全球已經進入知識經濟時代，未來對於教育的需求會越來越大。從產業的觀點來看MBA教育，由於需求的增加，未來產業規模將會不斷地擴張，行政院預估在2008年將達到4000億之多。另外，參考國外的經驗，以美國為例，教育的商業化使美國的教育產業在市場機制中不斷提升品質，使美國的MBA教育執世界之牛耳。另外美國科學局所發表「2002年科學與工程指標」（Science and Engineering Indicators-2002）中有關知識服務業的統計，教育服務產值名列第五大知識服務業，高達5000億美金。 隨著全球化的發展，跨國管理教育服務的規模也慢慢增加，台灣如果要擴展大學的規模以及國際化程度，跨國的發展是不可避免的趨勢。本文特別針對跨國管理教育服務的提供者做研究，以服務創新的角度去看這些個案的發展過程，做為台灣未來發展的參考。 一、 對台灣管理教育服務提供者建議 (1)台灣管理教育之國際化發展應先確立明確的目標顧客、自我定位與一致性的品質確認機制 (2)結合國內資源或是尋求各國聯盟以強化面對國際競爭時的競爭力 二、 對政府的建議 (1)應考量國際情勢適度開放法規限制，開放學位學程的遠距教學比例，配合監督教學品質，讓國內之教育機構在服務創新的過程中有更大的彈性。 (2)國內大學的財源、營運方式給予更多自主性，可以運用更多不同的資源提高競爭力。

在現今之行動通訊產業中，面對技術融合、顧客需求多樣化、快速創新的衝即，整個產業結構已發生了根本上的影響。傳統行動通訊產業中的線性價值鏈已不復見，而是重新聚合成全新的價值網，而這個新的價值網跨越了原本各自獨立的產業界線，並經由不同的連結方式，形成新的產業形態，展現出新的面貌。其中，更可以明顯發現，透過許多不同領域能力之結合，可以造就出許多新事業、新市場的誕生。據此，企業為了追求快速創新，便不可能僅憑一己之力，於內部發展出各式各樣之能力。反之，企業必須由外部擷取他人之力，再與內部核心能力結合，與外部關係人建立共生關係，最終達成多贏之局面。據此，Chesbrough (2003) 認為，企業過去「封閉式創新」的作法已不合時宜，未來必須走向「開放式創新」。 本研究在文獻探討的部分，將焦點放在三大議題：開放式創新、經營模式與平台型經營模式。同時，選擇全球行動通訊產業的領導廠商 – NTT DoCoMo為個案公司，從1999年至2007年之公司資料中，歸納出個案公司的三大議題：發展歷程、經營模式與合作關係。 最後，本研究歸納出以下結論：第一：平台型經營模式有利於企業有效且及時地連結外部環境之資源，以實踐開放式創新；第二：企業在追求快速創新之目標時，其所採用之創新模式可依據下述兩種要素來區分：合作關係之廣度與資源投入之程度。而面對不同核心程度之能力時，須採用不同之模式；第三：平台型經營模式由眾多構面組成，而面對不同的構面，企業須採用不同的模式來發展；第四：成功的平台型經營模式必須具備吸引力與主導力。 / Today, the mobile communication industry is faced with the impact of technology fusion, diversified customers’ demand and fast innovation; this industry already changed fundamentally. The linear value chain of traditional mobile communication industry is no more, instead, there is a whole new value net, which is connected in different way to become a new industry. From the result, through the combination of capabilities from different areas, it can lead to many new businesses and markets. According to the above, for the purpose of fast innovation, companies are impossible to develop various capabilities all by themselves inside; instead, companies have to introduce other capabilities from outside and combine with their core capabilities. Through the establishment of ecosystem, it will lead to the all-win situation. According to the above, Chesbrough argues that the traditional close innovation is no more, it is the age of open innovation. In this research, the literature review focuses on three issues: open innovation, business model and platform business model. Meanwhile, this research chooses the global leading company in mobile communication industry – NTT DoCoMo as the case company and the case study focuses on three issues: history, business model and collaborative relationships. This research reaches three conclusions. First, platform business model can help companies connect with the environment effectively and timely. Second, open innovation includes two different concepts: open and closed at the same time and these different concepts should be applied to different capabilities. Third, business model is composed of many aspects, and different aspects should be developed by different concepts. Forth, open business model’s paradigm is platform business model and two of platform business model’s fundamental forces are attraction and predomination.

在行動通訊的快速發展下，手機和PDA開始經由多功能整合外，也開始內建開放式作業系統平台，通常使用的作業系統有Symbian、Windows Mobile、Linux、Palm。早期的智慧型手機發展主要是以商務人士為主要服務對象，隨著智慧型手機不斷的整合多功能於一機之下。智慧型手機逐漸從語音的服務轉移到內容服務。智慧型手機目前全球以將近40%的高成長率快速發展。 本研究主要針對智慧型手機產業的價值鏈過程從電信業者、手機製造商到作業系統平台之間的運作關係去探討產品創新模式分析、技術標準與規格和產品市場定位，並試圖將產業分析結果與個案分析研究之結果進行分析與驗證。藉由研究瞭解智慧型手機未來產業的趨勢與發展關鍵因素。 在產業與個案分析之後，本研究整理出幾個研究發現: 1.智慧型手機在未來幾年的發展會具有高毛利，高成長率的市場機會；2.智慧型手機的研發需花費相當大的資源來做應用軟體和系統平台和硬體之間的整合；3.智慧型手機研發能力門檻相對於一般手機製造廠商高；4.智慧型手機的使用者介面和應用服務將使整個產業的附加價值拉高；5.智慧型手機市場的產品定位從商務人士移轉到一般消費者市場的定位；6.智慧機行動上網加值服務提供使用者內容服務驅向多元化；7.智慧型手機製造商與電信系統業者的合作關係會成為未來主流的商業模式。

本研究旨在探討國民小學的公共關係、組織創新經營與學校效能之關係，以瞭解目前國內國民小學推動公共關係的情形，以及確認組織創新經營與學校效能之高低情形，以作為國民小學行政實務運作的參考，以達成學校校務革新與發展的目的。 本研究採用調查研究法，並根據研究目的，研究問題及文獻探討結果，編製「國民小學公共關係、創新經營與學校效能現況調查問卷」進行預試，並依據因素分析結果編製正式問卷進行調查研究。本研究以台灣地區公立國民小學的教師為母群體，依北、中、南、東四區以分層隨機抽樣方法進行抽取樣本，總計抽取1375 位國小教師，回收有效樣本1023人。問卷調查結果採用描述性統計、Pearson積差相關、t 檢定、單因子變異數、多元迴歸分析、結構方程模式等統計方法進行分析。 本研究之主要發現如下： 一、國民小學公共關係實際情況良好，並以「成果回饋」為最佳。 二、國民小學創新經營表現良好，並以「行政運作創新」為最佳。 三、國民小學學校效能實際情況良好，並以「溝通協調」最佳。 四、國民小學公共關係、創新經營與學校效能三者間具有正向的關聯。 五、國民小學公共關係及創新經營的分層面對學校效能有正向預測作用。 六、國民小學公共關係可透過組織創新經營，增強對學校效能的正向影響力。 依據以上之研究發現，本研究對教育行政機關、學校與未來研究分別提出以下建議： 一、對教育行政機關之建議： （一）應給予教職員工更多進修機會，鼓勵終身學習。 （二）提供具體策略，有效降低小型與大型學校辦學壓力。 （三）將公共關係與創新經營之課程納入培育課程中。 （四）訂定獎勵辦法推動學校行銷與創新。 二、對學校之建議： （一）加強教師參與，使所有成員共同參與校務推動。 （二）尊重資深教師之經驗及意見，善用人力資源。 （三）積極鼓勵教職員工進修以落實終身學習理念。 （四）提供與建置相關資源，鼓勵教師發揮創造力。 （五）都會區大型學校，應強化溝通機制，追求團隊合作。 三、對未來研究之建議： （一）研究對象方面，建議擴大研究群體。 （二）研究方法方面，建議兼採質性研究。 （三）研究變項方面，建議納入其他變項進行分析。 / The main purposes of this study are: (1) to understand the present condition of public relations, organization innovative management, and school effectiveness in the elementary schools; (2) to analyze the diversity of different background variables in public relations, organization innovative management, and school effectiveness in the elementary schools; (3) to discuss the relationships among the public relations, organization innovative management, and school effectiveness in the elementary schools; (4) to investigate the preditive analysis of public relations, organization innovative management, and school effectiveness in the elementary schools; (5) to conclude the path relationships among public relations, organization innovative management, and school effectiveness in the elementary schools. The present study applied literature analysis and questionnaire survey method. According to related literature, the theoretical foundation was constructed and “Elementary School Public Relations, Organization Innovative Management, and School Effectiveness Survey Questionnaire” was organized. 117 elementary schools were chosen randomly from north, central, south, and east regions in Taiwan. Totally there were 1023 elementary school teachers. Subjects’ viewpoints about elementary school public relations, organization innovative management, and school effectiveness were collected. The data were analyzed by descriptive statistics, one-way ANOVA, Pearson product-moment correlation, stepwise regression, and structural equation modeling. The findings of this research were as follows: 1. The perceptions from the elementary school teachers about public relations are positive. And “outcome feedback” is the highest. 2. The perceptions from the elementary school teachers about organization innovative management are positive. And “administration operation” is the highest. 3. The perceptions from the elementary school teachers about school effectiveness are positive. And “communication and coordination” is the highest. 4. There are significant relationships between school effectiveness and public relations as well as between school effectiveness and organization innovative management. 5. Public relations and organization innovative management can effectively predict school effectiveness. 6. The results from the structural equation model indicated that there is a positive indirect effect between public relations and school effectiveness when organization innovative management served as a mediator variable. Based upon the findings, some suggestions are addressed for educational administrators, elementary schools, and future researchers. 1. For educational administrators (1)Provide more opportunities of further education and encourage lifelong learning. (2)Administer effective and concrete strategies about lower stress in large and small school management. (3)Include public relations and innovative management among the curriculum of administrator preparation. (4)Prompt school marketing and innovation by reward. 2. For elementary schools (1)Amplify the scope of teacher participation in school management. (2)Respect senior teachers’ experiences and opinions by human resource management. (3)Encourage school members to participate in further education and achieve the vision of lifelong learning. (4)Provide correlative resources and encourage teachers to amplify creativity. (5)Reinforce communicative mechanism and pursuit team cooperation in large and urban schools. 3. For future researchers (1)The samples should be expanded. (2)Qualitative studies should be adopted to make more in-depth data. (3)More demographic variables and environmental variables should be added.

本研究旨在瞭解國民小學校長運用品牌領導與學校創新經營關係之指標、內涵與現況，並 且探討與預測其關係，進而建構及驗證其互動模式，並依研究結果提出建議。 首先，進行初步文獻探討，作為本研究之研究架構的理論基礎；其次，實地訪談五位在現 場服務之國民小學校長，並依據教育部編製之九十七年度國民小學名錄中抽樣二十三縣市之公 私立國民小學，回收情形為預試問卷調查80 位國民小學校長，正式問卷269 位國民小學校長， 驗證問卷121 位國民小學校長，共抽樣700 位國民小學校長，總共回收470 份調查問卷，有效 問卷470 份，以分析現況、驗證理論；最後，依據研究結果進行討論與結論建議。研究主要發 現如下： 一、 國民小學校長運用品牌領導與學校創新經營關係的指標、內涵及其現況 （一） 國民小學校長運用品牌領導包括「學校品牌領導架構與流程」、「學校品牌識別與定位」 與「校長實施品牌領導的計畫」三個向度；除分向度「校長實施品牌領導的計畫」向 度得分為高程度外，整體與其他二個分向度得分均為中高，其中以「校長實施品牌領 導的計畫」得分最高。 （二） 國民小學校長之學校創新經營包括「行政管理創新」、「教學專業創新」、「知識管理創 新」、「公共關係創新」、「資訊科技創新」，以及「學校建築創新」六個向度；除「學校 建築創新」向度得分為中高程度，整體與其他向度得分皆為高程度，其中以「公共關 係創新」得分最高。 二、 不同背景變項在國民小學校長運用品牌領導與學校創新經營之差異情形 （一） 不同背景變項在國民小學校長運用品牌領導的得分方面：研究發現在性別、總服務年 資、學校所在區域有顯著差異。 （二） 不同背景變項在國民小學校長之學校創新經營的得分方面：研究發現在性別、總服務 年資有顯著差異。 三、 國民小學校長運用品牌領導與學校創新經營之相關情形 整體國民小學校長運用品牌領導與國民小學校長之學校創新經營間呈顯著中度正相關，國 民小學校長之學校創新經營各分向度中，以行政管理創新與國民小學校長運用品牌領導總量表 之相關程度最高。 四、 國民小學校長運用品牌領導各向度對國民小學校長之學校創新經營的預測情形 國民小學校長運用品牌領導之學校品牌領導架構與流程、學校品牌識別與定位與校長實施 品牌領導的計畫變項對整體國民小學校長之學校創新經營有顯著的預測力。 五、 國民小學校長運用品牌領導各向度對國民小學校長之學校創新經營的互動模式各項適 配度指標良好 上游潛在變項「國民小學校長運用品牌領導」對下游潛在變項「國民小學校長之學校創新 經營」具有顯著的影響力。 最後，本研究根據研究發現，提出相關建議，俾提供教育行政機關、國民小學校長們以及 後續研究參考。 / The main purpose of this study is to investigate the relationship of the elementary school principals utilizing the brand leadership and the school innovative management. This study included literature analysis, interview, and questionnaire survey to be the survey methods. The purpose of literature analysis was aimed to explore the brand leadership and school innovative management. The purpose of interviewing 5 experts was aimed to get more opinion and information about school brand leadership and school innovative management. Based on arranging related theory, document, and opinion, researcher made the questionnaires of this study. The subjects of the questionnaire included the principals of elementary school in 23 cities and counties of Taiwan. The data of this study was analyzed 470 sampling subjects by description statistics, t-test, correlation and ANOVA, Multiple Regression and LISREL model. According to the statistics analysis of the questionnaire, we can get the following results. A. In the aspect of the principals of elementary school utilizing the brand leadership a. The school brand leadership includes three parts, which are (1) the structure and process of school brand leadership, (2) recognizing and stating school brand, (3) principals utilize the plans of brand leadership. Except for the perception of “principals utilize the plans of brand leadership” was high degree of these three parts, other aspects were above average. For all, the best dimension is “principals utilize the plans of brand leadership”. b. Principals’ sexual, total years of servicing, and school site have significant influences on school brand leadership. B. In the aspect of the principals of elementary school operating the school innovative management a. The school innovative management includes six parts, which are (1) the innovation of administration and management, (2) the innovation of professional teaching, (3) the innovation of knowledge management, (4) the innovation of public relationship, (5) the innovation of information technology, (6) the innovation of school building and facilities. Except for the perception of “the innovation of school building and facilities” was above average, other aspects were high degree. For all, the best dimension is “the innovation of public relationship”. b. Principals’ sexual, total years of servicing have significant influences on school innovative management. C. In the aspect of the relationship between the principals of elementary school utilizing the brand leadership and school innovative management a. There was positive correlation and regression existed among the principals of elementary school utilizing brand leadership and school innovative management. b. The principals of elementary school utilizing brand leadership did promote school innovative management. In the last part, according to the findings and results, the researcher proposed some suggestion for the educational officers and the principals of elementary school, hoping to benefit the improvement and development of education of elementary school in the future.

全民健保自開辦以來，財務一直存在入不敷出之隱憂，醫療院所頻頻呼籲健保的給付不足，將造成經營困難。除此之外，醫師人口逐年增長、診所成本入不敷出、人口老化迅速及新醫療設備之引進及各政策之影響下，本研究想瞭解在競爭及不確定的環境中，診所應如何以創新經營。本研究導入資料採礦之觀點，將商業智慧用於眼科診所之案例，利用忠誠度分析、流失度分析、獲利貢獻度分析、就診時段分析，想瞭解診所客戶之特性並且針對其習性及特點，並加上SWOT分析，清楚瞭解診所內部之優缺點及外部的機會與威脅，作好準備以謀取事業的永續發展。忠誠度分析之結果發現，其特點為家庭來診人數最多，性別比例較其他集群平均，案類分佈則以一般案類為主，年齡層為22歲以下及35歲以上居多；而在獲利貢獻度中，高利潤收入之地區分佈為竹北市、新竹市明湖路、福德街等；在流失度分析當中，研究發現客戶群在22歲以下，案類為一般案類，且兩人看診家庭的流失比例最高；最後就診時段分析當中，發現所有病例之地區時段、看診日分析看診人數除星期四外，皆以早上時段為最多。資料採礦是很好的輔助工具，將商業智慧應用於診所之經營上，可依照不同的分析集群搭配不同的行銷策略，增加競爭力，規畫創新之營運模式，以追求更好的發展。 / Since its start, expenditure exceeding income has always been a hidden concern in the finance of the National Health Insurance (NHI). Medical clinics have repeatedly said insufficient payment from the NHI will result in difficulty in their management. Moreover, other factors are affecting the clinics, namely, the growing number of doctors statewide, the income shortage of running a clinic, the rapidly aging population, the introduction of new medical equipment, and the various new policies. This paper intends to explore some innovative management plans for the clinics in a competitive and uncertain environment. Business intelligence is applied in the case study of an eye clinic. The analysis of client the degree of loyalty, run off, profit contribution, and visiting time help understand client habits and characteristics. A SWOT analysis further helps the clinic clearly understand its own strength and weakness, and the opportunities and threats from outside. Thus it can better prepare itself for a long term business. The analysis of client the degree of loyalty shows the following: most of the clients are family members; there is an even male/female ratio while in other categories it is not so; most medical cases are general cases; most of the clients aged under 22 or above 35. The analysis of the degree of profit contribution reveals that the districts related to higher profit are Zhubei City, and Minghu Road and Fude Road of Hsinchu City. In the analysis of The degree of run offs, it is found that most of them are under 22, most medical cases are general cases, and most of the clients are two people from a same family. Lastly, in terms of visiting time, analysis shows that most of the clients, regardless of their residential areas, visit in the morning except on Thursday. Business intelligence is an helpful tool. According to the analysis a clinic can match different client groups with different marketing policies, enhance it competitive edge, plan for an innovative management model, and pursue a better development.

在快速變動的環境下，全球企業致力於持續創新以維持競爭優勢。創新是不同知識重組的過程。技術知識與顧客知識成為建構知識互補，達到創新的重要因素。過去的研究著重於測試互補效果的存在以及對於結果的影響。然而，針對知識互補的過程缺乏詳細的瞭解。本研究的目的即希望經由瞭解技術知識與顧客知識如何互補達到創新的過程，對於知識互補建構完整的概念。本研究包含兩個研究問題: (1) 如何定義兩種組織知識（技術知識與顧客知識）的知識互補？(2) 組織如何管理知識互補（技術知識與顧客知識）以達到創新？ 本研究經過反覆的文獻探討及深度個案訪談後，將知識互補定義為一種狀態，當某一種知識提供另外一種知識的缺乏，經過知識互動後增加為了達到某個特定目的的全部價值。此外，建構知識互補過程開始於察覺為了達到某個特定目標知識的不足，進而確認另一種知識來補足它。經過知識互動後，互動的深度及廣度有所變化，兩種知識可能逐漸增加或產生知識質變而達到創新。 本研究基於文獻探討及個案分析的結果提出五個命題。命題主要是針對知識互補的過程、階段及不同類型的知識互補進行探討。本研究發現知識互補有三種型態：基礎性互補、突現性互補及機會性互補。 本研究利用動態觀點分析研發及業務部門知識互動情形，進而瞭解組織建構知識互補的過程。這種過程導向的研究不僅發現知識互補的存在，更進一步解釋知識互補的建構過程。組織可藉由動態管理知識互動以建構知識互補的過程，來達到持續創新的目的。本研究著重於知識本身，知識互補的概念、流程及型態對於創新及知識管理提供未來進一步研究的基礎。 / Global enterprises are currently engaged in continuous innovation to compete and sustain themselves in the dynamic changing market. The development of innovation is a process of novel combination of different kinds of knowledge. Both technological and customer knowledge have been identified as crucial for building knowledge complementarity for delivery of innovation. Researches have examined the existence of complementarity between inputs and the effect of output. Nevertheless, detailed understanding of the process of knowledge complementarity development is still lacking. The objective of this study is to develop a complete concept of knowledge complementarity with a thorough understanding of how technological knowledge complements customer knowledge in the process of adaptation and innovation. There are two research questions, as follows. (1) How can we define knowledge complementarity between the two kinds of organizational knowledge (technological knowledge and customer knowledge)? (2) How do organizations manage knowledge complementarity between technological knowledge and customer knowledge for innovation? Through iterative analyses of the existing literature and examination of empirical data, this study clarifies the definition of knowledge complementarity as a situation in which one source supplies knowledge that another source lacks, thus increasing the total value for achieving a specific purpose through knowledge interaction. The process of building knowledge complementarity starts with sensing the insufficiency of knowledge for a specific goal and identifying sources that can satisfy the deficiency. Then, through knowledge interactions, the scope and depth of the knowledge of the interactive parties are increased and evolved, resulting in an increased innovative value for the specific purpose. Based on the literature review and observation of case studies of T Probe Card and Cyber Software, five propositions were formulated. These propositions concern the sequences of the process of knowledge complementarity and different types of knowledge interaction for knowledge complementarity. The three types of knowledge complementarity identified are: infrastructural complementarity, emergent complementarity, and opportunity complementarity. In different to the static view to examine the relationship between knowledge management variables, this study uses a dynamic view to understand knowledge interaction between R&D and sales department in the process of building knowledge complementarity. This process-oriented study not only examines the existence of complementarity but also provides the explanation for "how" something happened and the sequence of events leading to the outcome. Rather than placing focus on the interactive activities, the underlying point of this study is on the knowledge itself. Operationalizable indexes of the scope and depth of knowledge interaction have been clearly developed for the purpose of examining knowledge interaction and their interplay in different types of knowledge complementarity. The concept, process and distinctive types of knowledge complementarity provide essential input to innovation and knowledge management. Organizations intent to build sustained innovation capability could benefit from this study by dynamically managing knowledge interactions for complementarity of different purposes.

本研究的樣本資料來自2006年台灣地區第二次產業創新調查，以及後續追蹤調查所建立的資料庫。主要目的為探討政府資助廠商進行創新活動的政策，對於廠商的附加性程度。 在變數的選擇上，本研究以「在民國97-98年獲得政府資助」作為應變數，而以廠商創新能力、廠商技術來源以及前期（民國93-95年）是否曾獲得政府資助，作為本研究的三構面。本研究的分析分為兩階段，第一階段利用Probit迴歸模型，分析三個構面與政府資助之間的相關性，第二階段則是使用Multi-variate Probit模型，分析廠商在無政府資助情況下，對於其創新活動的因應措施。結合兩階段分析結果，定義出四種典型的情境。 實證結果發現： （1）廠商規模愈大、創新能力愈強、技術來源為自行研發或取得外部知識，具以上特質的廠商，與獲得政府資助具正向關係，且廠商規模對於獲得資助具有顯著正向影響。在無政府資助的情況下，具有以上四種特性的廠商較不會改變其創新活動的行為，因此資助政策之附加性低，屬於情境3：所補非人的情況。 （2）技術來源為購買機器設備則與獲得政府資助具有正向關係，當無政府資助時，會「選擇風險較低的創新活動」。代表政府資助對於此類型廠商具有附加性，屬於情境1：雪中送炭的情況。 （3）委外研發對於獲得政府資助具有顯著負向影響，且當無政府資助時，廠商不會「照原訂計畫進行創新活動」，因此資助政策能為此類廠商帶來較高的附加性，屬於情境4：嗷嗷待「補」的情形。 （4）前期獲得政府資助對於後期獲得政府資助並無顯著正向影響。而廠商在無政府資助時，較可能會改變其創新活動的行為，尤其對「縮小創新活動的資金規模」的選項為顯著正相關，因此政府資助對於此類型廠商存在附加性。 本研究著重於廠商成本面的考量，來詮釋補助政策之附加性，然而若要依此制定政策方向，僅以附加性為依據將顯得不足，為此，本研究最後依據建立的架構與實證模型結果，提出若干後續研究方向的建議。 / The study provides insights into the additionality of government subsidy on firms’ innovation activities. Previous research has focused on the relationship between government funding and private R&D input and output, but no consensus were made. Using a sample of 581 observations in the database of Taiwan Technology Innovation SurveyⅡ, the study contains a two-stage analysis. First, the Probit regression model is used, and the dependent variable is "whether a firm gaining government subsidy in 2008-2009 or not". The explanatory variables include firm size, innovation capacity, technology sources and subsidy history. In the second stage, we used the counterfactual scenario about what could happen if there existed no government-sponsored programs intervention. Firms could choose from four alternatives:1. Abandoning innovative activities. 2. Choosing projects which contain lower risk. 3. Downsizing the scale of capital and 4.Keeping the same project. If firms choose the first one, then the additionality of government subsidy is the highest. If firms choose the second or the third one, then the additionality is in the middle. If firms choose the fourth one, then the additionality is the lowest. In this stage, the Multi-variate Probit model is used. The empirical results show that there is a significant positive correlation between firm size and gaining government subsidy, and a significant negative correlation between outsourcing R&D and gaining government subsidy. In the second stage, we find that subsidy toward the firms which "outsourcing R&D and "purchasing machines" have the highest additionality. Besides, subsidy toward firms which received subsidy in 2004-2006 has median additionality.

創新已成為現代組織成長及獲利之關鍵，卻因其多變且不確定的本質使組織承擔了高度風險，而進一步觀察組織創新流程，可說是透過一系列的實驗行動來加以實現，對組織競爭力扮演著關鍵的角色。 以探討促進與維持組織實驗行動及其影響要素為研究目的，經由文獻探討與前導個案之觀察與分析，認為資源餘裕與實驗氣候將影響企業投入實驗行動的意願與能力，並進而影響組織創新活動。因此，透過研究變項量表之發展及衡量方式之界定，針對組織資源餘裕、實驗氣候、實驗行動與其創新活動間之因果互動關係加以釐清。 本研究以台灣地區資訊服務業廠商作為實證研究的對象，有效分析樣本廠商共115家，並分別以變異數分析、迴歸分析及結構方程模式等統計方法對回收資料進行分析。 主要結論包括：(1)以變項間之因果關係觀之：組織資源餘裕對實驗氣候、實驗行動及創新活動具有正向影響；實驗氣候對實驗行動及創新活動有正向影響；而組織實驗行動進行越多，將越有助於組織創新活動的推展；(2)路經分析結果顯示，組織實驗行動扮演著關鍵性中介角色，資源餘裕/實驗氣候對組織創新活動之正向影響，乃透過實驗行動之中介而達成；(3)「組織實驗氣候」構念主要乃由「意會學習」與「失敗免疫」兩次構面組合而成；(4) 大型企業在資源餘裕、實驗行動與創新活動等三研究變項之表現顯著優於中小企業。

本研究旨在探討臺北縣國民小學學校創新經營實施情況與成效，並分析不同背景變項下，學校創新經營策略運作及實施成效之差異情形，進而瞭解推動學校創新經營的動機、影響學校創新經營之因素與實施學校創新經營遭遇之困難，最後分析學校在推行創新經營所採取之策略，並依結果提出相關建議。 為達上述目的，本研究採用問卷調查法，以「臺北縣國民小學學校創新經營策略之調查問卷」為研究工具，針對2006到2008年InnoSchool獲獎之臺北縣國民小學教育人員為問卷調查研究對象，共寄發出430份問卷，回收有效問卷共347份進行統計分析。此外，亦採取專家訪談法，以「臺北縣國民小學學校創新經營策略之研究」訪談大綱為研究工具，針對2006到2008年InnoSchool獲獎之臺北縣國民小學校長為研究對象進行訪談，共計26位校長，以深入瞭解學校創新經營所運用之策略。 綜合文獻探討與研究結果之發現，歸納可得研究結論如下： 一、臺北縣國民小學學校創新經營策略運作情況屬於良好程度。 二、臺北縣國民小學學校創新經營實施成效屬於良好程度。 三、臺北縣國民小學教育人員在學校創新經營策略運作表現情況，會因性別、學歷、參與方案與否、現任職務的不同而有所差異；在不同服務年資與年齡的教育人員中，其意見頗為一致。 四、臺北縣國民小學教育人員在學校創新經營實施成效知覺程度，因性別、學歷、參與方案與否、現任職務的不同而有所差異；在不同服務年資與年齡的教育人員中，其意見頗為一致。 五、臺北縣國民小學教育人員在學校創新經營策略運作表現情況，會因學校類型、學校歷史、學校位置的不同而有所差異；在不同學校規模的教育人員中，其意見頗為一致。 六、臺北縣國民小學教育人員在學校創新經營實施成效知覺程度，因學校歷史、學校位置有所差異；在不同學校類型與學校規模的教育人員中，其意見頗為一致。 七、促使臺北縣國民小學實施創新經營的動機，以提升學校競爭力為最多。 八、影響臺北縣國民小學實施創新經營的最大因素為校長領導。 九、臺北縣國民小學學校創新經營之最大困難為時間不足、成員參與意願低落及後續經營支援不足。 十、學校運用藍海策略的行動架構時，以消除校園閒置及不適宜空間為最多。 十一、學校運用藍海策略的行動架構時，以降低人員負擔為最多。 十二、學校運用藍海策略的行動架構時，以提升人力為最多。 十三、學校運用藍海策略的行動架構時，以創造學生多元能力為最多。 最後，本研究針對教育行政主管機關、學校與未來研究提出下列建議： 一、教育行政主管機關 （一）可持續推動學校創新經營之競賽與方案。 （二）可持續推動相關政策，以提供學校所須之資源。 二、學校 （一）應持續推動創新經營，並採取適當之策略。 （二）可採取藍海策略的行動架構，以協助學校推動創新經營。 （三）宜提供充裕的時間發展創新，並提升教師參與的意願，以延續學校創新經營。 （四）校長應採取有效的領導方式，以促進學校創新經營的推動。 （五）推動學校創新經營宜以校園環境空間為思考點。 （六）推動學校創新經營應重視人力的提升與素質的培養。 三、未來研究 （一）可擴大研究對象進行調查。 （二）可進一步探討學校創新經營策略運用的成效。 / This research was aimed to investigate the current situations and the effects on school innovation management in Taipei County’s elementary schools, and to analyze the differences between school innovation management strategies and effects in personal variables and school environmental variables. Moreover, the purposes of the research were to understand the motives, influencing factors and the difficulties in school innovation management, and to explore the strategies school adopted during the school innovation management. In order to achieve the purposes of the research, the methods for the research were questionnaire survey and interview. “The questionnaire of school innovation management strategies in Taipei County’s elementary schools” was developed as the research instrument. The samples contained 430 faculties from the InnoSchools in Taipei County from 2006 to 2008. Among them, 347 valid samples were finally collected to be analyzed through the statistical techniques. Furthermore, “The interview outline of school innovation management strategies in Taipei County’s elementary schools” was developed as the research instrument to profoundly examine the school innovation management strategies. The respondents were 26 principals from the InnoSchools in Taipei County from 2006 to 2008. According to the findings of the research, these conclusions were summarized below: 1. The current conditions of school innovation management strategies were good. 2. The current effects of school innovation management were good. 3. The conditions of school innovation management strategies varied significantly from different genders, degrees and positions. Also, participating in InnoSchool or not affected the conditions of school innovation management strategies. But among the faculties from different seniorities and ages, their views on school innovation management strategies were similar. 4. The awareness of effects on school innovation management varied significantly from different genders, degrees and positions. Also, participating in InnoSchool or not affected the awareness of effects on school innovation management strategies. But among the faculties from different seniorities and ages, their views on the effects on school innovation management were similar. 5. The conditions of school innovation management strategies varied significantly from different school types, history and locations. But among the faculties from different school scales, their views on school innovation management strategies were similar. 6. The awareness of effects on school innovation management varied significantly from different school history and locations. But among the faculties from different school types and scales, their views on the effects on school innovation management were similar. 7. The highly motives of school innovation management was to enhance the competitiveness of the school. 8. The key influencing factor in school innovation management was principal’s leadership. 9. The key difficulties in school innovation management were short of time, the willingness of members and the following support. 10. When schools used the four actions framework of Blue Ocean Strategy, the most common strategy was to eliminate vacant space and inappropriate school environment. 11. When schools used the four actions framework of Blue Ocean Strategy, the most common strategy was to reduce the staffs’ burden. 12. When schools used the four actions framework of Blue Ocean Strategy, the most common strategy was to raise human resources. 13. When schools used the four actions framework of Blue Ocean Strategy, the most common strategy was to create students’ multiple abilities. In the end, based on the findings and conclusions of the research, some suggestions were given as below: 1. Suggestions to the educational institutes (1) Promote school innovation management competitions and programs continuously. (2) Promote sustainable policies to provide the resources schools need. 2. Suggestions to schools (1) Promote school innovation management continuously and to take appropriate strategy. (2) Take four action framework of Blue Ocean Strategy to assist schools in promoting the innovative management. (3) Wish to provide sufficient time to develop innovation and enhance the willingness of teachers to participate in order to extend the innovative management. (4) Principals should take effective leadership in order to facilitate the promotion of school innovation management. (5) Carrying out school innovation management should focus on the school environment. (6) School should pay attention to upgrading and training the quality of members. 3. Suggestions to subsequent research (1) The further research may increase the sample numbers to make the results of the research more deducible. (2) The further research can further explore the effectiveness of school innovation management strategies.