本創新找出三種現有的電子遊樂機來滿足高齡使用者對於復健運動產品的需求。這三種產品可針對高齡使用者的平衡度、手部及腳部進行運動復健，讓高齡使用者在復健運動的同時仍能享受到電子遊戲的娛樂性。因此，本創新為現有的電子遊戲機找到不一樣的行銷市場。現有電子遊戲機的主要市場是青少年，但本創新是以高齡使用者為主，以老人安養機構為主要採購者，讓既有的產品重新定位、找到新市場。 本創新從機台、廠商、老人安養機構以及高齡使用者四方面提出不一樣的服務模式，以供廠商以及老人安養機構參考。本創新特別針對老人安養機構的特性及財務狀況提出三種不一樣的經營獲利模式，透過不一樣的營利模式面對不一樣的狀況，讓電子遊戲廠商以及老人安養機構能夠有所交集，創造出一個前所未見的新市場。 / This innovation business model discovers three electronic entertainment kiosks in the market which meet the demands of senior. These products can be used for the rehabilitation of senior, including balance, hand movement, and foot exercise, allowing users be entertained when they engage in their rehabilitation. This innovation business model explores a different market for electronic entertainment kiosks. The main market for electronic entertainment kiosks is usually junior, but this model discovers a market for senior user, which the nursing agencies are major buyers. In this case, the product function and purpose is redefined, allowing it to target a new market with a different position. This research proposes a service business model for manufacturers and nursing agencies from four dimensions: electronic entertainment kiosks, manufacturers, nursing agencies and senior users. Also, it points out three profitable methods that will fit the situation of nursing agency characteristics and financial situation. Each method is designed for a different situation, allowing video game makers intersect with nursing agencies, which will create a brand new market.

自二十世紀的第三次工業革命(原子能、計算機、與空間技術)以來，由科技帶動全世界半個世紀的進步。在1950至1980年代，企業利用經濟規模提昇產業效率蔚為顯學。90年代以後，人類各項生活基本需求早已被滿足無虞。此時，創新且差異化的營運模式（Business Model）成了企業存在的必要條件。理論上，消費者的需求無所不在，各產業的產品與服務亦無奇不有，而且每個企業更有其賴以生存的特點與優勢，因而適合個別企業發展的營運模式理應也有不少的選項。若果真如此，何以許多企業在一次又一次的競爭中被殘酷地淘汰？而存活的企業中，亦仍有不少在生存與競爭的大海裡掙扎，試圖脫困。 本研究擬由＂策略＂、＂創新＂與＂營運模式＂等三個主題出發，探討國內外學者所提出的觀念與方法，嘗試從中找出其關聯性與一套整合的建構模型，並藉由個人電腦產業中的主要企業的成長歷史來驗證此建構模型。希望能幫助產業找出一個系統性的方法來思考、建構並檢驗其策略與創新營運模式。 本研究將針對個案公司進行次級資料的整理及訪談部份個案公司的中高階經理人。在整理三個國際知名的個人電腦廠商一共四個個案的次級資料的過程以及從個案經理人的訪談中發現，套用本研究的＂策略與創新營運模式＂建構模型，可以用清晰簡單的方式描繪看似複雜的策略及其營運模式，此方法有利於理解企業的策略與執行脈絡。因此，我們也期待企業可以運用這一套完整的建構模型方法來引導、推演、架構、驗證、檢討並修正其未來的策略方向與營運模式。如此，企業將更有機會找到好的營運模式。當時空改變時，也較有機會掌握先機，擬定下一個因應步驟。

人力資本的衡量，為智慧資本領域中相當重要的一環。但過往的研究與討論，卻都陷入「靜態」與「歷史」資料的分析，對於企業在管理與決策時，並無法提供適時、適當且適切之資訊。本研究利用動態競爭分析之概念，改善人力資本資訊在使用上不足之處，並據以建立預測企業未來發展及表現的衡量基礎。 本研究採個案研究法，以我國智慧型手機製造企業為研究對象，利用公開資訊的蒐集與分析，探討其發展過程中有關策略性人力資本的變動，衡量個案公司在投入面、管理面及產出面之智慧資本，並與顧客資本及創新資本相結合，同步利用量化及質化之方式對策略性人力資本之衡量與其所創造之價值進行分析，進而做出下列結論： 一、策略將嚴重影響企業人力資本的內涵與價值。 二、策略執行的效度與效率會因管理階層對策略之決心與態度而有差異。 三、組織中團隊功能異質性的提升，有助於企業發展創新策略。 四、組織中團隊教育背景異質性的下降，有於助企業集中資源，聚焦策略，並增加產品發展及技術創新之強度。 / The measurement of human capital is always a crucial part of intellectual capital issue. However, researchs and discussions both are focus on the “static” and “historical” data analysis in the past. It is bounded to provide timely, appropriate information to assist management formulating strategy and making decisions. This study is aim to improve the weakness of statistical human capital’s information and establish the forward-looking forecasting scheme to measure enterprise’s performance. This study select one smartphone manufacturer in Taiwan as an sample, by adopting the method of case study, we collect public information and deeply analyze the various factors about strategic human capital, including the heterogeneity of team member by functional attributes and by educational disciplines. We integrate strategic human capital data with customer capital and innovation capital, measure enterprise’s performance in input, management and output aspects both in quantitative and qualitative method simultaneously, and create the value of combination with these intellectual capitals. Then make the following conclusions: First, the strategy always will seriously affect the meaning and value of human capital. Second, the determination and attitude of management will influence the validity and efficiency of strategy. Third, the higher heterogeneity of team member in functional attributes has positive help when developing innovative strategies. Fourth, the lower heterogeneity of team member in educational disciplines has positive help to centralize business resources, focus on specific strategy, and increase the strength of product development and technology innovation.

本研究旨在探討臺灣地區國民小學校長科技領導與智慧教室創新擴散的現況，分析不同背景變項與環境變項國民小學之教師，知覺校長科技領導與智慧教室創新擴散之差異情形，並探究國民小學校長科技領導對智慧教室創新擴散之關係，根據研究結論提出建議供有關單位參考。 為達到研究目的，本研究採用問卷調查法，以臺灣地區46所設置有智慧教室的公立國民小學，以校內的教師兼主任、教師兼組長、級任老師與科任教師為研究對象，共寄發問卷364份，回收有效問卷298份，有效回收率為81.87 %。本研究使用SPSS for Windows 20.0 、社會網絡分析軟體（Ucinet 6）及LISREL為資料分析軟體，獲得以下結論 ： 一、臺灣地區國小教師對國民小學校長科技領導及智慧教室創新擴散的 知覺程度整體而言屬中上程度，其整體表現已有一定水準。 二、不同性別、年齡、服務年資、學校歷史之國民小學教師在知覺校長 科技領導及智慧教室創新擴散上，均無顯著差異。 三、不同最高學歷、職務性質、學校規模、學校所在位置、智慧教室的 間數、每週智慧教室使用的次數之國民小學教師在知覺校長科技領 導及智慧教室創新擴散上，具有顯著差異。 四、國民小學校長科技領導與智慧教室創新擴散之間具有顯著相關。 五、國民小學校長科技領導對智慧教室創新擴散有預測力，其中以「願 景、計畫與管理」的預測力最高。 六、本研究建構之模式經過結構方程模式檢定獲得支持，國民小學校長 科技領導對智慧教室創新擴散具有正向顯著的影響。 最後依據上述研究結論，提出具體建議，做為教育行政機關、國民小學校長參考運用。 關鍵詞：校長科技領導、智慧教室、創新擴散、社會網絡 / Research on the Effect of Principals’ Technology Leadership on the Diffusion of Innovations in Smarter Classrooms in Elementary Schools in Taiwan Abstract This study investigated the current status of principals’ technology leadership and the diffusion of innovations in smarter classrooms in elementary schools in Taiwan. It also analyzed the difference of elementary school teachers’ perceptions toward their principals’ technology leadership and the diffusion of innovations in smarter classrooms under different background and environmental variables. Moreover, it probed into the relationship of principals’ technology leadership on the diffusion of innovations in smarter classrooms. According to the research results, suggestions are given to relevant units for reference. For the above research purposes, this study conducted a questionnaire survey on teachers who are concurrently directors, teachers who are concurrently supervisors, homeroom teachers, and subject teachers, of 46 elementary schools in Taiwan provided with smarter classrooms. A total of 364 questionnaires were distributed, and 298 valid samples were retrieved, with a valid return rate of 81.87%. The data were analyzed using SPSS for Windows 20.0, social network analysis software Ucinet 6, and LISREL. The findings are as follows: 1. In Taiwan, the elementary school teachers’ perceptions towards the elementary school principals’ technology leadership and the diffusion of innovations in smarter classrooms are above average as a whole. Its overall performance meets the standard. 2. For elementary school teachers of different genders, ages, teaching years and school history, their perceptions towards the principals’ technology leadership and the diffusion of innovations in smarter classrooms have no obvious difference. 3. For elementary school teachers of different educational backgrounds, duties, school sizes, school locations, number of smarter classrooms, number of weekly uses in the smarter classrooms, their perceptions towards the principals’ technology leadership and the diffusion of innovations in smarter classrooms are obviously different. 4. There is a significant correlation between the elementary school principals’ technology leadership and the diffusion of innovations in smarter classrooms. 5. Elementary school principals’ technology leadership has predictive power on the diffusion of innovations in smarter classrooms; among them, the predictive power on vision, planning, and management is the highest. 6. The constructed modeling of this research was tested and supported by the Structural Equation Modeling, that elementary school principals’ technology leadership has a positive effect on the diffusion of innovations in smarter classrooms. Finally, based on the above conclusions, specific suggestions are offered to educational authorities and elementary schools for reference. Keywords: Principals' Technology Leadership, Smarter Classrooms, Diffusion of Innovations, Social Network

本研究旨在探討宜蘭縣國民小學教師知覺校長服務領導、學校內部行銷與學校創新經營之現況，比較不同背景變項之國小教師在三個變項間之差異情形，並探討國小教師在知覺三個變項間的關係，並進而分析國小教師知覺校長服務領導、學校內部行銷對學校創新經營之預測力。 本研究採用問卷調查法進行研究，以宜蘭縣國小教師為對象，共發出411份問卷，回收332份問卷，有效問卷為311份，回收後之問卷可用率為75.67%。調查所得資料以 SPSS 統計套裝軟體，進行相關統計方法處理分析。本研究獲致以下結果： 一、宜蘭縣國小教師知覺校長服務領導屬於中上程度，在「校長服務領導」八個層面，以「服侍」層面為最高；在知覺學校內部行銷屬於良好程度，在「學校內部行銷」五個層面中，以「參與賦權」層面最高；在知覺學校創新經營屬中上程度，在「學校創新經營」五個層面中，以「學生活動創新」層面最高。 二、不同年齡及不同學校地區之教師在知覺「校長服務領導」的程度上有顯著差異。 三、不同性別、年齡、服務年資、教育程度、擔任職務、學校規模及學校地區之國小教師在學校內部行銷上無顯著差異。 四、不同年齡之國小教師，在學校創新經營分層面「行政管理創新」及 「校園環境創新」有顯著差異；不同服務年資之國小教師，在學校創新經營分層面「行政管理創新」及「校園環境創新」有顯著差異，而在學校創新經營整體也呈現顯著差異；不同學歷之國小教師在學校創新經營分層面「資源運用創新」有顯著差異。 五、不同學校規模之國小教師，在「課程教學創新」層面、「學生活動創新」層面、「資源運用創新」層面及「校園環境創新」層面，均有顯著差異。 六、宜蘭縣國小教師知覺校長服務領導、教師學校內部行銷、學校創新經營整體及各層面，兩兩之間均有顯著相關。 七、宜蘭縣國小校長服務領導對學校創新經營有預測力；宜蘭縣國小學校內部行銷對學校創新經營有預測力；宜蘭縣國小校長服務領導與學校內部行銷對學校創新經營有預測力。 最後，根據研究結果提出建議，供國小校長、國小教師、教育行政機關及未來研究之參考。 關鍵字：校長服務領導、學校內部行銷、學校創新經營 / The purpose of this study is to explore how elementary school teachers in the Yilan district perceive principals’ servant leadership, school internal marketing and school’s innovation management. The thesis not only looks into whether and how teachers’ background matters, but also analyzes how they predict the three variables in question. This study conducted a survey-questionnaire by targeting on elementary school teachers in the Yilan district. A total of 411 questionnaires were distributed and 332 questionnaires were received. Among them, 311 were valid (75.67%). The data was analyzed through SPSS statistics, descriptive statistics, t-test, single factor analysis of variance, Pearson correlation coefficient and multiple stepwise regressions. The findings of the study included: 1.Perceptions of principals’ servant leadership, school internal marketing, and school’s innovation management were respectively “above average”, “average” and “above average” in all aspects. The top priority each was “service”, “participation and empowerment”, and “student activity innovation” in the order. 2.Perception of principals’ servant leadership was found significantly different for teachers with different ages and from different school districts. 3.Perception of school internal marketing was found not significantly different for teachers with different genders, ages, service years, education levels, posts, and from schools with different sizes and districts. 4.Teachers with different service years perceived school’s innovation management significantly differently. More precisely, service year and age both made a significant effect on the perception of administration management innovation and campus environment innovation. Teachers with different education levels perceived resource use innovation significantly differently. 5.School size made a significant effect on the perception of curriculum and teaching innovation, student activity innovation, resource use innovation, and campus environment innovation. 6.Pairwise comparisons among principals’ servant leadership, school internal marketing and school’s innovation management were all significant. 7.Principals’ servant leadership was predictive of school’s innovation management, so was school internal marketing. Principals’ servant leadership plus with school internal marketing also predicted school’s innovation management. The results of this study provide an empirical basis for school principals, teachers and education administrators to make future investigations. Key words: principals’ servant leadership, school internal marketing, School’s innovation management.

在大中華地區，與親朋好友至實體店面KTV唱歌是極為常見的娛樂方式，但近年來至外地念書以及至外地工作的情形屢見不鮮，因此要與親友齊聚一堂、共同歡唱實屬不易。本研究的目的乃是要提出一種創新服務的經營模式，藉由現有攝影、投影和軟體技術的組合與改良，搭配空間情境的塑造，打破地域的限制，滿足不同地區親友與網友跨地域聚會歡唱的需求。 為了找出可行的商業模式，本研究透過實地訪查臺北、北京、深圳以及雲南等地的實體店面KTV，以比較各地經營模式與服務內容的差異性；並透過實際嘗試使用線上KTV網站，以了解目前線上KTV的營運模式與優缺點；更透過訪談各類潛在消費者以及問卷調查與分析，來確認目標客群並評估目標市場的大小。本研究從調查中發現，此種跨域實境的服務除了可以滿足各地親友互相聯繫的需求外，還可滿足商業溝通、愛唱歌者媒合以及陌生網友聯誼等需求。本研究針對這四種需求的目標客群，設計不同的行銷計畫與收費方式，並提出階段性的事業發展計畫。 / In the Greater China region, singing at KTV with friends and family members is a very common entertainment. Studying and working outside the hometown has become very popular recently, so if you want to sing and gather with family and friends it may be quite difficult. The purpose of this study is to propose an innovative service business model, by combining and improving the existing photography, projection and software technology. The purpose will be achieved by shaping space scenarios, creating innovative goods and services that can break the geographical restrictions, and will give people opportunity to gather together. In order to find the viable business model, in this study I will compare differences between business model and services in KTVs in Taipei, Beijing, Guangzhou and Yunnan. I will try to use the online KTV site to learn the operating mode, pros and cons of online KTV, interview potential consumers, use the questionnaire survey, and then evaluate the size of the target market, identifying target customers and a viable business model. After being verified and amended repeatedly, this service will not only satisfy the demand of those, who want to gather with relatives and friends, but will also satisfy the demand of commercial communication, matching the people who love singing, and will also satisfy the activities of unfamiliar netizens. In this study, according to the demand for these four target customers, different marketing plans and charging methods will be designed, and phased development plan will be proposed.

臺灣兒童樂園型態的演進，受氣候、地域、服務等因素影響，從戶外逐漸轉型為室內，並不斷納入各種新元素，形成多元化類型。兒童教育方面，品格教育長期推動，教育部自2004年起推動「品格教育促進方案」、2000年起推動「臺灣有品運動」。另一方面，室內兒童樂園鼓勵孩童利用遊具，能夠盡情的活動，促進肢體與生理均衡發展。騎士堡國際事業股份有限公司進一步將遊具結合學習體適能、品格教育等內容，特別是品格教育為其重要特色之一。此企業經營模式的創新，藉由導入多元教育體驗服務模式，為臺灣室內兒童樂園帶入新的發展方向。 　　本研究的主要目的有三：第一為瞭解國內兒童品格教育推動的現況、問題、困難及突破的方法；第二藉由文獻蒐集及深度訪談，分析室內兒童樂園推動品格教育體驗活動的效益；第三探討室內兒童樂園導入品格教育結合商業平臺經營模式創新策略。 　　本研究為探索性個案研究（case study method），選擇體驗式服務極具代表性的騎士堡公司為個案研究對象，除了擁有兒童品格教育結合商業平臺的豐富經驗外，更創造出經營模式創新的實績。在經營模式及營運成效構面部份，選擇哈佛大學學者Applegate（2001）提出的經營模式，以概念、能力與價值三要素組成，探討室內兒童樂園導入品格教育對經營模式創新的影響。 　　研究結果發現，室內兒童樂園導入品格教育經營模式創新的策略有： 一、結合遊戲中學習「玩中學」經營策略，啟發孩童身心發展，創造安全遊戲、快樂學習的環境。 二、結合品格教育體驗活動策略，對孩童具有提升真實的體驗效果，從中得到快樂滿足，達到品格教育的目的，並吸引更多孩童參與體驗的機會。 三、結合童話主題遊具研發策略，以童話主題創新研發獨一無二的創意遊具，打造充滿創意、想像情境的兒童育樂環境，提升孩童學習動力。 四、結合體驗行銷提升品牌形象策略，將企業社會責任及創新的兒童生活教育體驗服務的理念傳遞給社會大眾，在行銷與商業交易過程中，與孩童、家長、通路產生新的互動與溝通模式。 五、結合產學合作與研究計畫策略，增進產業既有服務內容、元素、規格及組合，建立了新的服務運作方式、經營制度、作業程序與營運系統，改變現有的經營模式，形成了創新的經營技術。 六、結合異業結盟創造商機策略，創造企業和合作品牌的雙贏策略，不但發揮回饋社會的企業社會責任外，更建立騎士堡的品牌公益形象，提高品牌延展性，創造雙贏效益。 七、結合兒童生活教育體驗服務創新策略，能夠產生獨特的競爭優勢，成為一個全方位兒童品格教育體驗平臺；達到孩童、家長、通路、騎士堡四方共贏的經營模式創新效益。 關鍵字：室內兒童樂園、品格教育、經營模式創新、騎士堡

近年可攜式電子產品相關產業發展蓬勃，尤其以智慧型手機與平板電腦為代表，其成功有賴於相關系統軟體及配套服務之開發，根據MIC研究單位則指出，未來幾年平板電腦市場發展至2015年預估可超過兩位數之成長率，市場上目前尚處於爆發期。在產品面，除了一般消費者所使用的消費型多媒體平板電腦外，在市場區隔下，尚有一些業者推出具有耐候特性、貼近高移動性需求之半強固型(Semi-Rugged)以及強固型電腦(Rugged)等主打可應付嚴苛工作環境，或是企業相關外勤人員之需求的產品，這些產品的出現則為目前平板電腦的激烈競爭創造一個新藍海市場的機會。 台灣企業主要是以生產代工為起家，但是近年來，台灣的低成本優勢已逐漸被新興市場所取代，加上產業發展成熟後，毛利率持續下探，M公司也是一個為平板電腦代工的ODM/OEM廠商，目前是鎖定非消費型平板電腦的代工為主，本研究也是以該公司的角度來探討如何在瞬息萬變的產業環境下，找出一些方向進行產品的創新，以提高這些代工廠商的獲利能力，並提供相關業者有一可行之參考模式。 至於本研究使用創新理論與藍海策略、使用者需求及價值理論探討等相關文獻進行探討，以形成本研究之研究架構及研究工具的理論基礎來源。另外，研究方法則擬採用個案分析方法之深度訪談法，訪談有關業者如AIDC(Auto Identification & Data Capture)以及系統整合廠商，探討這些產業的廠商對平板電腦有何需求，讓平板電腦的使用能結合該產業現有系統，並進而提升產業的效率。 從研究的結果來看，台灣的ODM/OEM代工廠商似應朝向軟硬整合的方式提供解決方案給客戶，如此一來不但可增加產品的毛利，另方面也可以深耕市場及客戶，另外ODM/OEM廠商必須真正瞭解各個不同產業的客戶需求，瞭解產業的價值缺口，以不同的客製化或者與該產業系統整合者合作來提供符合或超越顧客認知的價值，提高顧客滿意度，當然最重要的還是要增加新技術的研發比重，例如新的材料或是新的元件的開發，在半強固型或者強固型的市場，如何把強固這件事情做好就是一個很大的技術課題，尤其又要做到夠輕薄又是一個很大的挑戰，而且這裡面又有成本的考量，所以ODM/OEM廠商一定要能展現自己的實力才有可能獲的客戶的肯定。最後本研究只是針對AIDC及系統整合的廠商做研究，並不是針對下游的終端使用者做調查，而且各產業的範圍廣大，所以應該可以做更進一步詳細的產品需求的研究，如此才能更清楚的了解市場上的真正情況以做為ODM/OEM的產品需求的開發依據。  關鍵字：平板電腦、創新理論、藍海策略、顧客價值 / In recent years, portable electronic products has rapid grow up, especially for smartphones and tablet PCs. One of the key success factors should depend on the various application software and supporting services that has developed. According to the MIC Research Unit, until 2015 Tablet market will have 2-digits growth rates during the next few years, it’s still in a fulminic growing now. In addition to general consume multimedia tablet for end user, under the market segmentation, there are few tablet brand vendors have launched a serious of product for outdoor usage, high mobility requirements’ Semi-Rugged and Rugged level tablet. Those tablets can be used for critical environment, or product for enterprise outdoor field staff. Compared to the current high competition tablet product, it create a new blue ocean market opportunities. Taiwan IT companies were started from ODM/OEM manufacturer, but in recent years, Taiwan's low-cost advantage has gradually been replaced by emerging markets’ new players, coupled with industry matures, gross margin continued going down, M company is also an ODM/OEM manufacturer for the tablet customers, it’s currently ODM/OEM for non-consumer tablet , this study is based on M company's point of view in a rapidly changing industry environment, to find some direction for product innovation in order to improve these companies’ profitability, and provide a viable industry reference model. For this study, it use of innovative theories and Blue Ocean Strategy and Value Theory of user requirements and other relevant literature to explore, to form the study architecture and the theoretical basis. In addition, this study is using case study analysis method by depth interviews, interviews related industry vendors such as AIDC (Auto Identification & Data Capture) vendor and tablet system integrators to explore what tablet features they need, and these tablet features can be easily combined with their existing systems, and enhance their efficiency. The study results show that Taiwan ODM/OEM manufacturers should integrate hardware and software to provide solutions to their customers, this way not only increase product gross margin, on the other hand can also be cultivating the market and customers, in addition to, ODM/OEM manufacturers must understand the customer requirements in various industries, realize the value for that industry, and to provide different customization or cooperate with the industry’s system integrators to meet or exceed customer perceived value, to improve customer satisfaction. and of course the most important thing is to put more resource to increase the research and development of new technologies, such as new materials or new components of development, for semi-rugged or rugged product, how to do the ruggedize well is not only a big technical issues, particularly but also design light-weight and thin enough to carry out it is also a big challenge, furthermore cost down is another topic should be consideration, so ODM/OEM manufacturer must be able to show their strengths to win customer confidence. Finally, this study is only explore for AIDC vendors and system integrators, not include the end-users, moreover the industries coverage is not enough, so it should be able to make further detailed studies of product requirement, so that it can have more clearly understand the really situation on the market for ODM/OEM manufacturer to development their products. Keywords: Tablet PC, Innovation, Blue Ocean Strategy, Customer Value

台灣與歷史建築相關的討論開始於古蹟的專業保存，由1978年因都市計畫拓寬拆除的「林安泰古厝保存事件」以及官方1981年《文化資產保存法》的制訂與頒佈，至此傳統建築的保存有了上制度的支持。 1982~1994年之間對於古蹟的態度處於上對下的保存與修護時期；主導者為政府，採取凍結式的修護管制方法。此時，公有產權下的古蹟大多以延續原有使用方式或以展示為主，這些使用模式都是〝再利用〞發展的前端，另一方面關於私有產權下的古蹟，則囿於民眾對於古蹟保存觀念不了解並無太大發展。 1994年之後，學界對於古蹟（歷史建築）保存理論的研究逐漸開始發酵，加上許多醞釀已久的保存團體發起了老街保存推動事件；這些除了顯示出民間單位越發增加的保存共識外，亦可發現民間對於歷史建築的觀念由以往政府倡導的凍結式轉向多元再利用。 本研究主要在於探討「歷史建築再利用」之創新商業模式，利用Gary Hamel於啟動革命一書中所提出的四大要素作為分析項目，得到的發現如下：1.歷史建築再利用之創新事業模式中，「經營者」與歷史建築本身之『策略性資產』關連性強者，可讓事業本體的『核心策略』有效運用其『策略性資源』。2.歷史建築再利用之『價值網絡』若有效發揮，則為有助於本身『策略性資源』累積。3.歷史建築再利用與原建築用途二者之鍊結度強者，可較有效使用其『策略性資源』。4. 歷史建築再利用在事業模式中的『策略性資源』項目，並非如傳統認為的僅有〝建築〞部分，另外有著許多〝軟性意涵〞的項目；例如她本身所具有的歷史意義、地理意義、人文思維…等等。而這些唯有透過其『價值網絡』與『顧客介面』才可充分發揮。5. 以〝再利用〞為目標之歷史建築其重點在於〝與人的互動〞，否則將淪為單純的古建築保存。

有關既有廠商面對技術改變時為何會失去領導地位，現有文獻多以技術和廠商能耐互動的供給面切入討論，其原因可能是領導廠商無法及時轉換技術、調整能耐或組織惰性等因素；對於少數新興國家的後進廠商成功挑戰既有領導廠商，成為全球領導廠商的研究，也大多依循這種供給面觀點，認為建立並不斷提升技術能耐是成功的關鍵。 深入檢視既有廠商面對技術改變失去領導地位的原因，不完全是來自供給面的問題，市場需求面也是重要的影響因素。在討論市場需求面的相關理論中，斷裂性創新架構是最典型的觀點，該觀點認為新興廠商推動斷裂性創新會持續破壞現有市場遊戲規則，造成競爭基礎的改變與產業結構的變化，此觀點主要在說明市場顧客需求的變化對新舊廠商競爭的影響，並據以補充說明技術供給面的不足。 至今斷裂性創新研究並未發展出一個有系統的架構來檢測某種創新情境是否為斷裂性創新？因而，本研究根據斷裂性創新架構觀點及個案研究法中描述性理論架構的要求，發展出斷裂性創新描述架構的相關特性要件，並用此架構來檢測台灣積體電路公司及其所促進高度發展的全球晶圓代工產業，檢測結果發現過程符合斷裂性創新的特性。後續研究將可由斷裂性創新的觀點切入，重新詮釋台積電成功成為全球領導廠商的原因。 本研究發展出來的描述架構是一個檢測斷裂性創新的良好基礎，可以作為測試其他產業是否存在斷裂性創新的參考。 / Why established incumbents loosed their leading positions facing the disruptive technology, explanation of current literatures tended to focus on the supply-side interaction of technologies and firms’ capabilities. The research on latecomer firms catching up technological gap in newly development countries also focused on the supply-side perspective and argued that consecutive advancing technological capabilities was the key to success. Closer examination of technology competition, however, reveals that technology or market transitions are not necessarily due to the supply-side difficulties, like incumbent technology’s inherent limit, incumbents’ inability to master new skill, or organizational inertness. The market demand-side is also an important factor offering a complementary set of explanations that highlight the influence of consumers’ need on technology trajectory. The most influential expression of a demand side role in technology competition is the disruptive innovation that will break the market rule, shift the bases of competition and change the industry structure. Current researches, however, did not develop systematically analytical tool or framework to identify disruptive innovation. This study followed the major perspectives of disruptive innovation and the rules of case study to develop the descriptive framework for testifying the phenomenon of disruptive innovation. The semiconductor industry development in Taiwan was identified and described under the conditions of this framework. This descriptive framework is a systematic tool for testing disruptive innovation in any industry.