本研究旨在分析台灣服務業的創新策略與過程。在理論上，本研究藉由探討制度興業家的整合性創新策略，了解制度興業家如何整合各界行動者與資源去塑造新的產業與制度環境。在方法上，採用比較個案研究，探討宏碁、聯強國際、統一超商與誠品等公司的實際做法。我們的研究發現
指出，整合式創新的範疇可橫跨企業內與產業內外，廠商若能積極利用這些資源，較易成為成功的制度興業家。另外，整合式創新隨企業發展會有不同之重點，通常在企業發展初期由產業內外獲取資源，當企業發展具規模後，開始整合企業內資源，而當企業要再成長，則需要再整合產業內外資源。

This paper analyzes innovation strategy and process of Taiwan’s service
business. Drawing on the literature of institutional entrepreneurship, we
examine the significance of aggregation for change and innovation. Using the case study approach, we analyze four Taiwan-based service firms – Acer, Synnex, 7-11 and Eslite, examining in detail their strategy in pursuing service innovation. Findings suggest that the scope of aggregation can be far-reaching,including at least from intra-firm, intra-industry to inter-industry contexts. The pursuit of aggregation for innovation is contingent on firm age or development of evolution. Often, aggregating resources from the context of intra-industry and inter-industry is the focus of early development. The significance of aggregating resources from intra-firm setting and in particular from intra-industry and inter-industry relationships increases with company age and scale.