and strategies from auto companies’ website, news, reports and interviews, then separate into three topics: components and car production, electric control and operating system, energy and mobility service,
Our contribution is two-fold. First, based on value proposition, and the alignment structure, core actors cause either “Reinforcement” or “Redefine” dynamics which then trigger the growth of ecosystem. Second, by “Redefine”, the core actor will conduct a series of modular deconstructure, and create new modular boundaries, forming the tuning of boundary resources, which put forward “Ecosystem dynamic boundary spanning” model. By the lens of our finding, incumbents tend to formulate innovation strategy by “add-on innovation”; while newcomers break the barrirs by “Re-structure innovation”, our research provide references for companies facing the turning point.

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