在創新系統中，產、學、研為新技術與知識積蓄的點，創新網絡中節點與節點之間的互動扮演重要的角色。區域內領導性廠商為了取得技術優勢，提供經費購買技術、引進技術等外部資源建立核心能力，在區域內形成產、學、研的技術聯盟組織，形塑區域特殊產業。各單位所交織形成的網絡動態為有助於區域創新活動的決定性因素。 透過這樣的角度來檢視台灣，本研究以區域創新系統的角度出發，觀察「數位遊戲」這項新興產業在技術與知識網絡中，行動者之間彼此的互動連結。將廠商、相關研究機構、產業公協會、人才培育機構、大專院校與育成中心視為區域創新網絡的驅動角色，透過問卷調查與社會學中的網絡分析工具，觀察網絡中技術與知識的互動關係。本研究的主要結論如下： ㄧ、由本研究實證結果發現，台灣北部區域所形塑遊戲產業產官學研合作所環繞的創新氛圍十分強烈。北部區域中，又以台北縣中和「遠東世紀廣場科技園區」與台北市「南港軟體工業園區」分別為遊戲產業高度密集聚點。 二、由於台灣數位遊戲產業各廠商之間的封閉性，各單位間技術與知識的互動關係偏低。廠商之間的網絡活動主要是以垂直性的關係為主，而非水平性的關係。廠商傾向倚賴國際之間網絡技術資源。 三、知識網絡中越是有能力的單位，越可能處於技術網絡的核心位置。也就是原本在遊戲產業中處於優勢地位的單位，基於資訊流通與知識傳遞方便的優勢，技術能力的掌握能力亦強，少數特定單位重複扮演技術與知識互動的重要角色。本研究從網絡結構中證實了技術與知識的高度關係。 四、技術網絡的連結模式呈現環環相扣的環狀結構，彼此交流與技術互動的相當頻繁與快速。知識網絡的星狀連結模式，具有明顯的核心單位，此類結構有利於知識的傳遞，處於散佈節點的單位居處特別重要的地位。 / In the innovation system, firms, schools and research institutes are new technology and knowledge storage places. The interactions between nodes play important roles in the innovation networks. In order to gain technology advantages, leading firms provide expenses to purchase and introduce technology to establish core ability. They form consortia with other firms, schools, and research institutes to build up regional specific industries in the regions. The dynamic network formed from the interaction of units is the main factor to facilitate regional innovative activities. This thesis is on the basis of Regional Innovation System (RIS) in Taiwan and takes “Digital Games” for example. Each actor interacts in the technology and knowledge networks in the RIS. Regarding firms, associate research institutes and industry associations as driving roles in the innovative networks, this thesis applies innovation networks surveys and the methodology of Social network analysis in Sociology to observe technology and knowledge interactions in the innovative networks. The major conclusions are as follows: First, “Far East Century Scientific Square” in Jhonghe City and “ Nan-Gang Software Industrial Park” in Taipei City are surrounded extremely strongly innovation milieu in the north of Taiwan. Secondly, owing to self-contained, digital games firms are deficient in interaction with each other. Activities in the networks are vertical relations almost, not horizontal ones. Firms tend to depending on international technology resources in the networks. The third, many competent actors basing on the advantage of information and knowledge transfer very quickly and conveniently in knowledge networks are located in the core of technology networks. A small number of firms repeatedly play the important role in technology and knowledge networks. From the network structure, this thesis proved technology and knowledge have a close relationship. Finally, technology networks display circular structures which exchange and transfer quite frequently and quickly; knowledge networks display star structure which have apparent core units and which are advantageous to transfer knowledge.

台灣消費性電子產業和以往在資通訊電子產業的經驗，有極大的不同。以往廠商只要在Wintel架構下，依循主流設計發展產品，做個快速的跟隨者，只要掌握製造優勢的條件，往往就能創造硬體產品的興盛。然而，對於沒有共同平台、沒有主流設計的消費性電子產業，這些都不足為憑，只有不斷推出令人驚艷的創新產品，才是價值創造的最大根源。因此，消費性電子產品的創新，不僅來自於豐富的專業的創意，更需要仰賴極致的技術和管理開發的效率。 本研究的目的，旨在探討台灣的企業邁向消費性電子產業的產品創新模式，這種模式必須整合不同的技術、發揮想像力、提高產品開發管理能力及運用企業內外資源等要素。其中，尤以培養創新的組織文化，是企業突破窠臼的重要因素。 本研究，透過單一公司的深入分析，將其創新能力的育成，分為內部管理機制及外部技術資源的運用兩個構面，並以國際大廠做為互補性資產，將破壞性創新產品巧妙的與市場連結，而推展到消費者手上的成功經驗。在研究中，內部管理機制方面，分別探討企業內部的創新平台與組織文化；在運用外部技術資源方面，則討論技術吸收的模式與策略夥伴的幫助。最後，對創新成果做進一步的檢驗，並對此一創新模型的複製與應用提出建議，以提供業界進行消費性電子產品創新管理與發展之參考。 / There are enormous different experiences between consumer electronic industry and IT Industry in Taiwan. In the past, as long as a maker keep himself as a rapid follower under Wintel design concept and grasping the manufacturing advantages, the make normally can easily create a booming market of hardware products. However, that is not enough for the consumer electronic product as there is no standard platform or main stream to follow, thus the true value can only created by the continuous new shinning products innovation and development. Thus the innovation of consumer product is not only from the creativity, it also relies on the ultimate technology and high efficiency of product development. The purpose of this research is to investigate the innovation model of Taiwanese enterprises in consumer electronic industry. This model has to integrate the various technologies, to extend the imagination, to manage the ability for product development and to utilize the internal and external resources; especially to cultivate the creative culture is the key factor for a company. This research adapts the detailed analysis of single company, whose incubates its ability by internal management mechanism and utilization of the external technical resources. To leverage the global firm’s market power as complementary assets, promotes the disruptive innovation product to consumers. In terms of internal management mechanism, discusses the internal innovation platform and organization culture. The other hand of utilizing the external resources, discusses the ways of technical knowledge learning and the support from the strategic partners. In the end, do the further exam on the innovation results, and offer the opinion on the duplication and application for the model. This could be a reference for product innovation and management of consumer electronic industry.

本研究企圖從Rogers創新傳佈的觀點探討科技特質因子如何影響雜誌業採用新型態便利商店繳款單付費方式。研究採問卷調查法，有效問卷68份。統計分析結果發現：一、創新傳佈理論五項科技特質中相對利益、相容性、可觀察性因子與採用採用新型態便利商店繳款單付費方式之決策有關。二、決策階段之科技導入評估因子：選用程度、作業程度、補償程度與採用決策有關。三、科技特質因子與科技導入評估因子之間交互相關。四、不同雜誌組織對於便利商店付費方式有顯著不同差異。發行規模較小的公司(發行量低於一萬份或雜誌代理商)，反而願意投入掌握新市場。本研究建議未來可延伸以破壞性創新理論，繼續探討創新付費模式是否能使新進市場的媒介組織擁有優勢，對於未來數位內容、網路分類廣告等是否採用創新付費機制，都將具有啟發作用。 / The research uses Roger’s diffusion of innovation theory to explore how magazines adopt an alternative new payment method to sale magazines－using 7-11 chain stores barcode method. A total of 68 valid questionnaires were collected. The results support our hypotheses that the relationships exist between technology characteristics of the new payment method and the adoption; second, the organizational size and types of the magazine affect the adoption. The research suggests that future research consider using Christensen’s desruptive innovation theory to examine innovative payment models, especially in the area of digital contents and e- classified.

2006年第四季我國行動總用戶數已達2324萬戶，行動上網用戶則達914.7萬戶，其中PHS與3G數據用戶已達462萬戶，首度超過GPRS的用戶，佔整體行動網路用戶比率51％。目前我國行動上網用戶佔行動總用戶數之39.34%，但行動加值服務卻只佔行動通訊業者營收的5%~10%，相較於日本NTT DoCoMo 2006年行動數據服務營收占整體行動通訊營收的29%，我國行動加值服務仍有許多值得開發的市場潛能。 由於國內先前對於行動加值服務相關領域的研究主要集中在市場面與使用者面向的研究為主，較少電信服務業者角度出發，進行服務創新模式與價值網路的研究。因此引發本研究對此研究主題的興趣，希望能透過本研究探討行動加值服務產業的服務創新與價值網路，對電信服務業者提出產業策略建議，進而創造出良性循環的產業發展環境，提昇我國行動加值服務市場的發展。 本研究針對下列問題進行研究：行動加值服務產業是否存在創新模式，這些創新模式有幾種類型？行動加值服務創新模式的創新驅動因子有哪些，這些因子彼此的驅動形式又有哪些？行動加值服務創新驅動模式是否存在產業的價值網路，網路裡的價值交換有哪些形式？如何交換？從創新模式與價值分析的結論中，電信業者能否找到可以協助產業創新和產生良性循環的經營策略？ 進而獲得下列研究結論： 1. 行動加值服務的三構面創新程度愈高，服務創新成果愈佳。 2. 組織調整、通路建置與行銷活動的配合有助於服務構面創新。 3. 行動加值服務創新驅動因子在創新過程中所扮演的角色不同，也影響了創新發展的形式。 4. 行動加值服務產業的價值網路包含電信業者本身、競爭電信業者、使用者、設備供應商、內容供應商、手機通路商、手機製造商等角色。 5. 行動加值服務產業具有良性循環的價值網路。 6. 行動加值服務的價值交換的形式包含經濟價值、整合價值與無性價值交換。 並進而對電信服務業者提出下列方向建議： 1. 電信服務業者與使用者之間。 2. 電信服務業者與服務供應商之間。 3. 電信服務業者與互補廠商之間。 4. 電信服務業者與其他電信服務業者之間。 5. 電信服務業者本身。 關鍵字：行動加值服務、服務創新、創新驅動因子、價值網路、價值交換 / According to the report by NCC (National Communication Commission of Taiwan), the number of mobile subscribers in Taiwan had reached 23.24 million at the end of 2006, and the amount of PHS and 3G subscribers was 4.62 million, which reached more than 51% of the total mobile internet users (9.147 million). As 39.34% mobile subscribers use mobile internet services, only 5~10% revenue of mobile operators came from mobile value-added services. Compared with NTT DoCoMo’s mobile service (which had) contributed 29% of the revenue in 2006, there is still a lot of room for mobile operators in Taiwan to improve their value-added services. Former researches in mobile value-added industry were mostly focused on the market and customer facets, and fewer on service innovation and value network from operator’s view. This research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators. In recent years, much research has been focused on customer demand of mobile value-added services industry; few have majored in service innovation and value network from operator’s view. Therefore this research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators. The focus of this study is to answer the following research questions: 1. Are there any innovation models in mobile value-added services industry? What patterns of service innovation are there? 2. What actors are there in those innovation patterns? And how about their roles in the innovation processes? 3. Are there any value networks of industry in the mobile value-added services innovation patterns? What categories of values being exchanged are there in the value network? And how do they be exchanged? 4. From the above results, Could telecom operator find out new strategies of services innovation and virtuous circle for mobile value-added services industry, which from results of above researches? The results are concluded as followings: 1. There are positive correlations between innovation degree of the four dimension model and service innovation results. The higher innovation degree of the four dimension model is, the better the service innovation results. The more innovative the four dimension model is, the better the service innovation results. 2. Coordination of organization development, distribution installation and marketing events serves for service innovation. 3. Innovation actors of mobile value-added services, who play different roles in innovation processes cause different innovation patterns. 4. Roles of the value network in mobile value-added services industry include telecom operators and their competitors, mobile users, telecom vendors, content providers, cellular phone distributors and cellular phone manufacturers, etc. 5. These are virtuous circles in the value network of mobile value-added services industry. 6. Exchange items in the value network of mobile value-added services are including economical value, integrated value and intangible value. The exchanges in the value network of mobile value-added services include economical value, integrated value and intangible value. Some further suggestions on strategies are proposed for telecom operator: 1. Telecom operator and mobile users. 2. Telecom operator and content providers. 3. Telecom operator and complementors. 4. Telecom operator and other telecom operators. 5. For telecom operator itself. Key words：Mobile value-added service, service innovation, innovation patterns, value network, value exchange

近年來我國在高等教育的學校與人數上均有大幅的成長。而這些豐富的研究人力，需要充沛的研究經費予以支援學術研究工作。實務上，我國於開放高等教育機構的設立後，各界所提供的研發經費並未相對應的增加，各校為因應整體環境趨勢的改變，乃積極研議如何強化學術研究成果的擴散，以提升學術聲望並獲得更多的實質效益。本研究在此情境下，試圖從國內大學之知識創新的實務發展，建構一套研究成果擴散效益的運作模式。 大學知識產業化是知識經濟發展的趨勢，尤其基礎研究是技術發展與應用研究的主要來源。大學知識創新過程是科學知識在創新系統內的生產、運用與擴散的過程。而建立有效的成果管理機制，減少外在環境的不確定性並改善知識流動的效率，是創新系統成功的關鍵。 鑑於大學係國家創新系統的重要成員之一，而創新的效率取決於系統內各成員之財務、知識、人力與法規的交流，即所謂的「三螺旋(Triple Helix)」的觀念。因此，為尋求最佳的創新系統，亟須建立有效的衡量項目，並促使創新成果在市場機制的導引下，獲得知識創新與擴散的經濟效益。如美國為因應創新系統失靈，於1980年以後，研訂一連串的相關法令，透過研發經費的補助、智財權下放與鼓勵設置專責技轉單位等措施，刺激大學將豐富的研究產出移轉到產業界，政府的研究資源分配亦更加重視目標導向與產業導向的發展計畫，結果所獲得的回收遠超過預期，其作法吸引世界各國競相仿效。我國亦於近年來透過相關法令的制定以及經費補助等措施，期望將大學的研究產出從知識的創造轉變為知識的加值與運用，以帶動產業知識化，並促進知識產業化之效益。 因此，欲探討大學的成果擴散效益時，不只是依循過去大多數學者從產學合作的觀點，更應考量政府在創新過程中所扮演的角色與功能，以及將衡量國家創新系統績效之方法運用到大學的成果擴散效益的呈現上，以建立適合我國大學創新成效的衡量模式。 本研究架構從教師的「研究人力」、「研究經費」以及「產學關係」等三構念探究對於「研究產出」以及成果推廣所產生的「擴散效益」之關聯，另外，再從學校的研究成果「管理機制」以及「政府措施」等二構念探究對於其他構念所帶來的影響，以瞭解彼此之關聯，並建立適合我國大學研究投入、產出以及擴散的運作模式。 因此，除了收集國內外的文獻以歸納整理美日等國在大學研究成果擴散效益的探討內容與衡量項目外，並透過問卷調查與實地訪問國內大學教師與研究成果推廣中心(或技轉中心)主管，以瞭解國內大學研究成果的實務運作，以獲得本研究的初步架構，繼而從美日以及我國大學的個案研究，探討國家創新系統的角色所帶來的影響，以強化研究架構之各構念的關聯性。 其次，採取初級資料的收集方法，以國內大學校院教師為問卷調查對象，進行敘述統計以計算樣本的各項指標分布狀況，以信效度指標確認問卷的可靠性與有效性，並運用探索性因素分析來萃取出本研究重要之變數，再以線性結構關係模型分析本研究變數之間的關係，以驗證各構念彼此之間的關聯性。 本研究獲得以下的結論： 一、「研究人力」與其他構念之關聯 「研究人力」對「產學關係」有直接的正向影響，對「研究經費」、「研究產出」與「擴散效益」則有間接的正向影響效果，而且整體的影響效果是顯著的。所以，研究人力是成果散效益的基本要素，配合其他構念的運作可以對研發成果之擴散效益產生正向的影響。 二、「研究經費」與其他構念之關聯 「研究經費」對於「研究產出」與「擴散效益」均沒有顯著的正向影響。顯示一味強調大學研究經費投入的作法無法帶來實質的成效，反而浪費有限的資源，因此，研究經費投入前，宜先制定一套評估機制，充分考量學校的研究人力、以往的研究產出與擴散效益之表現，以有效地配置研究經費。 三、「研究產出」與其他構念之關聯 「研究產出」對於「擴散效益」有直接的正向影響，表示大學教師所創造出來的成果越多，則相對地促使成果擴散的效益越大。此外，研究產出的增加亦可影響其他構念對「擴散效益」的關聯性。因此，為提高擴散效益，學校宜積極鼓勵教師增加研究成果的產出。 四、「產學關係」與其他構念之關聯 「產學關係」除了對「研究產出」與「研究經費」產生直接的正向影響外，亦間接影響「研究經費」與「研究產出」分別對「擴散效益」的關聯性。顯示產學關係可彌補大學與企業的技術落差，提高產業對學校研究成果之需求，促使教師研究產出的擴散效益更佳。 五、「管理機制」與其他構念之關聯 「管理機制」對「產學關係」與「擴散效益」均有直接的正向影響，顯示學校在成果管理與運用的積極作為(如技轉單位的設置、技轉人員的規模與培訓、獎勵措施的制定等)以及促進產學之間的關係可提高研究成果推廣所帶來的效益。 六、政府措施與其他構念之關聯 「政府措施」不但對「擴散效益」有直接的正向影響，亦對「產學關係」有直接的正向影響，此外，對「研究經費」與「研究產出」亦有間接的正向影響。因此，未來應加強我國政府的角色，充分發揮驅動與強化的功能，解決大學研究成果擴散的管制與障礙、營造產學研發資源共享環境以提高大學研究產出的擴散效益。 / After the government lifted the restriction on the number of higher education institutes, in the past two decades the number of university in Taiwan has increased dramatically (16 in 1986, and 102 in 2008). The government apparently could not match up this increase, with its slow pace of education budget increase. The shortage of development funds from governmental agency in charge is no doubt obvious for all universities. Therefore, to receive an ample share of governmental education budget has become competitive and even difficult. As the global economy weighs more on the generation and dissemination of knowledge nowadays, universities seems to see themselves clearer in the business picture for their role on the economic market. University officials and the government both also understand that a productive conversion of university intellectual assets, referring to knowledge-based creation or innovation, to innovation-derived benefit can be crucial for future university development. Thus, not only the university finance will be improved, its academic performance shall also be expected to enhance when this conversion is being well performed productively. An innovation management system here refers to a university system to manage its intellectual capital, such as support and process infrastructures, in facilitating the conversion process that enable the university to convert its intellectual assets into commercially viable properties. An important aspect of this study is to analyze national and international innovation management systems currently practiced in universities for greatest innovation-derived benefit. In the current of knowledge–based economic development, the knowledge-based innovations owned by universities is inevitably weighed more than ever in value. Many Universities may fall in a dilemma about how to weigh market–oriented research in comparison with fundamental scientific knowledge, since the latter never the less could lead to market–oriented innovation in the future. Furthermore, to maximize the value of innovation, it is commonly accepted that a proper management for conversion is almost as important as the producing of it. When it comes to determine the value or the benefit the innovations could bring, other than university’s innovation capability, which tends to have the potential to incubate more research outcomes, the performance of innovation management system is one of the most decisive factors. To achieve a good performance, three conditions are proposed to maintain an efficient innovation management system: an effective management mechanism, reduce adverse influences on incubating innovation assets, and increase knowledge sharing. The maintenance of such a system is then further categorized as seven conceptual indices (CIs) for later evaluation: research manpower, research grant, innovation outcomes, management mechanism, university-industry relations, government policy, and innovation-derived benefit. The first four are regarded as part of intellectual capital, while the other three are considered as strongly linked to the performance of the innovation management system currently being operated in Taiwan’s universities. They will be discussed in connection the first five CIs for their inter-relations. Since universities is under the scheme of National Innovation Systems (NIS), which covers primarily a finance and service system, a technological innovation system, and a knowledge-based innovation system, any management taking place in a university on each of any sub-system under the NIS will affect the NIS to some extent. By the same token, considering those mentioned above several conceptual indices are proposed to elucidate the results of the evaluation model applied in this study to examine similar management systems in different universities for comparison. This evaluation model is expected to help optimize the current managerial models to best meet the knowledge-based economic development needs and enlarge the innovation-derived benefit from university innovation assets. Prior to 1980s, the promotion on innovation in the U.S. was generally considered failed. To save the failing systems, the U.S. government announced a series of new regulations to promote the capitalization of academic innovations by universities. Those policy measures mainly included governmental subsidy to research grants, less constraints on intellectual property (IP) licensing, and start-ups for IP transfer. Furthermore, the government diverted more its research support into market-oriented development projects. Since such moves later resulted in a positive outcome beyond expectation, Taiwan as well as some other countries began to replicate those measures in their own countries. As the sources of future development increasingly depend on the derived benefit from innovation, the success of NSI originated by the U.S. government has indicated a new approach different from previously predominated models of solely university-industry cooperation. The involvement of government role in the NSI has been proved essential for its success. Similarly, the innovation management system being operated with the university intellectual capital to enhance the conversion to innovation-derived benefit is defined as the innovation assets management system (IAMS). It can be considered as a sub-system of the NSI, and the use of the evaluation model to examine the IAMSs can properly shows the difference among all the IAMSs by university. Furthermore, the evaluation model proposed takes account of surveys including interviews with IP transfer professionals and research professors. Cases of universities practicing the IAMS along with others published in literature are also studied to help access the relations among index items in the model. The model is constructed with several measures, including Structural Equation Model (SEM), Exploratory Factor Analysis (EFA), and Confirmatory Factor Analysis (CFA), to evaluate the performance of the IAMS on successful conversion from intellectual assets into benefit. The model results are depicted with CIs as the conclusions. A qualitative survey is carried out on the evaluation of inter-relations among the seven CIs described above with Taiwan’s university educators as respondents. Confidence interval is applied to assure data reliability and validity. Significant model variables are identified using the explorative factor analysis. Finally the linear regression is applied to examine the relations among those CIs. The results of this study can be concluded as the following: 1.Research manpower It has positive influence directly towards university-industry cooperation when affecting positively towards research grant, innovation outcomes and innovation-derived benefit. The result suggests that it be the fundamental CI responsible to innovation-derived benefit. And along with other CIs, this CI could result in a comprehensive enhancement on the innovation-derived benefit. 2.Research grant It shows less significant effect over innovation outcomes and innovation-derived benefit. This conclusion indicates that the scale of innovation outcomes will not necessarily in proportion to the financial investment on research. It is suggested that a comprehensive evaluation on research manpower, innovation capability, and research capacity, etc. should be conducted prior to market-oriented investment on research. 3.Innovation outcomes This term shows a positive relation with the innovation-derived benefit. It is easy to understand that university educators with more innovation outcomes tend to receive more innovation-derived benefit. Furthermore, increase in innovation outcomes will also help induce stronger links among the other CIs towards the innovation-derived benefit. Thus, encouraging educators for more innovation outcomes is no doubt a good measure for universities. 4.University-industry relations University-industry relations bear positive influence to innovation outcomes and research grant. It also shows its positive effect on the relations between research grant to innovation-derived benefit and between innovation outcomes to innovation-derived benefit. The role of university-industry relations can be depicted as to lessen the technological gap between university and industry, facilitate the industry need for university innovation outcomes, and multiply innovation-derived benefit. 5.Management mechanism The management mechanism shows positive influence on university-industry relations and innovation-derived benefit. An effective management mechanism on innovation outcomes would directly lead to excellent benefit derived from innovation outcomes. 6.Government policy Government policy shows straight links to university-industry relations and innovation-derived benefit. It also indicates an indirect effect on enhancing both research grant and innovation outcomes. In the future, the government should play a key role in promoting universities to practice such a system and help resolve difficulties arisen.

公共部門的組織運作相較於過去，正處在更為不穩定和動盪的環境之中，公部門必須提高其「創新」的能力以為因應，並由於治理網絡形式的顯現，也更加強調公部門創新的重要性。面對當前許多充滿高度複雜與棘手的公共問題，我們不僅需要公共創新的新途徑，同時也要為許多問題的解決方案提出必要的工具。無疑地，吾人必須關注如何透過治理網絡中行動者間的協力，即是公共管理者、民選官員、企業、非營利組織等行動者的協力，用以強化公共創新，因此，「協力創新」可以說是當前公部門創新的重要議題，同時也是公部門面對網絡治理亟欲尋求的新方法。簡言之，欲探究的「協力創新」，則是指以網絡為基礎的協力，促進治理過程中公部門的創新。 本研究主要聚焦在公共部門協力創新的理論與實務的討論，以下述兩個關鍵重點做為討論的主軸：一、重點是針對「公共部門的創新」，而非一般所談論的企業創新；二、著重於「跨部門間或網絡協力」的創新，並非單一組織內部的創新。研究問題包括：何謂是在公部門的協力創新？協力創新的過程需要具備哪些條件？網絡中的行動者如何透過協力過程以導引出創新？協力創新呈現的樣貌或結果為何？對文化行政機關而言，文化創意產業政策之推動，對文化行政官僚的協力創新經驗有何特殊性？協力創新的過程有何困難？如何克服這些障礙，以驅動協力創新？ 儘管公部門透過跨部門、跨組織的協力創新研究還處在發展萌芽的階段。在實務上，公部門必須審時度勢，在協力過程中透過制度設計，與行動參與者進行有效溝通、建立信任，並證明展現其領導、協調和整合的能力。因此，本研究關注協力創新在公部門的應用，一方面提出整合自公部門創新、協力治理文獻而發展出來的理論架構，另一方面也針對文建會在推動文化創意產業政策運用協力創新的過程和經驗，進行質化的實證研究，以提供公部門有關協力創新應用之理論面與實務面相互印證的機會。 研究發現公部門創新必須致力於創造更多的公共價值；政治的推力、回應外部發展趨勢、核心職能外新增業務的壓力、尋求和匯集外部資源、創造有利創新的組織文化是公共組織內外環境中存在激發協力創新的驅動因素；而網絡治理的領導能力、多層次與橫向溝通平台、互惠的信任關係基礎、良性的創新循環等是影響協力創新過程的關鍵因素；公部門適當的制度設計有利於協力創新的發展；協力創新的多元價值結果亦呈現出不同的創新類型。最後，本研究也針對協力創新的實務應用、制度設計及組織運作、文化創意產業推動方面提出若干建議。 / The importance of strengthening innovation in the operation and organization of the public sector is highlighted by both today's increasingly variable environment and the emergence of governance networks. The many complex and wicked problems that are currently encountered in civil sector indicates a need not only to innovate, but also to come up with necessary tools for solving multiple problems. No doubt the primary focus should be on uniting efforts among actors in governance networks, namely civil sector managers, elected officials, businessmen, and non-profit administrators, in order to strengthen public sector innovation. For these reasons, collaborative innovation is an important topic in public sector innovation and an anxiously pursued new method as the public sector faces collaborative governance. Moreover, collaborative innovation is network-based collaboration that promotes innovation in the public sector governance process. This study primarily focuses on theories of public sector collaborative innovation and discussions of actual practice in the field. The study revolves around two key points: a focus on public sector innovation as opposed to commonly discussed business innovation, and innovation in cross-sector collaboration or network-based collaboration as opposed to innovation within a single organization. Questions addressed in this study include: What is meant by public sector collaborative innovation? What are the prerequisites for collaborative innovation processes? How do actors within a network lead innovation through collaborative processes? What are the features or results of collaborative innovation processes? What special experiences have administrators of cultural bureaus had promoting cultural and creative industry policies with collaborative innovation? What difficulties are encountered during processes of collaborative innovation? How can these difficulties be overcome in order to spur collaborative innovation? Research of cross-sector and transorganizational collaborative innovation in the public sector is still in its developmental stages. Each collaborative process must be assessed through system design to ensure effective communication and the establishment of trust, as well as to verify leadership, coordination and integration capabilities. Therefore, this study concerned with the application of collaborative innovation in the public sector first constructs its theoretical framework on extant literature in the fields of public sector innovation and collaborative governance, and secondly is directed at the Council for Cultural Affairs use of collaborative innovation in its policies that promote cultural and creative industries. This study employs qualitative empirical research to provide opportunities for mutually verifiable theoretical and practical collaborative innovation applications related to the public sector. Results of this study suggest that innovation in the public sector should be directed at creating more public value. Governmental influence, response to external trends, pressure added by work extrinsic to core functions, the collection of external resources and organizational culture cultivating beneficial innovation are all factors that drive collaborative innovation in and around public organizations. Network governance leadership ability, forums for both horizontal and vertical communication, foundations of mutually beneficial trust, and healthy innovation cycles are all influential factors in collaborative innovation processes. Appropriate organizational design in the public sector spurs the development of collaborative innovation, and the manifold values of collaborative innovation result in different innovative forms. Finally, this study aims to make recommendations for the practical application, organizational design and operation of collaborative innovation, and the promotion of cultural and creative industries.

區域技術創新能力是展現區域將知識轉化為經濟的能力，是區域競爭力的重要內容。由於區域創新能力是造成中國各區域經濟發展差距的主要原因之一。本研究採用中國之上市公司為研究對象，探討公司創新活動的揭露與中國各省（自治區、直轄市）創新能力對分析師預測行為及分析師預測跟隨人數之影響。由三個面向檢視區域創新能力：研究與試驗發展全時人員當量增長率(REGTH)、政府研發投入占GDP比例(GIGDP)、每百萬人平均發明專利授權數(AVPAT)。研究結果發現創新活動揭露越多之公司，分析師之預測誤差程度越低、分析師之離散度越高且能吸引越多分析師對公司做預測。區域創新能力指標REGTH越高地區，分析師預測跟隨人數越少；區域創新能力指標GIGDP越高地區，分析師之預測誤差程度越低、分析師之離散度越低、分析師預測跟隨人數越少；區域創新能力指標AVPAT越高地區，分析師之預測誤差程度越低、分析師之離散度越低、分析師預測跟隨人數越多。 / Regional innovation capability is an important competitive ability to improve the economic development in China. Using a sample of Chinese listed companies, this study investigates the extent to which innovation disclosure at the company level and regional innovation capabilities affect analysts’ forecast characteristics in terms of forecast error, and forecast dispersion, and the number of analysts’ following. The indicators of regional innovation capabilities are the growth rate of R&D full-time equivalent personnel (REGTH), regional government's investment in R&D per GDP (GIGDP), and average of innovation patent authorized per millions of people in one region (AVPAT). The results indicate that firms with more innovation disclosures improve analysts’ forecast error, and regions with higher GIGDP and AVPAT also improve analysts’ forecast error. For firms with more innovation disclosures increase analysts’ forecast dispersion, and for regions with lower GIGDP and AVPAT increase analysts’ forecast dispersion. I also find firms with more innovation disclosures attract more analysts’ following, and regions with higher REGTH and GIGDP have less analysts’ following, while regions with higher AVPAT attract more analysts’ following.

本研究主要目的在分析新北市國民中學校長創新領導行為、教師知識管理能力與學校創新經營效能之關聯。研究採用調查研究法，以新北市之公立國民中學教師為研究對象抽40所學校，計有496位。問卷調查結果採用描述性統計、t考驗、單因子變異數分析、皮爾森積差相關以及多元逐步迴歸等統計方式加以分析。 　　本研究得到下列項結論： 一、新北市國民中學校長創新領導行為情況良好，並以「創造思考」為最佳。 二、新北市國民中學教師知識管理能力表現良好，並以「知識獲取」為最佳。 三、新北市國民中學的學校創新經營效能情況良好，並以「創新學校表現效能」為最佳。 四、新北市國民中學不同性別、現任職務、學校規模之教師在知覺校長創新領導行為上有顯著差異。 五、新北市國民中學不同現任職務、服務年資、學校規模之教師在教師知識管理能力上有顯著差異。 六、新北市國民中學不同現任職務、服務年資、學校規模之教師在知覺學校創新經營效能上有顯著差異。 七、國民中學校長創新領導行為、教師知識管理能力與學校創新經營效能三者間具有正向的關聯。 八、國民中學校長創新領導行為及教師知識管理能力的分層面，對學校創新經營效能有正向的預測作用。 　　最後，根據研究結果提出主要結論與相關建議，以供教育行政機關與國民中學之參酌。 / The purpose of this study is to examine the relationship among principals’ innovative leadership behavior, teachers’ knowledge management capability, and effectiveness of school innovation management. Data were collected from 496 teachers of 40 junior high schools in New Taipei City. The data were analyzed by descriptive statistics, t-test, one-way ANOVA, pearson correlation analysis, and stepwise regression. Conclusions were as follows: 1. The perceptions from the junior high school teachers about principals’ innovative leadership behavior are positive. Furthermore, “creative thinking” is the highest. 2. The perceptions from the junior high school teachers about teachers’ knowledge management capability are positive. Besides “knowledge acquirement” is the highest. 3. The perceptions from the junior high school teachers about effectiveness of school innovation management are positive. “innovative school performance” is the highest in addition. 4. Teachers from different gender, position, and school size in New Taipei City, they had diversely feeling about principle’s innovative leadership behavior. 5. Teachers form different position, seniority, and school size in New Taipei City, their knowledge management capability are obviously difference. 6. Teachers form different position, seniority, and school size in New Taipei City, their perception of school innovative efficiency are obviously diversity. 7. Principle’s innovative leadership behavior, teachers’ knowledge management capability and effectiveness of school innovation management, these three factors had highly positive correlation. 8. The sub-level of the principals’ innovative leadership behavior and teachers’ knowledge management capability can apparently predict the effectiveness of school innovation management. 　　At last, according to the results, this study provides the conclusion and the suggestions particularly for the institution of educational administration and junior high schools.

「成功、成熟且領導中的既有企業為何失敗？」從Christensen 1997年發表書中定義創新者的兩難(The Innovator’s Dilemma) :「管理階層為企業成功所做出的理性而智慧的決策，正是促使企業失去領導地位的主因」，說明既有企業高階經理人將資源分配給主流高階市場，忽略新進企業從非主流市場進入的破壞性創新(disruptive innovation)的取代性，導致既有企業的產品逐漸被取代而失去領導地位。後續補充破壞式創新的文獻，認為除了資源依賴與分配外，動態能耐、組織文化是重要的補充研究構面，但仍缺乏相關企業產權議題構面的探討。 本研究以Milgrom(1992)及李仁芳(1993, 1999a,b)的企業產權理論，補充創新者兩難理論中對企業產權解釋的不足，在企業的管理權與所有權的過度分離下，會讓經理人自利的理性決策偏向企業短期收益，而損害長期股東權益，這樣讓破壞式創新對企業產生無法妥協的組織兩難衝突，才是導致企業無法存活在破壞式創新的浪潮中的原因之一。 為驗證本研究的理論推理，藉由軟片產業及電腦顯示器產業作跨產業多個案的實證研究。比較柯達軟片、富士軟片在軟片產業中受到數位顯影技術的取代衝擊，以及我國CRT電腦顯示器廠商誠洲、中強、碧悠、源興、美格、華映、瑞軒及皇旗受到LCD技術的取代衝擊，在相同破壞式創新下區分成功轉型及失敗消失的兩組對照，比較策略因應與對應產權結構的差異。 研究發現企業所有權與管理權集中者容易為破壞式創新的適應者；相對的所有權與管理權分離者，容易成為破壞式創新的淘汰者。企業的產權結構差異影響了決策過程，造成不同策略選擇，是影響企業面對破壞式創新轉型成功的關鍵因素之一。在實務上，意涵企業平時的產權結構就應未來的技術發展做因應規劃，而在面對破壞式創新威脅時刻，更應積極透過股權結構再造的方式讓所有權與管裡權有某種程度的重疊，這是因應破壞式創新浪潮轉型的重要力量來源。 / Why successful, mature and leading incumbent companies fail? From the definition of “The Innovator’s Dilemma” in Christensen’s book (1997), what management makes rational and intelligent decision is the cause firms lose their leading position, which may explain that management level of established firms allocate resource on high margin market by following main customers and ignore low margin from “disruptive innovation” market by new entrant firms. In addition to resource dependence and allocation, the extant literature pertaining to disruptive innovation has been categorized into organizational structure, organizational culture and dynamic capability. However, the impact of enterprise ownership structure on disruptive innovation rarely has been studied. This study tried to complement innovation dilemma theory with ownership theory. The over separation of ownership and management of corporation would contribute to self-interest management decision tending to short-term revenue rather than long term development of firms, which cause unbalanced organizational dilemma under disruptive innovation condition. It would be one of main reason that leading firms fail to transform in the wave of disruptive innovation. In order to test the organizational dilemma theory, this study comprised multiple cases research method of 2 multinational film companies and 8 computer monitor manufacturers in Taiwan. Comparing two film makers, Kodak with Fujifilm, under digital camera technology replacement and 8 Taiwan CRT computer monitor manufacturers under LCD technology replacement their coping strategy and corresponding ownership structure. One of major findings of this study is that integration of ownership and management would easily adapt to disruptive innovation wave. On the contrary, the separation of ownership and management would be eliminated from disruptive innovation wave. The ownership structure of enterprise influences decision making process and choice of coping strategy, which play major role in transforming firms successfully into disruptive innovation. In practice, the implication of this research is that ownership structure of firms is corresponding to future technology development. While facing the disruptive innovation emerging, the necessary of integration between ownership and management is critical by financial restructure, which would be main power to transform firms into new disruptive innovation.

在2012年行動App有持續性的成長，主要成長動能來自於智慧型手機及平板市場的成長。根據國際數據公司IDC的報告與預測， 2012年智慧型手機出貨量將成長至約7億台，年成長率42%，平板出貨量將成長至10,740萬台，年成長率54%。在智慧行動裝置（智慧型手機、平板等）快速成長的帶動之下，行動App的市場規模亦越來越大， 根據IDC預估，全球行動App的下載數量將由2011年的300億次成長至2012年的733億次，成長率達143%。行動App營收來源不僅僅只有單次付費下載及App內付費兩種，還包括了訂閱、App內廣告或下載等其他方式。但是，其實App的獲利方式有很多種，只要讓消費者持續使用App，除了在App內提供服務讓消費者付費來獲利之外，還能透過App連結的廣大生態圈來尋找第三方付費甚至其他模式來獲得營收。 在App產業內，「免費下載」成為吸引消費者的常用方式，2012年免費App的下載數目已是付費App的10倍以上。因此本論文欲探討在免費App的產業競爭裡，App廠商如何透過「創新」來獲取價值，透過個案研究，欲研究的問題如下： 1. 廠商透過什麼樣創新的途徑在App市場裡競爭？ 2. 創新為消費者帶來了什麼樣的使用者體驗？ 3. 廠商若是能創造良好的使用者體驗，是否能由此持續獲取價值？ 透過國外成功個案的分析結果，發現廠商透過以下創新途徑在App市場內競爭：1. App技術創新；2. App服務創新，有以下方式，1) 將技術創新轉變或延伸為各式服務；2) 連到更大的夥伴網絡或生態系統，甚至創造自己的生態系，來重新設計服務價值鏈；3) 免費的商業模式，透過贈送最有價值的資源來培養用戶基礎，才有可能在商業模式上創新。廠商透過創新可帶給使用者的經驗如下：1. 創新的使用需求；2. 降低使用者的成本；3.連結其他服務的入口平台。而廠商創造良好的使用者體驗能持續獲取價值，並且在消費者使用過程中獲取利益的方式如下：1. 透過免費服務或產品與使用者產生連結；2. 不斷更新的服務或內容，讓使用者願意持續使用；3. 給予使用者自定功能的服務來互利雙方，若是使用者不用，此功能亦不會影響服務品質；4. 「無廣告」模式能創造良好的消費者體驗。App透過以上方式能增加使用者忠誠度，透過技術或服務創新能改變商業模式；而良好的使用者經驗的確能夠為廠商獲取價值，透過不斷的創新來幫助增加使用者經驗，透過服務鏈的延伸來改變商業模式，就有機會在使用者的使用過程中獲取價值。 進一步研究台灣廠商現況，透過個案分析發現台灣廠商目前在商業模式上較無創新，但是在技術創新與服務創新的模式上已逐漸累積經驗；台灣廠商對於產品開發的方式分成兩種：一種為產品項目上的連續創新，另一種則為單一產品的漸進式創新；雖然台灣廠商進入App產業的時間不久，但是經過兩年市場經驗的累積，已逐漸了解市場消費者需求，期望能進一步改變商業模式並且朝向國際化市場。 隨著智慧型手機及平板的普及化，只要消費者願意下載行動App至其智慧行動裝置上，此App就是消費者體驗其服務的入口，再加上設計製作行動App的技術及資金門檻不高，因此各家廠商皆在思考如何透過App強化其使用體驗並且進而獲利，前提建構在消費者「願意」下載並且「持續使用」App，因此透過免費下載的模式來增加消費者的下載及使用意願，「免費」使用降低了使用者的進入門檻，良好的使用者經驗更增加了消費者對此App及其服務的忠誠度；當越來越多消費者使用後形成的規模經濟，廠商就有機會經由商業模式的創新持續獲取價值並獲利。智慧型裝置改變了消費者對電子產品的使用方式，連帶創造行動App產業的興起，藉由行動App讓各家廠商拉近與消費者之間的距離，讓廠商渴望創新以吸引消費者目光，因此行動App生態圈的擴大與成熟指日可待。 / In 2012, mobile Apps markets continue to grow since the growth of smartphone market and tablet market. IDC forecasts smartphone shipment volumes will reach 700 million units with annual growth rate of 42% in 2012. And tablet shipment volume will reach 107 million units with annual growth rate of 54%. The market size of mobile Apps would become larger due to the rapid growth of smart mobile device (smartphones/tablets) market. According to IDC’s prediction, worldwide download numbers of mobile Apps grows at 143% year-over-year from 30 billion times in 2011 to 73 billion times in 2012. Revenue of mobile Apps comes from paid Apps but also from in-App advertisement, in-App purchase, subscription and so on. As long as consumers are willing to continue to use the App, the App vendor may make revenue from their customers by some creative business models but not limited to what we had mentioned above. In App market, the most popular way to catch consumers’ eye is “free download.” The download numbers of free Apps are ten times greater than paid Apps in 2012. Although free downloads attract many trial users, App vendors should focus on that how to make their customers re-open the App or continue using the App. Therefore, this theory would like to study on that how App vendors gain value via innovations in the free App competition. Base on case study research, we would like to study the following topics. 1. What kinds of innovations are created by vendors in the competition of App market? 2. What kinds of user experiences are created by the innovation? 3. How do vendors continue to gain value by the great user experiences? According to the analysis result, we have found that App venders have two kinds of innovations. One is technical innovation and the other one is service innovation. There are three kinds of methods for service innovation. 1) To transform or to stretch technical innovation to other services. 2) To connect with larger partner networks or ecosystems. Even to create own ecosystem to re-design service value chain. 3) Free business model – it is possible to have an innovation on business model by gifting customers the worthiest resources to gain customer base. Furthermore, customers can gain good user experience via innovations in the following ways. 1) Vendors should try to create new needs. 2) The App can reduce customers’ cost. 3) The App can be the entrance to connect other platform. Therefore, the methods to enhance user experience are as shown below. 1) To connect with customers by free services or free products. 2) To update contents or services continuously to raise customers’ willing-to-use. 3) To give customers customized services. If customers don’t use the service, it will not influence their user experiences. 4) “Non-advertising” can create wonderful user experiences. As a result, App vendors can earn customers’ loyalty according to given above. To sum up, App vendors win competition and change business model by technical innovation and service innovation that creates great user experiences and worthful value as well. If vendors can keep innovating to enhance user experience and can stretch service value chain to change business model, it is possible to capture value in the customers’ experiencing process. Lastly, we have studied current situation of Taiwanese App vendors and had found that Taiwanese vendors have no innovation on business model but have some experience on product innovation. There are two kinds of product innovation. One is continuous innovation and the other one is incremental innovation. Although Taiwanese vendors are still new comers in App market, they are finding out customers’ needs and wants. They are expected to have more innovations so that they can be seen in a global market. In conclusion, the App is the knocking brick of great mobile experience since most people have smart mobile devices with Apps. Further, designing an App is not a tough barrier. All vendors are thinking about how to enhance user experience and get revenue as well. Free download brings more customers and great user experiences make customers’ loyalty. If more and more customers join to a point of economies of scale, vendors will have chance to innovate and to make value sustainably. Smart mobile devices change users’ behavior and create the market of mobile Apps. Mobile apps make vendors and customers closer so that vendors eager innovations to catch customers. App market is expected to become mature in the near future.