對大多數台灣高科技廠商而言，產品創新已是公司生存及精進之必要。根據研究文獻的探討，我們發現影響產品創新的因素有三個，它們分別是：技術相關性、市場能力、及公司在吸收新知以轉換、內化並應用到新產品開發的能力。每一個因素我們皆根據文獻探討以給予定義的解釋，接著再將三因素皆分為”高” 及“低”兩方向來看。在行成一個三維的矩陣後，我們將其簡化成三個二維矩陣並一一解釋。每一矩陣皆有四個象限，皆有舉例說明探討。 接著，我們在產品創新中考慮路徑相依的特性並以實際個案分析之。首先，我們配合個案公司在過去曾經歷過的變革挑戰依時間點畫出”雙技術樹狀圖”(DTT)，接著我們分析出研究個案公司的產品發展路徑。所得出的研究資料告訴我們，在公司產品創新的路徑相依歷程中，產品及客戶能力兩者是彼此互相影響的。 接著，我們討論本研究個案中產品銷售的路徑順序。我們以每五年為一分斷點再各別作出一矩陣並一一分析之。我們發現，個案大多數產品線在不同客戶屬性間銷售路徑幾乎一致。即產品銷售皆由具有技術背景的系統整合商開始，接著銷售及於區域性或連鎖性之代理商，最後在一段時間後當公司產品達到穩定且做出公司名聲後，一些潛在全美國性質或泛歐洲的大通路商、甚至或具有大量銷售能力的競爭對手，雙方便開始以ODM或OEM方式合作。 最後，我們再以策略技術領域(STA)矩陣來分析一公司技術領域之強點與弱點。以公司的技術能力及各個產品線組成此一二維矩陣。研究發現所研究的個案公司其核心能力是在資訊產品元件中的硬體及韌體，而軟體為其弱點。本研究的個案公司以其對區域網路所擁有的專業知識、韌體能力，公司適當的切入策略(以能讓資訊週邊產品具有網附分享功能的周邊加值廠商)及其對PC週邊設備的瞭解，將持續增加個案公司在其網路領域的相對競爭優勢。 / For most Taiwanese high-tech companies, their product innovations have been recognized as a primary means of corporate renewal. Based on the literature review, we concluded that three factors affect the product innovations. They are: technology-relevance, marketing-capability and assimilation-capability. Each factor is divided into “high” and “low” conditions. We gave the definition to each factor and depicted their inter-relationships by three 2-dimension matrices accordingly. Each 2-diemsion matrix has four patterns. We explain each of these patterns by examples. Take into account of path dependence in product innovations, we analysis the real situation from our study case (TDK Corp.). We draw out the DTT (Dual Technology Tree) matching with the firm’s technological challenges in time sequence. We also analysis the TDK product developing paths, this figure offers insight into the resource dynamics through product innovation over time. The present data from TDK suggest that the reciprocal interplay between product and customer competence accounts for these path dependencies. Following, we also discuss the selling paths and sequence to TDK LAN products by a customers and products segmentation matrix in time sequence (with three different stages and each last 5 years). It shows that almost every of TDK’s product selling sequence is beginning from system integrators or small retail (with tech. background) first then accepted by national distributors. After achieving a good level in product quality and company reputation, some key customers or even competitors will do ODM/OEM business with the firm. Finally, we analysis a firm’s core abilities by STA(Strategic Technical Area) matrix. This matrix consists of technological abilities and product lines. Our research result shows that the TDK Corp. core competences are both LAN and firmware fields. However, the software area is its weakness. With its LAN knowledge, firmware competence, an appropriate strategy (as an embedded IT company to penetrate into niche markets around PC peripherals with network sharing functions), and the knowledge in different PC peripherals are continuously increasing the firm’s core abilities with higher comparative competition advantages than other firms in LAN field.

中小企業在台灣的經濟發展過程中的地位是眾所皆知的，然而，有關科技型中小企業的創新行為的研究，無論是國內或國外都不是很多。本研究即以個案研究法，針對台灣的中小型資訊軟體公司，探討其軟體專業類型、中小企業特質與研發創新專案的技術知識特質，對創新行為之關聯性及影響。本研究之主要研究發現如下： 一、不同軟體專業類型之中小型資訊軟體公司，其技術知識特質不同。 二、技術知識特質會影響中小型資訊軟體公司的創新行為.： 1.創新專案之技術知識特質會影響：(1)共同解決問題時，團隊成員背景異質／多元性；(2) 共同解決問題時，問題時，藉由鼓勵創造性摩擦產生創造性的知識結合；(3)組織鼓勵實驗的風氣；(4)是否藉由參加教育訓練課程作為知識吸收之來源。 2.創新專案之技術知識的標準化程度高低不同，使用原型溝通的方式不同。 3.創新專案之技術知識的路徑相依程度會影響創新行為中鼓勵智慧型失敗的風氣。 三、中小企業特質會影響中小型資訊軟體公司的創新行為： 1.中小型資訊軟體業由於軟體專業類型不同，使得企業主參與程度不同，組織的創新行為（鼓勵創造性的知識結合與實驗的風氣）亦不相同。 2.中小型資訊軟體業的正式化程度與組織的創新行為無明顯關聯性。 3.中小型資訊軟體業的研發人員之自主性越高，對於組織的創新行為越有正面的影響。 四、不同軟體專業類型之中小型資訊軟體公司，其創新行為與管理作法不同。 五、本研究之次要研究發現： 1.中小型資訊軟體公司的軟體專業類型不同，企業主參與程度不同。 2.中小型資訊軟體公司的軟體專業類型不同，其研發人員自主性不同。 3.中小型資訊軟體公司的技術知識特質多元化程度與標準化程度不同，研發人員自主性不同。 4.中小型資訊軟體公司之創新行為中執行與整合新科技與工具時，使用者參與程度以諮詢模式為主。 5.中小型資訊軟體公司之企業規模越大，對於創新行為越有正面的影響。 因此，本研究建議，中小型資訊軟體公司若要持續性的創新以增強企業體質，確實需要瞭解不同的技術知識特質對創新行為的影響，藉由創新活動與程序的管理，來提升企業的創新能力與成效。 / It is well known that the SMEs (Small & Medium-sized Enterprises) have played an important role in the process of economic development in Taiwan. This thesis attempts to take an exploratory study of the relationship between characteristics of technological knowledge and innovation behavior on SMEs in computer software industry in Taiwan. There are primary figures found in the thesis: Ⅰ.Different categories of computer software in SMEs have the different types of characteristics of technological knowledge. Ⅱ.Characteristics of technological knowledge have the effect on the innovation behavior of SMEs, such as: 1. Characteristics of technological knowledge in an innovative project have an influence on a).the diversity of team members, when the team work is held; b).whether there comes a creativity of knowledge combination via creative abrasion or not, when the team work is held; c).the intensity of encouragement of R&D in a company; d).whether the company takes the formal training courses as a knowledge source. 2. The standardization of technological knowledge in an innovative project has an influence on how the prototype is used in the R&D process of the project. 3. The path-dependency of technological knowledge in an innovative project has an influence on the intensity of encouragement of failing forward in a company. Ⅲ. Characteristics of SMEs have the effect on the innovation behavior of SMEs in computer software industry, such as: 1. Due to different categories of computer software, the proprietors of SMEs have different intensity of involvement and then make innovation behavior of the organization different. 2. The organizational formalization of the SMEs in computer software industry has no apparent relationship with innovation behavior. 3. The extent of autonomy of R&D employees in SMEs in computer software industry has a positive relationship with innovation behavior. Ⅳ. SMEs in different categories of computer software have different innovation behavior and management methods. Ⅴ. Other submary figuress of this thesis are as follows: 1. SMEs in different categories of computer software have different intensity of involvement of proprietors. 2. SMEs in different categories of computer software have different extent of autonomy of R&D employees. 3. When SMEs in different categories of computer software have the different diversity along with standardization of technological knowledge, there is a different extent of autonomy of R&D employees. 4. In innovation behavior, most of SMEs in computer software industry take inquiry method as the intensity of involvement of users, when they attempt to implement and to integrate new technology or tools. 5. The larger scale of SMEs in different categories of computer software takes more positive effects on innovation behavior. As the results, this thesis suggests that SMEs in different categories of computer software should understand the how different characteristics of technological knowledge affect the innovation behavior, when they attempt to make the company stronger via continuous innovation. They can also improve the innovative capability and performance by innovation management.

長久以來，推動臺灣經濟不斷成長的幕後英雄，正是占全部企業達九成七以上的中小企業，過去五十餘年來，中小企業在台灣經濟成長與產業發展過程中，無論在拓展對外貿易、增加國民所得、創造就業機會、或是促進社會安定等方面，一直扮演著極為的重要角色，大部分的大企業也都曾歷經由中小企業之草創時期，進而轉型、蛻變而成長為大型企業。儘管中小企業的重要性，但是有關的這方面的研究，尤其是對於高科技中小企業的產品與知識創新管理上，卻仍然不多。 本研究以個案訪談法為主要研究方式，主要訪問得獎過的、以及表現良好的6家台灣高科技中小企業。以『技術知識特質』與『中小企業特質』兩個構面來探索其對於『產品創新與知識管理』之影響。所得到的初步研究發現包括： 1. 高科技中小企業之研發創新的技術知識內隱程度會影響其產品創新與知識管理作為 技術知識內隱程度越高時：（1）外部知識吸收上越需透過人員密切互動來完成；（2）共同解決問題上越需透過更多的人員互動；（3）人員是重要的知識蓄積載體。 2. 高科技中小企業之研發創新的技術知識標準化程度會影響其產品創新與知識管理作為 技術知識標準化程度會影響組織進行知識吸收時的廣泛程度與吸收方式。技術知識標準化程度越低時：（1）組織內越需利用原型來溝通產品概念（2）開發團隊成員越傾向自行設計製作設備。 3. 高科技中小企業之研發創新的技術知識複雜程度會影響其產品創新與知識管理作為 技術知識複雜程度愈高：（1）知識吸收來源愈廣泛（2）成員多元化程度愈高（3）共同解決問題時越需要透過頻繁的溝通。 4. 高科技中小企業的特質會影響其產品創新與知識管理作為 高科技中小企業其正式化程度越高，越有助於知識的蓄積。而且，在創新研發專案的進行上，越高的研發人員自主性與企業主參與程度，越有助於產品創新與知識創新管理的成效。 本研究最後並提出對業界及後續研究者的建議。 / Topic： A Study on Product Innovation and Organizational Knowledge Management of High Technology Small Business Enterprise. Introduction： This study discussed how the characteristics of technological knowledge and the characteristics of Small business Enterprises influence the knowledge management, including input, adsorption and integration, storage, and circulation via New Product Development project in Taiwan high technology small business enterprise. Furthermore, the purpose of this study was to discuss the following topics: 1.What characteristics do the Taiwan SMEs have？ 2.What characteristics of technological knowledge do the Taiwan high technology SMEs have？ 3.How do the characteristics of technological knowledge influence the product innovation and knowledge management of high technology SMEs？ Research Methodology： Very few studies about product innovations and knowledge management of high-tech SMEs have been completed. Therefore, this work is merely exploratory, making the use of a case study approach to enhance understanding appropriate (Yin, 1989). Research Findings： According to the analyses of six cases in Taiwan high-tech SMEs, the study has generated the following conclusions： 1.Tacitness of Technological Knowledge in high-tech SMEs’ innovation project can influence the product innovation and knowledge management. □ When the Characteristic of Technological Knowledge is more tacit , the organization’s knowledge absorption depends on more direct personnel interaction. □ When the Characteristic of Technological Knowledge is more tacit , the team members depend on more direct personnel interaction to solving the problem. □ When the Characteristic of Technological Knowledge is more tacit , the firm store its knowledge through documents; otherwise it will be stored through people. 2.The standardization of Technological Knowledge in high-tech SMEs’ innovation project can influence the product innovation and knowledge management. □ The standardization of technological knowledge can affect the input of knowledge. □ Standardization of Technological Knowledge can affect Technological Knowledge Creation. When Technological Knowledge Standardization is higher, RD team would communicate the concept and technology of products with the marketing standard. In opposition when Technological Knowledge Standardization is lower, RD team would communicate the concept and technology of products with the prototype. □ When Technological Knowledge Standardization is lower, RD team would tend to make the tool or instrument by themselves. 3.Complexity of Technological Knowledge in high-tech SMEs’ innovation project can influence the product innovation and knowledge management. □ The complexity of technological knowledge characteristics can affect the input of knowledge. If the complexity of technological knowledge is higher, the. □ The complexity of technological knowledge characteristics can affect the composition of team members. If the complexity of technological knowledge is higher, the complexity of members is higher. □ If the complexity of technological knowledge is higher, the team members depend on more direct personnel interaction and communication to solving the problem. 4.The Characteristics of Small business Enterprise can influence the product innovation and knowledge management. □ The higher formalization of high-tech SME , the more to be contributive in firm’s knowledge store. □ During the process of new product development, the more decision-making power which R&D member has and the entrepreneur participates in the project much , the more to be contributive to the effect of product innovation and knowledge management. Keywords： The Characteristics of Technological Knowledge、knowledge management、The Characteristics of Small business Enterprise、High-tech SMEs

對製藥產業而言，不斷推出創新產品是其價值創造的最大動力。另一方面，市場之競爭與價格限制之壓力使所有的製藥業者莫不將提高研發的績效視為企業維持高成長的關鍵途徑。因而製藥企業一直面臨的巨大壓力便是要能快速、確實推出安全有效的新藥上市。隨著競爭模式的轉移，無形資產及知識創造之價值將是決勝的關鍵。受限於本土藥品市場規模的限制與有限的研發能量，本土製藥企業之新藥研發大多以發展階段的新藥開發為主而非風險大、時程長的新藥研究。於是瞭解智慧資本的創造、加值、運用與管理對製藥產業新產品開發績效之影響也將更為關鍵。本研究先就智慧資本之文獻與各種衡量模式進行歸納，並引用Skandia智慧資本導航者之架構，分別以人力資本、流程資本、創新資本與關係資本四個構面評量企業之創新智慧資本之內涵與建置，並試圖瞭解本土製藥產業創新智慧資本對新產品開發績效之影響，期能對我國產製藥產業智慧資本之管理方向提出建議，以提供業界進行創新智慧資本管理與發展之參考。 / The lifeblood of the pharmaceutical industry is its ability to produce innovative products. Additionally, both the heavy competition in the market and the trend of cutting price by the health insurance payers also force the industry turns their focus on increasing the performance of R&D to maintain the high growth rate. Therefore, how to launch a safe and effective new drug in a shortest time is a great challenge to the industry. Along with the changing of the core competitive advantages, the value of the intangible assets and knowledge creation become the key success factors. Linking intellectual capital management with R&D activities in pharmaceutical companies would be a critical factor in enhancing R&D performance. For a local pharmaceutical, limited by the market size and the R&D ability, the R&D activities would be more on the development phase than research phase. The relationship between intellectual capital with new product development would be more critical especially in this knowledge-base pharmaceutical industry. By literature review and adopting the intellectual capital assessment model of the Skandia Nevigator, the study divides the intellectual capital into human capital, processes capital, innovation capital and relationship capital and try to find the elements of innovative intellectual capital related to new drug development in a local pharmaceutical company. It also tries to find out how a local pharmaceutical company creates and manages its innovative intellectual capital. The research results show the current situation about intellectual capital of the case and will be provide a reference for the industry and further research.

依產業全球化的發展態勢觀察，產業由初期水準分工結構，生產基地往低成本的區域發展（即生產全球化），協助維持企業在國際產業供應鏈上的競爭力，漸次發展成一方面以開發新市場商機（即市場全球化）為主的成長策略，另一方面則逐步走向以整合全球各地研發資源（即研發全球化），以建構最具優勢的競爭基礎，實現全球的商機。 快速技術變遷與技術擴散而帶來的市場競爭，是促成科技產業廠商致力於事業分工營運的主要因素，在知識產業□由於產品系統規模愈趨龐大，整合度更完整的前提下對透過專業分工整合各地資源可以分散風險，建構獨特與專業的產業影響力。此一趨勢發展，在產業全球化且高度分工的環境下，是廠商發展核心能力，建構競爭優勢的策略作為。 近來大部份台灣廠商以大陸投資策略為其全球化策略的第一步，因此在本研究中，希望採用行動研究方法(action research method)，探討知識產業公司在全球化策略的思維，透過先行在大陸設立協同合作子公司實際經營管理，將所遭遇管理問題，透過擬具之行動方案--創新研發管理、服務管理、人力資源管理等經營管理工作進行操兵演練，經由不斷的調整改變以符合各子公司的經營環境，以達到厚基核心競爭力、強化高執行力之企業目標，以為日後擴及其他國家或地區時可作為典範。 關鍵字：創新研發管理、服務管理、專案管理、知識管理 / According to the industrial globalization trend, the initial models of level-cooperation and low-cost region development (production globalization) have been changed. Instead, the industry has been significantly developed to the new strategy of market opportunity (market globalization) along with worldwide resource integration (research & development globalization) that builds up a competitive foundation for global commercial opportunities. Rapid technology movement and spreading have formed a highly competitive market, which is the primary fact of facilitating the hi-tech manufactures to focus on the business cooperation. In knowledge industry, because the scale of product system is getting grown and completely integrated, a unique and significant production influence has been settled to reduce risks via the professionalism cooperation and resource integration from all regions. Under the trend of industrial globalization and intensive cooperation, the main strategy implementation of manufacture is to develop its core capability as well as competitive superiority. In recent development, majority of manufactures in Taiwan makes their first step to the globalization by investment to Mainland China. As a result, in this research, we apply a mechanism, Action Research Method, to explore the concept behind the knowledge industry’s globalization. It is executed through the management experience from pre-established sub-company to draw up a scheme, including innovation and research management, service management, and human resource management. From the constant adjustments according to running status of sub-company, the ability of core competency is expected to be solid and concreted. In addition, it strengthens the target of paramount execution that can be the standard model using in other countries and business areas in the future. Keywords: Innovation & Research management, service management, project management, knowledge management

本研究試圖以每個具有生命力組織的特性，亦即當組織需要適應環境以求得生存繁衍時，所必然具備的，適應環境的行為能力、組織內各環節間的運作規律與互動模式，以及組織需能構築自己的保護機制等這三種能力。來探討企業創新研發中心在資訊通訊代工產業中實際操作時所常面臨到的困境與問題，並藉由C公司之實例探討來找出可能的解決方向。 在研究中，也將這三種能力轉化為企業創新研發中心的語言。亦即企業創新研發中心之經營模式、企業創新研發中心之創新專案管理模式，以及企業創新研發中心之智慧財產權管理模式來進行探討。研究中也藉由這三個構面的討論，定義出個案公司利用鉗練模式的經營創新，使得原先在系統產業環境中容易失焦的負面因素，卻反而轉化成了正面的有利因素。也推動了一套針對創新技術管理的專案模式，並且讓這套創新技術管理的方法，充分結合於原有C公司的核心能力-產品專案執行流程中，內化成組織新的生命力。最後，也對C公司專利技術室組織的萃取智慧財產權的機制-專利專案協同計畫，做了詳盡的解釋。 / Running a Corporate Research Center well in 3C ODM industry is always a questionable task, ODM based companies are used to follow industry standard to build huge mass production capacity and also hope can create better gross margin be creating something different. This is really a dilemma. In this thesis, we use a real case C Company to study how the corporate research center operates inside the 3C ODM industry by three examining scopes. There are operation strategy, innovative technology project management and intellectual property right management. According to this study result, we concluded a few successful factors for corporate research center in C Company. There are innovative clamping economics model for operation strategy, Dorothy’s theory based technology project phase management and project based IP mining system. All the above factors should work together to make the whole research center running smoothly.

本研究的目的瞭解國小校長轉型領導、學校組織學習及學校組織創新的關係，主要包括1.瞭解當前國小校長轉型領導、學校組織學習及學校組織創新的現況。2.分析不同校長背景、教師背景、學校背景下，國小校長轉型領導、學校組織學習及學校組織創新的差異情形。3.探討國小校長轉型領導、學校組織學習與學校組織創新之間的關係。4.檢定國小校長轉型領導、學校組織學習與學校組織創新因果關係模式之適配性。 本研究係以採用文獻分析及問卷調查法為主，利用「國民小學學校狀況調查問卷」為工具，針對台灣地區國民小學教師進行調查，總計施測1375人。使用之統計方法包括描述性統計、t 檢定及單因子變異數分析、結構方程模式進行分析。 本研究的主要結果如下： 一、國小校長在轉型領導各層面，以「激勵鼓舞」最高，而「智識啟發」最低。 二、國小在學校組織學習各層面，以「科技運用」最高，而「資訊共享」最低。 三、國小在學校組織創新各層面，以「組織氣氛」最高，而「行政管理」最低。 四、不同性別、年齡之國小校長，其轉型領導、學校組織學習、學校組織 創新無差異。 五、具「研究所」以上學歷之國小校長，其轉型領導、學校組織創新較 好，學校組織學習無差異。 六、年資五年以上，未滿十五年的國小校長，其轉型領導、學校組織學習、 學校組織創新較好。 七、不同性別之國小教師，所知覺的校長轉型領導、學校組織學習、學校 組織創新無差異。 八、50歲以上之國小教師，所知覺校長轉型領導、學校組織學習、學校組 織創新較高。 九、擔任主任或組長之國小教師，所知覺校長轉型領導、學校組織學習、學校組織創新較高。 十、不同學歷之國小教師，所知覺的校長轉型領導、學校組織學習、學校 組織創新無差異。 十一、年資25年以上之國小教師，所知覺校長轉型領導、學校組織學習、 學校組織創新較高。 十二、不同歷史的國小，校長轉型領導，學校組織學習、學校組織創新無 差異。 十三、12班以下之國小，校長轉型領導、學校組織學習、學校組織創新較 高。 十四、鄉鎮地區的國小，校長轉型領導、學校組織學習高於都市地區的國 小，但學校組織創新無差異。 十六、國小校長轉型領導透過學校組織學習而影響學校組織創新。 本研究根據研究結果，提出可供教育行政機關、校長、學校做為推動國小校長轉型領導、學校組織學習及學校組織創新之參考與建議。 / This study focuses on the multi- relationships among the three main factors: principals’ transformative leadership,organizational learning and organizational innovation at elementary schools. The researcher tries to explore: 1. the current situation in which the principals’ transformative leadership,organizational learning and organizational innovation in elementary schools as far. 2. different patterns of transformative leadership,organizational learning and organizational innovation which are based on different backgrounds of the principals,teachers and schools. 3. the possible co-relationship in between the above three main factors 4. the investigation of the fitness of thecase-effect relationships among the three variables this study: principals’ transformative leadership, the organizational learning and organizational innovation in elementary schools. This study is based on literature analysis and questionnaires. The “Investigative Questionaire of the General Situations of Elementary Schools” is the main tool in use. There are 1375 teachers participating and giving their response towards the questionnaire. Descriptive statistics,t-test ,ANOVA, Cluster analysis and structural formulas are the techniques applied in the estimation ,calculation and analysis. The main results of this study are as the following: 1. At each level of the principals’ transformative leadership, the highest effective is the “ encouraging motivation” where as the lowest being “intellectual inspiration”. 2. At levels of organizational learning, the pattern is” using technology” where as the most frequently appeared information is rare. 3. In all the levels of organizational innovation in elementary schools, highest score appears in “ organizational atmosphere” and lowest in “administrative management”. 4. Among the total transformational leadership, organizational learning and innovation, there’s a tendency that shows no distinctive difference caused by the factors such as gender and age of the principals. 5. Investigation on principals who have graduate school degrees indicate that there’s no significant difference related to their performance in transformational leadership, organizational learning and innovation. 6. The principals whose tenure or seniority are between 5 and 15 years perform better in transformative leadership, organizational learning and innovations in elementary schools. 7. School teachers of different genders don’t have distinctive difference of awareness on principals’ transformative leadership, organizational learning and innovation. 8. Teachers who are older than fifty years old have stronger awareness on principals’ transformative leadership, organizational learning and innovation in elementary schools. 9. Teachers with side jobs tend to have higher levels of awareness towards principals’ transformative leadership, organizational learning and innovation at schools. 10. There’s no significant difference in their awareness as to principals’ transformational leadership, organizational learning and innovation with respect to different educational backgrounds. 11. Teachers with teaching experience of more than 25 years have higher levels of awareness towards principals’ transformative leadership, organizational learning and innovation in the schools. 12. Schools’ history doesn’t play a major role in influencing the principals’ transformative leadership, organizational learning and innovation at schools. 13. The schools with fewer than 12 classes seem to perform better in principals’ transformative leadership, organizational learning and innovation at schools. 14. As to principals’ transformative leadership and organizational learning, the schools which are located in countryside and towns mostly perform at a normal standard whereas in organizational innovation they do as good as those city schools. 15. The principals’ transformative leadership works through organizational learning and ultimately has great impact on schools’ organizational innovation. The results gained from this study can be the useful information for educational administrators, school principals and schools when implementing principals’ transformative leadership, organizational learning and innovations at schools.

隨著文明的發展，人類對於物質與資源的利用能力亦隨之提升，而此方面能力的進步，即透過「科技創新」的方式來達成。科技創新是人類歷史必然過程，尤其二十世紀後半葉的科技創新更對人類造成前所未有的衝擊。傳播與運輸技術、資訊科技、目前蓬勃發展的奈米科技等，均深刻影響著國際經貿、國際安全，以及國家互動的模式。 另一方面，霸權穩定理論可算是國際關係學中一個重要的理論，雖不免有缺陷，卻仍然影響著國際關係的發展。但時代不斷地進步，國際環境亦隨之變遷，就當今局勢觀之，科技力量與柔性國力在國際體系權力分配中扮演著日趨重要的角色。因此，霸權穩定理論也必須進行修正與擴充，才能適應國際環境的變遷，繼續保有其解釋力，這也是為本文作者選擇以「科技創新」之概念來擴充霸權穩定理論之原因。 本文首先將對霸權穩定理論的發展做一整理，首先討論霸權的定義，概略討論霸權的種類，並對霸權穩定理論的內涵與演變做一完整的說明。然而，一個理論的提出，必然會遭遇不同意見的批判，該理論的提倡者也會提出反駁的理由。本文亦將對這些針對霸權穩定理論之批判，以及霸權穩定理論提倡者之反駁做一概略的敘述，希冀為霸權穩定理論勾勒出一條清晰的脈絡。 其次，本文以David Easton的系統論作為分析模型，將科技創新的概念視為輸入項，將霸權領導體系視為一個運作、轉換的機制，藉此檢視科技創新概念與霸權穩定理論的邏輯論述之互動，以及霸權國家的發展，進而探討科技創新在霸權穩定理論中扮演何種角色。 探討過科技創新概念對霸權穩定理論以及霸權國家的影響後，本文將以19世紀的英國(1815-1914)與20世紀的美國(1945-2000)為實際案例，對前述的分析做一檢驗與對照，同時並探討這兩個不同時期霸權的權力型態與資源，藉由比較兩者之間的異同，找出霸權的時代特性與循環規律。 本文最後的部分為總結與展望，概略整理歷史上霸權的興衰與國際體系的變遷，再依循此歷史脈絡，將生產技術改良與科技創新速率急遽增加等因素納入考量，預測未來國際體系的發展方向。並綜合整篇論文的關鍵概念與架構，對此篇論文的參考價值與侷限做一完整的評估，提出作者對此篇論文的期待。

全球趨勢大師戴維斯（Stan Davis）曾預言說：「未來二十年將是生物科技的時代！」，也有人說：「二十一世紀是生物科技的世紀。」事實上過去幾年來，我國也將生物科技產業列為國家級重點發展科技之ㄧ，並投入相當大的金額輔助產業之發展，生物科技產業是技術與知識密集的產業，而知識是整個產業與企業發展最重要的元素，但由於生技產業在我國屬發展初期且創新能力尚嫌不足，因此，由技術知識本質來探討我國生物科技公司之創新行為便對產業會有所貢獻。 本研究主要採用文獻探討以及個案訪談作為主要的研究方法，先藉由文獻探討建立起論文整體之架構以及相關理論之說明定義所需探討之研究變項，之後再透過六間生技產業各領域之標竿企業的訪談加以實證。本研究所探討之創新行為是以Leonard-Barton之創新模式作為研究基礎，再以「技術知識特質」與「中小企業特質」來探索對創新行為之影響。而可得到以下初步之研究結論： 一、生技產業專案類型與中小企業特質之關係： 1.生物科技公司會因不同類型專案之開發目的與需求而追求技術自主性； 2.生物科技公司正式化程度會受法令與規範之影響； 3.生物科技公司會因不同類型專案專案人員自主性不同。 二、生技產業專案類型與技術知識特質之關係： 1.不同類型之生物科技公司，其技術知識特質亦不相同。 三、中小企業特質與創新行為之關係： 1.高度的技術自主程度，也會明顯提高組織對失敗之容忍度； 2.高度的技術自主程度，使得深奧技術知識變的容易溝通； 3.高度的正式化程度，使團隊很重視非正式的互動與交流； 4.高度的專案成員自主性，較鼓勵以摩擦性創造作為解決問題的方式。 四、技術知識特質與創新行為之關係： 1.技術知識內隱程度會影響共同解決問題時創造性摩擦的鼓勵以及解決問題的方式； 2.技術知識內隱程度並不會影響執行與整合新技術時使用者參與的程度； 3.技術知識內隱程度越低，越鼓勵實驗風氣； 4.技術知識內隱程度不同，外部學習的關鍵人物也不相同； 5.系統複雜程度越低，會降低專案團隊織成員異質性，問題解決方式傾向專業分工處理而非密集討論； 6.系統複雜程度會影響組織進行創新型試驗的意願； 7.系統複雜程度會影響組織進行知識吸收來源的廣泛程度； 8.路徑相依程度不同，會影響技術執行與整合的方式。

企業最重要的目地就是追求成長及獲利，而成長是很重要的，因為只有成長，企業才能創造股東價值。不幸的是，企業的核心事業一旦進入成熟階段後，在追求新的成長舞台時，必須承擔令人卻步的風險。成長的關鍵，在於成為破壞者，而不是被破壞者，新進者對在位者的最佳攻擊方法，就是破壞他們。所謂破壞性創新，指的並不是生產更好的產品，提供給既有市場的顧客，而是做出更簡單、更便利、更便宜的產品，提供給新的顧客層，或是要求不那麼高的顧客群。 在台灣有一家以工業電腦為起家的企業研華公司。根據VDC (Venture Development Corporation)於2001 年4月所作之工業電腦全球市場報告列出全球前五大之工業電腦廠商，包括Radisys、SBS、NI、MERCURY及Kontron在全球工業電腦業界有著相當重要的地位，而研華則是台灣唯一進入全球前五大排行榜。期望透過個案的深入探討和驗証，發掘其成功關連的機制和因素，尤其是在創新部份，如何應用研發中心的機制來完成破壞性創新的目的，不斷地成長。並配合學術上有關「破壞性創新」理論研究，演化出台灣企業應如何進行破壞性創新，才能避開可能的風險，達到成長的目地。 本研究重點試圖從:一、市場機會點，二、競爭對手評估，三、策略考量與執行，四、研發中心的運作等四個構面，探討其間相互影響，並透過研發中心運作機制，來達成破壞性創新成長目的。主要的項目如下: 1. 企業在進行破壞性創新時應如何尋找市場可能機會點? 2. 企業在進行破壞性創新應如何進行競爭對手評估? 2.1 如何找出並定位出不對稱動機? 2.2.如何在大環境中建立不對稱的能力？ 3. 企業該用何種策略來進行破壞性創新？ 4. 企業如何應用研發中心來進行破壞性創新？ 研究以研華的研發中心為例子，來探討破壞性創新與研發中心運作，藉由個案的深入了解與探討，得到以下結論 一、 在破壞性創新中的市場主要客戶是尚未消費者，尚未消費者存在著較大的市場機會點。 二、 破壞性創新專案，必須要由研發中心專職的單位，有紀律的執行力，且必須提早建立商品化及銷售規劃，否則不易成功。 三、 研發中心在執行破壞性創新時，要採用應變型組織研發策略，並慎選計劃主持人，妥善應用政府資源，並和先期投入研發的研宄單位合作。 四、 競爭對手評估中，如何找到其價值主張是最重要的，因價值主張不同而產生不對稱動機及不對稱能力，具有不對稱動機，及不對稱的能力時，則很容易成功。否則寧可選擇利基市場，避開正面競爭，先取得小勝，再累積成大勝 五、 如果公司規模成長到某一種程度，而必須藉助破壞性創新成長時，最好先成立研發中心或是獨立子公司來運作，而研發中心的風險又低於獨立子公司，但需將研發中心從組織獨立出來，並由CEO親自領軍，否則不易成功。 關鍵字: ◆ 破壞性創新 ◆ 研發中心 ◆ Win CE核心平台 ◆ SOC (System On Chip) ◆ 不對稱動機 ◆ 不對稱能力 ◆ 價值網路 / For any enterprise, the most important goal is to pursue growth and profits. Growth is especially significant as it creates more value for shareholders. However, once the core business steps into maturity stage, the enterprise usually has to take stunning risk in creating new growth. The key point to grow is to be a destructor rather than a loser whereas the best way for a newcomer to defeat the current opponents is to destroy them. The destructive innovation I refer to is not better products for present customers but simper, faster, and cheaper products for new or less-demanding customers. This thesis examines the key factor and mechanism to success of an industrial computer company in Taiwan, Advantech Technology. According to a computer market report by Venture Development Corporation in April 2001, the top five industrial computer companies worldwide are Radisys, SBS, NI, MERCURY and Kontron. Among them, Advantech Technology is the only company from Taiwan listed in the top five. Through studying this case carefully, I wish to uncover the main factor to success, particularly in the innovation part, how they use the R&D center to achieve the destructive innovation and constantly make more profits every year. This study analyses the influence from four aspects: 1. market opportunity points, 2. the evaluation of competitors, 3. strategic thinking and execution, 4. the operation of R&D center. Furthermore, it investigates how the R&D center operates with a view to achieving the goal of destructive innovation and growth. The four aspects are further explained as the following: 1. How to seek the market opportunity while developing the destructive innovation ideas? 2. How to evaluate competitors while developing the destructive innovation? 2.1 How to find out and position the asymmetric motivation? 2.2 How to formulate the asymmetric ability in the overall environments? 3. What strategy should take in order to carry out the destructive innovation? 4. How to accomplish the destructive innovation with the aid of R&D Center? I take the R&D Center of Advantech as an example to probe into the destructive innovation and the operation of R&D center. From this case study, I conclude the following points: 1. In the market of destructive innovation, the major customer is those who have not purchased yet. They have larger market opportunity point. 2. The project for destructive innovation must be executed efficiently by a special task force formed within R&D center, and plan its commercialization and marketing strategy earlier; otherwise, it is not easy to succeed. 3. While executing the destructive innovation, the R&D center should adopt a flexible organizational research strategy, choose project manager carefully, take good use of government resources and cooperate with the previous research sectors. 4. While evaluating the competitors, it’s very important to find out their core value because it influences the asymmetric motivation and capability, with which an enterprise is likely to succeed. Otherwise, it is better to choose the niche market, avoid frontal competition, and win little at first and then gradually to a big deal. 5. If an enterprise keep growing to a certain degree and it needs a destructive innovation growth, it is better to have a R&D center or independent subsidiary company to run the project. R&D center has less risk than a subsidiary company, but R&D needs to be independent of the enterprise and overseen by the CEO to ensure its success.