電動車發展超過百年歷史，經歷了沒落後又再度興起。過去，因無法克服電池與充電關鍵技術，導致電動車發展一直無法普及。近年來科技的進步使電動車的技術有了重大突破，加上能源枯竭的外部因素，電動車產業再度興起。本研究選定於該產業中具有重大突破及影響力的案例作為探討，並選定美國矽谷的新興科技電動車公司「特斯拉汽車（Tesla Motors）」為個案研究。透過Osterwalder的商業模式及Moore的跨越鴻溝理論觀點，分析其成功模型。
雖全球汽車大廠皆積極投入電動車的開發與推動，但電動車產業發展已久，卻持續處於尚未成熟的階段，表示過去燃油車的成功模式在電動車市場中發展有限。因此，特斯拉透過創新商業模式加速企業成熟，包含：以關鍵技術建立競爭優勢、充分整合同業資源、打造紮實基礎設施及開放式創新，進而實現產品滲透和事業版圖擴張之策略佈局，同時又可催化產業的成熟。並以「跨越鴻溝」的階段性策略，將產品推向主流市場中。本研究發現，新興科技產品的成功，不再只是透過優越的單一產品，還得搭配完整之商業生態系統，尚未成熟的初期，應擴大原有事業版圖，將觸角延伸至多點，展開點線面的的商業生態系佈局動作，規劃完善的基礎建設與服務，為現代新興的科技產品或新興產業成功進入市場之重要因素。
另外，創新擴散理論中，企業需超過16%的市佔才屬成功跨越鴻溝。但本研究顯示，特斯拉雖跨越電動車產業的鴻溝，卻非同等於跨越整體汽車市場的鴻溝。換言之，創新擴散理論在整體汽車產業中，表現並不顯著。建議未來可加入更多新興科技產品欲跨越既有規模較大的傳統市場之個案，並選定具代表性之多個企業，同時進行較完整的比較分析，以增加理論基礎之驗證。

Development of electric vehicles experienced its up and down for more than a century of history,. In the past, their inability to overcome the key technology of batteries and charging caused electric car development to be stagnant. In recent years, electric vehicle technology has a major breakthrough due to advances in technology, coupled with external factors of energy depletion, the industry resurgence. Selected in this study that the industry has a major breakthrough and powerful case study. This study selected United States emerging technology in Silicon Valley electric car company, "Tesla's cars (Tesla Motors)" as a case study. This research refers to the Osterwalder's business model and Moore's crossing the chasm theory to analyze the case.
Although the global car companies are actively involved in the development and promotion of electric vehicles, electric car industry has for a long time, has continued at a premature stage. This shows past fuel vehicles model developed in the electric vehicle market is limited. Tesla accelerate maturity of the business through the use of innovative business models which include the key technologies for competitive advantage, full integration of resources, building a solid infrastructure and open innovation, product penetration and business expansion strategy, and catalyzes industry matures. And "crossing the chasm" phase strategy, bring products to market. This research found that the success of emerging technology products is no longer soley relaying on superior of single product, but also by matching full of bsiness Ecosystem, yet mature of early, should expanded original career layout, will tentacles extends up to points, expand points line surface of of commercial ecological Department layout action, planning perfect of based construction and service, for modern emerging of technology products or industries success into market of important factors.
In addition, the diffusion of innovation theory, only businesses with more than 16% market shares, are considered successful in crossing the chasm. But this research shows that although Tesla divide across the industry, it does not with across the divide of the automobile market as a whole. In other words, the theory of diffusion of innovation is not significant in the auto industry as a whole. It is suggested that in the future, researches may include more emerging technologies to traditional market that spans both large cases, and select representative of more than one enterprise, at the same time with a more complete comparative analysis to increase the theoretical basis of verification.

一、中文文獻
1.劉乙興，(2005)，突破式創新與商業模式對主宰設計之影響的文獻研究─兼論商業智能之前導作用，碩士論文，國立中央大學企業管理研究所。
2.張婉菁，(2014)，從特斯拉的平台領導策略探究中華電動機車之發展契機，碩士論文，國立清華大學科技管理研究所。
3.陳逸璟，(2014)，電動車產業政策分析，碩士論文，國立交通大學科技管理研究所。
4.石育賢，陳志祥，(2014)，汽機車產業年鑑，工業技術研究院-產業經濟與趨勢研究中心。
5.葉廷仁，(2012b)，全球與我國電動車產業環境趨勢與我國產業競爭優勢來源及策略建議分析報告，國立清華大學能源與環境研究中心。
6.洪德生，(2012)，能源報導Energy Monthly，經濟部能源局，第八期。
7.黃德晉，(2012)，電動車驅動馬達發展現況，IT IS產業評析。
8.黃亦筠，(2010)，特斯拉改寫汽車史的四大衝擊，天下雜誌，p100-p104
9.曾祐強，鄭凱文，(2011) ，全球主要國家電動車示範運行推動現況，車輛研究測試中心。
10.余騰耀，(2014) 我國電動車產業發展財團法人-中技社，四月份。
11.Hill, C.W.L., and Jones, G.R.著，黃營杉譯 (1999)，策略管理，華泰出版。
12.克雷頓．克里斯汀生著，吳凱琳譯(2000)，創新的兩難，商周出版。
13.Geoffrey A. Moore著，陳正平譯(2001)，龍捲風暴-矽谷的高科技行銷策略，麥田出版。
14.Geoffrey A. Moore著，陳正平譯(2000)，跨越鴻溝，臉譜出版。
15.竹內一正著 ，連宜萍譯(2014)，發明未來的鋼鐵人：伊隆．馬斯克傳，時報出版。
16.郎為民著，(2015)，改變世界的汽車，人民郵電出版社。
17.2013年全球創新1000強 http://www.strategyand.pwc.com/cns/home/press/press-releases/displays/2013-global-innovation-1000-cns
18.新國標發布充電樁市場或將面臨整合重組http://auto.cnr.cn/sytjxw/20160112/t20160112_521110339.shtml

二、英文文獻
1.Drucker, P. F. (1995). People and performance: The best of Peter Drucker on management. Routledge.
2.Drucker, P. F. (1995). Managing the non-profit organization: Practices and principles. Taylor & Francis.
3.Konczal, E. F. (1975). Models are for managers, not mathematicians. Journal of Systems Management, 26(165), 12-15.
4.Marquis,D.G (1982) .The Anatomy of Successful Innovation,winthrop Publishers:Cambridge
5.Abernathy, W. J., Clark, K. B., & Kantrow, A. M. (1983). Industrial Renaissance: Producing a Competitive Future in America. New York: Basic Books.
6.Gobeli, D. H., & Brown, D. J. (1987). Analyzing product innovations. Research Management, 30(4), 25-31.
7.Frankel, E. G. Management of Technological Change, New York: Kluwer., 1990.
8.Schumann, P. A., Prestwood, D. C., Tong, A. H., & Vanston, J. H. (1994). Innovate: Straight Path to Quality. Customer Delight & Competitive Advantage, NY: McGraw-Hill.
9.Christensen, C. M., The Innovator’s Dilemma：When New Technologies Cause Great Firms to Fail, Boston, MA:Harvard Business School Press, (1997).
10.Moore, G. A. (1999). Inside the tornado: marketing strategies from Silicon Valley's cutting edge. HarperPerennial.
11.Timmers, P. (1998). Business models for electronic markets. Electronic markets, 8(2), 3-8.
12.Amit, R. and C. Zott (2001), “Value Creation in e-Business.” Strategic Management Journal (22)6-7, 493-520.
13.Magretta, J., & Stone, N. (2002). What management is. Simon and Schuster.
14.Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies. Industrial and corporate change, 11(3), 529-555.
15.Witt, U. (2002). How evolutionary is Schumpeter's theory of economic development?. Industry and Innovation, 9(1-2), 7-22.

16.Drucker, P. F. (2002). The discipline of innovation. 1985. Harvard business review, 80(8), 95-100.
17.Moore, G. A. (2002). Crossing the chasm.
18.Henry Chesbrough (2003), Open Innovation: The new imperative for creating and profiting from technology, Boston: Harvard Business School Press
19.Hill & Jones. (2004). Strategic Management Theory: an integrated approach, (6e.): MA: Houghton Mifflin Company.
20.Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur's business model: toward a unified perspective. Journal of business research, 58(6), 726-735.
21.Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard business review, 86(12), 57-68.
22.Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard business review, 86(12), 57-68.
23.UNEP (2009). Annual Report [PDF file]. Available fromhttp://www.unep.org/PDF/UNEP_AR_2009_FINAL.pdf
24.Osterwalder, A. and Pigneur, Y., (2010), Business Model Generation, John Wiley & Sons Inc.
25.Robinson, J., Brase, G., Griswold, W., Jackson, C., & Erickson, L. (2014). Business models for solar powered charging stations to develop infrastructure for electric vehicles. Sustainability, 6(10), 7358-7387.
26.ZSW (2015). More than 740,000 Cars Worldwide Powered by Electricity [PDF file]. Available http://www.zsw-bw.de/uploads/media/pi06-2015-ZSW-E-Mobility.pdf
27.Tesla Motors Annual Report http://ir.teslamotors.com/secfiling.cfm?filingid=1564590-15-1031&cik=1318605
28.Electric Drive Sales http://electricdrive.org/ht/d/sp/i/20952/pid/20952
29.Tesla Official Website https://www.teslamotors.com/
30.2014 Car Brand Perception Survey http://www.consumerreports.org/cro/2014/02/2014-car-brand-perception-survey/index.htm
31.IEA(2011). Technology Roadmap: Electric and plug-in hybrid electric vehicles. http://www.iea.org/publications/freepublications/publication/name,3851,en.html