Abstract: Users have been recognized as a vital business resource and strategic asset for enterprises. Crafting an exceptional user experience has increasingly become the core tenet of product innovation. However, a pleasurable user experience often seems to be at odds with the commercial development of products. Therefore, this study, grounded in paradox theory, explores how enterprises can manage the dialectical relationship between the "small and beautiful" user experience orientation and the "large and comprehensive" corporate commercial orientation, revealing the micro-mechanism through which user experience indirectly drives product innovation. Through a longitudinal case study of WeChat, this paper proposes a dichotomy of user experience dimensions for the experience economy era—strong functionality/service and strong emotion—and constructs a dynamic equilibrium model for experience-driven innovation flow. The study finds that product innovation can be driven by either strong functionality/service or strong emotional user experience, through one or several composite architectural innovation methods such as incremental, radical, modular, and architectural, and evolve within different experience network models such as individualisation, integration, combination, and ecosystem. This approach allows for the creation of an ultimate user experience while gradually exploring product commercialization. The appropriate sequence and pace of different experience network models during the evolution process will facilitate enterprises to utilize experience-driven product innovation from the top down, providing insights for product innovation in the era of the experience economy.

摘要： 用户已被视为企业的重要经营资源和战略资产。打造极致的用户体验进一步成为企业产品创新的核心信条。然而，愉悦的用户体验却时常与产品的商业化发展相悖。因此，本研究基于悖论理论，探讨企业如何管理“小而美”的用户体验导向与“大而全”的企业商业化导向之间对立统一的辩证关系，揭示用户体验间接驱动产品创新的微观机理。本文通过对微信的纵贯案例研究，提出一种体验经济时代的用户体验维度二分法——强功能/服务和强情感，并构建起体验驱动创新流动的动态均衡模型。研究发现：产品创新可在用户强功能/服务或强情感体验的驱动下，通过渐进式、激进式、模块式、架构式的一个或多个复合架构创新方式，并在专门化、集成式、组合型及生态系统的不同体验网络模式间进行演变，在打造极致用户体验的同时逐步实现产品商业化的探索。不同体验网络模式在演化过程中的适当顺序和节奏将有利于企业向自上而下地利用体验驱动产品创新，为体验经济时代下企业的产品创新提供启示。