近幾年來關於創新研究的相關文獻，多半著墨於團隊創新之探討，包括團隊知識分享、團隊信任、團隊領導與團隊互動等議題；但「個人」所產生的創新力量，事實上也應不容小覷。本研究將透過資策會的專利提案，針對近十年間所提出的專利資料與訪談進行分析，以探討個人與團隊在研發創新所扮演的角色，以及個人與團隊創新的適用情境、組成特徵與互動歷程特徵。 / 根據資策會1995-2005間專利數據（共426件。專利從申請到取得時間經常需要2至3年，因此，本次研究僅統計至2005年）初步分析後發現：（一）民國90年以前，個人專利總件數比兩人以上組成之團隊的專利總件數多。（二）民國91年起，資策會的專利件數快速增加，而此時兩人團隊所獲得的專利件數最多；到了93、94年，三人或四人以上團隊所獲得的專利數，則超越個人或兩人團隊所獲得之專利。（三）個人專利佔全部專利數的32%，而由2~4人團隊所取得的專利數則佔64%。（四）個人專利共70件；這些由單獨個人提案的獲證專利中，有將近六成（41件）的專利，該提案人只提了這一項專利而已，往後並未有其他專利，表示這些人很可能只是偶然靈光乍現而獲得專利，抑或表示個人專利提案的創新方式有所侷限。（五）另一方面，有部分曾經獲得個人專利的研發人員，也樂於與其他人組成團隊來一同申請專利，並獲得146件專利；（六）有些人不曾獲得個人專利，但透過團隊合作，也獲得210件專利，佔資策會總專利數的近半數。 / 由此可見，個人創新與團隊創新是研發創新的兩種重要途徑，不應偏廢。而個人創新與團隊創新的優劣與適用情境，則值得進一步探討。本研究除了以資策會專利數據比較個人與團隊在創新的效率與品質上的差異之外，進一步也透過實地訪談之方式，分別探究研發創新過程中，個人與團隊創新的組成特徵與互動歷程特徵，並嘗試歸納資策會在專利提案與專利構思的理想方式，作為研發機構進行創新管理、任務指派與團隊編組之參考，以促進研發同仁的創意效能，提升研發創新能量，進而提升專利價值。 / In recent years, the majority of innovative research literature focuses on team innovation such as team knowledge sharing, team trust, team leadership, and team interaction. The contribution of individual innovation, however, should not be overlooked. This study will explore roles of individual and team efforts in innovative research, adequate applications of individual and team innovations, and characteristics and interactive features of individual and team innovations through an analysis of patent cases proposed by III (Institute for Information Industry) in past ten years and personal interview with patent inventors. / According to the patents data between 1995 to 2005, results of III preliminary analysis indicated that (1) The total number of individual patents obtained was more than the total number of patents obtained by innovation teams with two or more members before 2001. (2) After 2002, the number of III’s patents increased rapidly. During this period, the innovation teams with two members received the largest number of patents. Between 2004 and 2005, the number of patents received by teams with three or four members exceeded the number of patents obtained by an individual or teams with two members. (3) Individual patents accounted for 32% of the total number of patents, whereas, patents obtained from teams with two to four members accounted for 64% of the total number of patents. (4) The total number of individual patents obtained between 1995 and 2005 was 70. Of these certified individual patents, nearly 60% (41) of patent inventors mentioned that they had only one and no other future patents. This suggests that these people are likely to obtain a patent because of an occasional spurt of ideas. It also demonstrates the limitation of creativities among individual inventors. (5) The III’s data also shows that about 40% of research and development specialists who had obtained an individual patent were delighted to team up with other members to apply for a patent. These people received a total of 146 patents. (6) Those individuals who had not had any patent in the past also acquired 210 patents through team works. These patents accounted for about half of III’s patents. / The above evidence shows that individual innovation and team innovation are both important venues to research and development and they should not be disregarded. The advantages, disadvantages, and adequate applications of individual and team innovations, however, should be explored further in future innovation studies. In addition to the analysis of patents data acquired from III to compare the efficiency and quality between individual and team innovations, the current study also utilizes personal interview to understand the characteristics and interactive features of individual and team innovations during the process of research and development. This study also attempts to summarize ideal patent proposals and conceptions in III and provide exemplars of innovation management, task assignment, and team grouping to research and development institutions. Finally, this study will help promote the efficiency of innovative performance among research and development specialists, enhance research and creative ideas, and consequently increase the values of patents.

面對全球科技創新與應用發展快速變遷，厚植組織的創新研發能量，為各界長期面對全球競爭的重要策略，而組織創新研發能量的建置，其關鍵因素在於組織成員的創造力及個人的創新行為，因此如何塑造良好的組織創新氛圍以提升員工的創造力、個人創新行為及個人績效，進而提升組織的整體營運績效，實為組織刻不容緩之議題。 以往組織創新氛圍、個人創新行為及績效之研究，多以「組織」為分析層級，並以西方個案為大多數，本研究特別以「個人」為研究層級，並以國內組織為研究對象來進行實證分析，除研發人員自評其個人創新行為及績效外，並嘗試採以由主管來評量（他評）員工表現的方式，探討員工自評及主管他評之差異，期望能填補學術上國內個案及「個人」分析層級的研究缺口，並同時能對組織創新管理實務上產生貢獻。 本研究旨在探討組織創新氛圍、個人創新行為及其個人績效三者間之因果關係，研究方法採量化研究，以問卷調查研究歸納，受測對象為T財團法人研究機構工作年資一年以上的研發人員，總計問卷發出192份，回收160份，回收率為83.3％，問卷資料以SPSS軟體進行統計分析，並予以驗證研究假說並提出研究發現與結論建議。 本研究所得到的初步結論包括： (1)組織創新氛圍的形塑，有助於提升研發人員的個人績效 (2)個人創新行為的展現，有助於提升研發人員的個人績效 (3)組織創新氛圍的形塑，有助於提升研發人員的個人創新行為 (4)組織創新氛圍會透過個人創新行為提升研發人員的個人績效 (5)研發人員自評的個人創新行為及個人績效較主管他評者高，且組織創新氛圍的形塑與主管他評的個人創新行為與個人績效無顯著相關 (6)研發人員的個人背景並不會影響組織創新氛圍、個人創新行為及個人績效之表現 / To face the quick change of global technolgical innovations and applications, one of the most important stratgies, that the enterprises use, is to strengthen their innovative and research capabilities. In addition, the key factor to enhance the organizational capabilities includes the creative capability of employees and individual innovative behavior. Thus, how to create the good orgnizational innovative climate, in turn, to improve the employees’ creativity and individual innoative behavior, and eventually to enhance the organizational performance becomes the critical issue. Most of the previous studies concerning the relationships among the organizational innovative climate, individual innovative behavior and performance are conducted at the organizational level and within the context of western world. This study specially conducts anaysis at the individual level and selects the domestic organization as the research subject. To fill up with the research gap, the individual performance is evaluated both by themselves and by their supervisors to further address the differnce between these two approaches. This study aims to investigate the cause-and-effect relationship among the organizational innovative climate, individual innovative behavior, and individual performance. A quantitative approach with questionnaire surveys is utilized. Eventually, 192 questionnaires are sent to the researchers who have been working for at least 1 year at T non-for-profit research organization. 160 questionnaires are collected so the effective response rate is 83.3%. The results of this study are summarized as follows: (1)The organizational innovative climate was found to be conducive to enhance the individual performance of researchers. (2)The individual innovation behavior was found to be conducivel to enhance the indiviual performance. (3)The organization innovative climate was found to be conducive to enhance the individual innovative behavior of researchers. (4)The individual innovative behavior of researchers was found to affect the relationship between the organzaion innovative climate and the individual preformance of researchers. (5)The ratings by researchers themselves were found to be higher than those by their supervisors. Additionally, there is not evidence to substantiate the relationship between the organizational innovation climeane and the individual innovative behavior and performance rated by the supervisors. (6)There is not evidence to substantiate the relationship between the organizational innovation climeane, the indicual innovative behavior and performance.

近年來GPS相關產品與各項應用蓬勃發展，當中又以GPS手持裝置最受人矚目，根據各項數據顯示，GPS手持裝置的出貨量近年來呈現高度的成長，GPS手持裝置產品與其相關應用無疑是當前最具前景的產業之一。然而目前有關GPS的研究多半偏向技術為主，鮮少有研究以消費者為焦點從事研究，因此本研究將朝這個方向出發，主要探討影響消費者GPS手持裝置採用意願的相關影響因素。 本研究以科技採用模型為主要的理論依據，在經過文獻探討後將影響因素分成個人因素、社會因素與科技因素三大類，並據此發產出相關研究架構。同時本研究採用研究調查法，以北部大專以上學生為主要抽樣對象，紙本問卷與網路問卷共回收有效問卷286份。在經過資料分析後，發現個人創新性、自我效能、知覺服務可獲得性、社會影響各會以不同方式影響消費者GPS手持裝置行為採用意願。本研究並據此對實務與後續研究提出相關建議。

本研究以針對B2B資訊系統設計之資訊系統成功模型(IS Success Model)作為假設架構，探討使用者滿意度與持續使用意願間的關係，並加入個人創新特質做為影響持續使用意願之假設，在研究架構中，分別探討資訊品質與系統品質與使用者滿意度的關係，以及使用者滿意度與個人創新特質分別對持續使用意願的關係。 本研究透過問卷法抽樣進行資料蒐集，選擇2010台北國際電子產業科技展之參展廠商作為研究對象，在回顧大量文獻與研究架構，並且排除無效問項後，進行問卷調查與分析，總共回收117份有效問卷，以PLS(Partial Least Squares)法進行分析後，得到以下結論： 使用者對於資訊系統的滿意度與系統品質及資訊品質呈現正相關，當資訊品質越高，也就是資訊系統產出的資訊之品質越好時；使用者滿意度會越高；當系統品質越高時，也就是資訊系統本身的特性越好時，使用者滿意度會越高。本研究更進一步發現，資訊系統持續使用意願受到使用者滿意度及個人創新特質影響，使用者滿意度與持續使用意願有正相關，滿意度越高時，持續使用的意願會越高；個人創新特質與持續使用意願也呈現正相關，當使用者之個人創新特質越強烈時，持續使用資訊系統的意願會越高。 / This research, based on the IS Success Model proposed by DeLone and McLean(1992), the B2B information system regarding the relationship between user satisfaction and continuance usage. Personal innovativeness was added to test its relationship with continuance usage. Within the hypothesized framework, the impacts of latent variables in system quality and information quality on user satisfaction are examined and tested, respectively. The research is conducted through sampling by a survey from companies attending the 2010 Taipei International Electronics Show. Of 121 samples collected, 117 are effective. By analyzing the samples with the PLS (Partial Least Squares) method, the research concluded the following: User satisfaction is positively influenced by system quality and information quality, which represents the characteristics of the information system itself and the form of information produced by the information system respectively. User satisfaction, together with personal innovativeness of the users, positively influence the continuance intentions to use the information systems.