校長正向領導與學校組織學習是影響教師創新教學的重要因素。本研究旨在了解高級中學校長正向領導、學校組織學習與教師創新教學的現況及差異情形，並探討上述三者的相關情形。 本研究方法為文獻分析與問卷調查法。研究對象為新北市、桃園縣、新竹縣、苗栗縣、新竹市之97所高級中學教師，有效樣本共855份。問卷回收後分別以敘述統計、獨立樣本t考驗、單因子變異數分析、積差相關、逐步多元迴歸等統計方法進行分析。根據研究結果將結論分析歸納如下： 一、高級中學教師對校長正向領導之現況知覺良好。 二、高級中學教師對學校組織學習之現況知覺良好。 三、高級中學教師對教師創新教學之現況知覺良好。 四、校長正向領導與學校組織學習間具有顯著正相關。 五、校長正向領導與教師創新教學間具有顯著正相關。 六、學校組織學習與教師創新教學間具有顯著正相關。 七、校長正向領導與學校組織學習對於教師創新教學有正向預測力。 本研究根據以上結論，提出幾點建議提供教育行政單位、高級中學校長、教師與未來相關研究作參考。 關鍵字: 校長正向領導、學校組織學習、教師創新教學 / Principals’ positive leadership and school organizational learning are the important factors of innovative teaching of teachers. This study aims to investigate the current situations and circumstances of senior high school principals’ positive leadership, school organizational learning and innovative teaching of teachers. The purpose of this study is to understand the current situation and the relationships among the positive leadership of principals, school organizational learning and innovative teaching of teachers. The research methods included literature review and questionnaire survey. The subjects of the survey were teachers in 97 senior high schools across New Taipei City, Taoyuan County, Hsinchu County, Miaoli County and Hsinchu City. The study issued a total of 855 valid questionnaires. The data was analyzed by factor analysis, reliability analysis, descriptive statistics, independent sample t-test, one-way ANOVA, Pearson Product-moment correlation, multiple regression analysis. The findings based on the results of the research are as follows: 1. The perception of the senior high school teachers toward the principals’ implement positive leadership is good. 2. The perception of the senior high school teachers toward school organizational learning is good. 3. The perception of the senior high school teachers toward the innovative teaching of teachers is good. 4. There is a significant positive correlation between the senior high school principals’ positive leadership and school organizational learning. 5. There is a significant positive correlation between the senior high school principals’ positive leadership and innovative teaching of teachers. 6. There is a significant positive correlation between the senior high school organizational learning and innovative teaching of teachers. 7. The senior high school principals’ positive leadership and school organizational learning have positive direct effect on the innovative teaching of teachers. According to the research findings, some suggestions are proposed for the reference of education administrative units, senior high school principals and teachers, and research staff engaged in future related researches. Keywords：principals’ positive leadership, school organizational learning, innovative teaching of teachers

「家」是人類生活的重心，居家影像監控設備的需求來自於家庭用戶想要掌握居家環境安全現況。相對於商業影像監控的應用，居家影像監控設備安裝的複雜度需要較低。因此居家影像監控市場以簡易安裝、遠端監控為主要的發展趨勢。 網路攝影機(IP Camera)具有數位化及網路化的特色，掌握寬頻網路的電信業者積極為影像監控市場創造新興的居家應用情境。許多傳統影像監控產品製造商為因應居家影像監控的潮流，也紛紛推出產品因應。然而電信業者及傳統影像監控業者在居家影像監控的市場都沒有得到很大的成功。個案公司創立於2009年，在2012年所推出的第一代產品，一開始只在網路上銷售，卻在2012、2013席捲美國市場，成為美國居家影像監控產品的第一品牌。 本研究探討之研究問題包括: (一)數位化及網際網路的普及對影像監控產品設計之影響、(二)行動裝置的普及對影像監控產品設計之影響、(三)個案公司提升消費者認知價值之產品創新策略。 本研究採用個案研究方法，首先列出客戶所重視的產品要素，以產品關鍵要素為橫軸客戶對個案產品的認知價值為縱軸描繪出曲線圖，比較個案公司產品與競爭對手的產品價值曲線，可解讀出其策略上的差異點。最後運用藍海策略思維，重塑和創新價值曲線以產生新的策略意義。 本研究發現，數位科技進步及網際網路的普及降低了使用影像監控產品的門檻，因而使居家影像監控產品得以被大量採用。而移動裝置的普及改變了消費者使用影像監控產品的方式，使用者的體驗主要來自於手機App的操作經驗，與過去在個人電腦上的使用經驗完全不同。個案公司以解決使用者痛點作為提升消費者認知價值之產品創新策略，值得居家影像監控業者未來產品規劃參考。 / Home is the center of human life, home video surveillance equipment demand from home users want to master the security status of the home environment. With respect to the commercial video surveillance applications, home video surveillance equipment requires low complexity of the installation. Therefore, the main trend of home video surveillance is easy installation and remote monitoring. IP Camera has digitized and network-oriented features, Internet carriers create new application scenarios for home video surveillance market. Many traditional video surveillance equipment manufacturers to cope with the trend of home video surveillance have also introduced products in response. However, carriers and traditional video surveillance industry in the home video surveillance markets have not been very successful. Founded in 2009, Dropcam Inc. launched the first generation of products in 2012, selling only on the Internet at the beginning, became the top brand of home video surveillance products in United States in 2013. This study try to answer three questions: (1) The popularity of digital technology and the Internet's impact on the design of video surveillance products, (2) The impact of the popularity of mobile devices on the design of video surveillance products, (3) Dropcam’s product innovation strategy to enhance consumer perceived value of the product. This study used a case study approach. Comparing the product value curve of Dropcam's products and its competitor’s product can interpret difference of strategy. Finally, the use of blue ocean strategy thinking, remodeling and innovation to create a new value curve strategic importance. The study found that the popularity of digital technology and the Internet's progress reducing the threshold to use of video surveillance products, thus making home video surveillance products to be widely adopted. The popularity of mobile devices has changed the way consumers use video surveillance products. Dropcam to resolve user’s pain points to enhance consumer awareness of the value of a product. It is worth for coming home video surveillance maker’s reference.

新興市場上，由於在地使用者需求與商業環境特殊，國際大廠即便具備設計與規模要素，也未必能取得完全競爭優勢。許多本土企業運用創新的經營策略與資源整合，提供在地產品與服務，在當地打造領先品牌進而反轉進入國際市場。以智慧型手機為例，國際性品牌，如：三星(Samsung)與蘋果(Apple)，在全球各地主導手機市場，但是在一些新興市場上，本土品牌(如中國的小米手機與印度的Micromax手機)手機銷量卻已超越這些國際品牌，本土業者的創新商業模式實有其特殊值得學習之處。 本研究藉著智慧型手機在新興市場本土品牌與國際大品牌的資料蒐集與商業模式的分析，探討研究問題:新興市場智慧型手機本土品牌如何創造競爭優勢? 透過個案研究，深入比較分析中國市場智慧型本土品牌"小米"手機，如何運用創新的商業模式作為發展策略，以新興市場中國為主要市場，逐步擴大市場占有率與品牌知名度，並朝向海外拓展市場，在手機銷售也取得了與國際品牌一較長短的競爭優勢。研究發現新興市場需求大且具規模，對於各種產品接受度高，因此造就新興市場的本土品牌有了差異化行銷的機會。因手機晶片與硬體零件的成熟，本土品牌智慧型手機與進口高階產品差異不大，進而讓用戶轉向購買高性價比的本土品牌。而新興市場基於保護本土產業，對於智慧財產權的保護執行較為寬鬆，因此本土品牌可推出具有競爭力的價格且立即導入市場的先機。此外，研究個案善用網路，提出創新的電子商務銷售模式掌握行動互聯網商機，充分應用社群討論與口碑行銷，與粉絲互動共同開發新商品，以網路銷售、節省費用，並採用接單生產、減低庫存。

不動產產業近年來持續蓬勃發展，關於不動產相關的服務，亦成為各家不動產同行的兵家必爭之地。如何以好的服務創新，激發潛在買家對於特定建案的興趣，進而促成交易，帶動不動產業者之營運績效，可謂本研究之一大要點。 　　而資訊科技的日新月異，更是服務創新之一大契機。過去的不動產服務，往往必須以實體界面提供；然而，若是透過資訊平台進行服務提供，那可望有機會提供更完整且更加及時的服務，而且伴隨網際網路的威力，可以讓服務更加無所不在。每年我國不動產成交數量成千上萬，但是仿間資訊並不一定能完全滿足需要，買家和賣家之間存在資訊不對稱，是故，利用資訊系統進行服務創新降低資訊不對稱極具商機。 　　本研究透過學者邱志聖於2001年所提出的策略4C理論架構，使用V公司作為個案研究的案例，探討不動產產業利用網際網路提供服務創新的議題，希望能對不動產產業之產學界有所助益。 / Real estate industry continues to flourish in recent years, and services related to real estate industry have also become a battleground of firms in that industry. How to utilize better service innovation to inspire potential buyers' interest in specific building cases, to prompt trading, and to boost operating performance of those industries are all major points in this study. 　　The rapid changes in information technology can also be regarded as one of the great opportunity for service innovation. In the past, the real estate services often base on physical interface; however, through the information platform, it is more likely to provide a more timely service.Moreover, the power of the Internet has made service more ubiquitous. The volume of China's real estate transactions mounts tens of thousands each year, but the information in the market place does not fully meet the needs. Information asymmetry exists between buyers and sellers, therefore,using of information system to improve services innovation and to reduce information asymmetry can be regarded as a profitable niche. 　　This study, through the strategy 4C theoretical framework proposed by a scholar Jyh-Shen Chiou in 2001, using V Company as a case study, explores the issue of real estate industry's usage of the Internet to provide service innovation, in hopes that the results will be helpful for the real estate industry and the academia.

從體驗價值架構看香奈兒精品經營模式，研究動機是基於金融危機之下，檢示對奢華產業策略及執行力的衝擊，並透過體驗價值的架構，了解香奈兒精品持續成功的要素。 研究的目的在了解香奈兒的經營策略，並以體驗價值分析香奈兒的創新能力及藝匠精神。 研究的流程除了探討相關的經營策略外，並試圖定義什麼是精品產業。透過香奈兒精品個案予以驗証，並以深度訪談方式，進一步歸納個案的發現，最後做出結論。 節略研究的發現，可分為從經營的角度及從體驗價值的角度分別展開。 從經營的角度，可發現香奈兒的經營準則與價值是： 1. 重視長期的品牌價值增加，而非每年的盈利多寡。 2. 品牌對消費者保持距離。 3. 銷售夢想。 4. 對創新者的推崇。 5. 產地來源的重要。 6. 不做副牌。 7. 不併購它牌。 8. 股票不上市。 從體驗價值則是從五種感官進行分析及結論： 1. 從感覺性體驗價值 (sense)。 2. 從情緒性體驗價值 (feel)。 3. 從知性體驗價值 (think)。 4. 從行動性體驗價值 (act)。 5. 從關聯性體驗價值 (related)。 透過兩種角度的觀察分析，研究的結論可歸納如下： 1. 品牌擁有者與專業經營者在人格特質上的互動。 2. 形塑品牌與體驗價值間距的縮小。 3. 形象的月暈效應對產品線廣度擴大的幫助。 4. 各功能性政策與執行的一致性。 最後建議可節略如下： 1. 創業者的體驗價值需轉化成目標消費者的體驗價值。 2. 體驗價值的豐富化及深度化。 3. 策略與執行的一致性。 4. 專注本業。 5. 堅持度過景氣循環及時尚循環。 6. 產地來源對精品的重要性。 / The motivation to study Chanel strategy and management is wish to understand a company like Chanel to survive from worldwide finance crisis and still can execute its policy. Through Theory of Experience Value to understand better what element to make Chanel succeed. The purpose of study is to understand business strategy of Chanel and use Theory of Experience Value to know the creativity and craftsmanship of the company. The procedure of the study will review not only the business strategy of Chanel, but also to define what luxury industry is and through Chanel as a sample to verify. The case study will use deep interview to find out conclusion. The study is examined through two angles, one is examine case through traditional business management, and one is through Theory of Experience Value. From examine Chanel through traditional business management, the study found: It is focus on enrichment of brand equity instead of just profit. Keep distance in between the brand and target consumer. Sell dream. Importance of creator and creativity. Importance of product of origin. Don’t build sub-brand Do not engage merge. Do not go to public. From examine Chanel through Theory of Experience Value, the study found: Through “sense” to explore relationship in between brand and target consumer. Through “feel” to explore relationship in between brand and target consumer. Through “think” to explore relationship in between brand and target consumer. Through “act” to explore relationship in between brand and target consumer. Through “related” to explore relationship in between brand and target consumer. The study concluded through examines traditional business management and Theory of Experience Value is: The prefect relationship in between brand owner and professional business manager. Narrowing the gap in between brand value and perceived of customer. Good image will increase the successful chance of extension of product range. Consistency in between each management function. And the suggestion from the study is: Experience Value of brand owner need to be agreed and acknowledge by target consumer. Importance of enrichment of Experience Value. Consistency in between strategy and execution. Focus. Do not follow cycle of economic and cycle of trend. Importance of product of origin.

近年來M型社會及平價奢華趨勢已成為一個熱門的議題，不論在消費面或是社會面等都造成踴躍的討論，由於財富分眾組成的改變，形成了逐漸改變的消費觀，也帶來了一種新成形的生活形態。在這樣的消費環境之下，M型的行銷模式也儼然成為一種新顯學，「平價奢華」的產品或服務，成為M型社會新形成產業趨勢之最佳範例。而在諸多品牌中，帶起一股「快速時尚(fast fashion)」風潮的西班牙品牌ZARA，帶起了大眾精品(masstige)之熱潮，而經歷了品牌大轉型，強調品牌年輕化，且大膽直營過季折扣店，成功從退流行的媽媽包品牌，翻身成為大受歡迎品牌的COACH，則是以買得起的奢華 (accessible luxury)為主要的策略，因此本研究以此兩個具代表性的品牌作為研究主題。 本研究選擇採用個案研究的方式，以Michael Porter的價值鏈之角度來解構ZARA及COACH在變動環境下，於經營模式(business model)上所做的突破及調整，並在個案分析中，從產業中最細微的各個構面去探討兩個品牌在經營上的創新之舉，及對兩公司在現有資源之掌握及策略運用進行連結，瞭解兩者如何結合自有資源及核心能耐來產生創新的力道。希望藉由這兩個各自往M型兩端移動的品牌之創新模式探究，能更加深入且具體地瞭解到兩個公司的創新經營之道，以提供台灣其他相關業者參考，提升台灣相關產業之競爭力。 / Recently,“M-type society”and the trend of“affordable lux-ury”have been very popular issues and raised many discussions. Due to the change in financial formation in society, it formed the changing concept of consumption and a new lifestyle. In this kind of situation, the philosophy of“M-type society”has been a very significant new contention. Some products or service with the concept of “affordable luxury” has been the best expanple of the industrial trend. Like Spanish brand—Zara, which brought the “fast fa-shion”and “masstige” fetish to the world, is a very outstanding example of it. Also, American luxury brand—Coach, which went through the revitalization of the brand image and emphasized on the image of“affordable luxury”, is a good example as well. Therefore, this research take the two representative brands as the subjects of this study. Case-study research method is used in this study, and the value chain theory from Michael Porter will be the analytical tool to analyze and explain ZARA and COACH’s innovative business model and find out the management meaning in the two cases to provide some useful suggestions for related organizations in Taiwan.

資源與能力薄弱的新興國小型後進廠商，為何能超越歐美先進廠商搶佔新興市場？在此研究動機之下，本研究透過質性研究之紮根理論，利用次級資料、廠商訪談、通路觀察等方法，收集產業體系、創新平台、經營環境等背景因素，以及產品/廠商定義、競爭優勢、創新特性、廠商樣貌等資料，解析中國手機產業之山寨廠商創新模式，並經由汽車、筆記型電腦等跨產業應用個案之對照，藉以延伸從創新獲利（Profit from Innovation）、顛覆式創新（Disruptive Innovation）、後進廠商（Late Entrant）的理論架構，作為新興國家後進廠商發展創新事業模式的思考架構。 本研究發現：山寨模式能迅速、持續地佔有新興市場，關鍵在於價值活動重組、垂直聯盟、市場試驗。首先，透過「重組價值活動」，在既有產業體系的邊陲地帶建構獨特的價值網絡，以提升市場反應速度、塑造成本優勢、調適不同作業流程。其次，在爭取生存空間的前提下，各自發揮核心能力，合力建構共同創新的「垂直聯盟」，彌補自身資源、能力的不足，並分散技術、市場風險，與機動形塑組織樣貌。再者，透過多樣化、高性價比、快速反應市場的產品，進行「市場試驗」，從動態、模糊的利基市場出發，逐步前進主流市場。 / Why the overall market shares of international companies in the Chinese market dropped from over 90% in 2000 to under 50% due to competitions from local brands and Shanzhai phones? Why Nokia, the company that dominates the Chinese and Indian mobile phone markets has a 60% market share in India, but less than 30% in China? The key to this difference lies in differences in degree of industrial system development, resulting in varied market competition conditions. In recent years, through the “simplicity/reduction/ frugality” Shanzhai model, small local companies have dominated the local market and replaced the local brands under active government promotion. The products have been exported to India, Southeast Asia, and other emerging markets, making MediaTek Inc. one of the world’s top 5 IC design companies as well as the rapid development of the “Shanzhai model” in other sectors. Many firms now attach great importance to the challenges and underlying business opportunities ahead. The Government in Mainland China even changed from initially rejecting the idea into positioning it as the “primary innovation” for underdeveloped countries. So, is “Shanzhai Model” a speculative bubble from the underground economy of the emerging markets or is it a unique and innovative business model or a competitor that deserves firms’ attention? Most people raise questions over its sustainable business development from perspectives of copying, illegality, and hit-and-run. However, for more than four years since its development (specifically since the emergence of Shanzhai phones in the Chinese mobile phone market in 2005), there has been considerable increase in growth and market share (i.e., over 30% market share in 2008). In view of some firms’ successful transformation into the leading local brands (such as Tianyu, Beijing), interdisciplinary development (T.V., notebook computer, automobile, T.V. programs), etc., by analyzing the innovations in development strategies will perhaps help solve the puzzle of their competitiveness. The Shanzhai model is defined as “The flexible use of capabilities and resources in and outside the organization not bound by organizational boundaries through industrial vertical alliance of new firms in emerging countries. In consideration to Price-to-Performance Ratio, in order to reduce costs and enhance the target of customer value perception, accept or reject product features freely, quality (lifespan, safety), intellectual property, brand, taxes, and breakthroughs in consumer income, region, and time. Moreover, through consumer information feedback, products are quickly adjusted to meet consumer needs, surpass advanced American and European firms, gain entry in the “good-enough segment” market, and in turn create revenues. In view of the practical implications, this study is expected to shape two dimensions including the capability of the “Price-to-Performance Ratio” in reducing costs and the speed of market response through interviews with middle stream and downstream mobile phone, automobile, and notebook PC firms in the Greater China Region in order to analyze the strategic alliance underneath Shanzhai firms in Mainland China and the possibility of long-term survival. Theoretically, the literature reviews cover firms with abundant resources and capabilities in process innovation and complementary assets according to Christensen and Rosenbloom. Based on the value network perspective, although first movers with inferior technology defeat the leading firms that chose the existing major clients over the opportunity to invest in the latest technology and the late-entrants succeeded at the expense of the established firms. Therefore, the focus lies in resolving the established firms’ management agendas in response to disrupted innovation while research cases and the late-entrants’ framework of thought are relatively scarce. Therefore, the innovative business model for late-entrants of emerging countries shall serve as basis in exploring the late-entrants with scarce resources and capabilities and how they surpass the first movers in the emerging market. The vertical strategic alliance framework will be elaborated. The key to the first movers’ success is further discussed as basis for the late-entrants’ framework of thought in the innovative business model. The existing literature generally attributes the success of attackers to the failure of first movers. First movers’ failure to cultivate process capabilities (Abernathy & Utterback, 1978, 2004), inability to secure technological appropriability, lack of complementary assets required for commercialization (Teece, 1986, 2006), restrictions of sunk costs (Richard A. D‘Aveni, 1994), or limitations in investment decision making due to considerations of the existing mainstream customers (Christensen & Rosenbloom, 1995) gave the attackers the chance to flourish. Although we know the reasons that contribute to the first movers’ failure, we are unable to find out the secret to the innovative attackers’ success. Just as Jacobides, Knudsen and Augier (2006) mentioned, in order for firms to derive profits, other than taking appropriability of value into consideration, the creation of value is also worth noting. Also, Teece et al. (1997) believe that in terms of privately owned resource creation, discovering new opportunities and efficient and effective organization to seize the opportunities are of fundamental importance rather than engaging in strategies that cause competitors to lose balance or increase costs, or barricading newcomers. In order for attackers to surpass the first movers, it takes more than beating the opponent that has made mistakes in the competition; it is the innovative business model that has created higher values for the customers. Therefore, in order to find answers to the outcomes, we must first review what mistakes the first mover has made and analyze what the attacker has done right. In addition, Teece’s PFI (1986, 2006), Christensen’s disruptive innovation (1995, 1997, 2003, 2004), and the victory of attackers’ in emerging countries and related literature mostly focus on the organizational level rather than analysis on industrial level. Most of them interpret the success of the attackers from the internal organization perspectives. And analysis on attackers’ good use of the industrial system despite their lack of resources and capabilities is not much covered. Although the Shanzhai model has been under development for a very long time, the real concern for all fields originated from China’s mobile phone industry.Shanzhai firms of mobile phones, automobiles, and notebook computers in China have been selected as the study objects. The main purpose of this study is to explore the late-entrants in emerging countries that are seemingly counterfeiting and lack innovation by analyzing the development strategies of Shanzhai firms in mobile phone, automobile, and notebook computer sectors in Mainland China and the reason why they grow year after year. Since analysis on the development of the underground economies of developing countries is involved, in the absence of credible information, the study has established its research validity through three different data. First of all, secondary data, media reports, and related reports of companies and research units were collected to gain a preliminary understanding of the industrial environment, market development status, and strategies and actions of firms. Secondly, in order to overcome factors such as Shanzhai firms’ covert action, concealed information, and differed strategic types, and avoidance of information from single source that result in “taking a part for the whole” and bias, the researcher scheduled interviews in Beijing, Shanghai, and Shenzhen China for a period of one week to half a month in Auguest 2006, June 2007, September 2008, November 2008, September 2009, and October 2009 and non-structural interviews by telephone interview. Presidents GMs, R and D vice presidents, business vice presidents, and marketing managers of 55 enterprises and units including 94 component manufacturers, design centers, assembly manufacturers, retailers, think tanks, and private equity firms were interviewed (136 interviews). In terms of analysis, this study focuses on industry in order to enhance the practical application value.In data analysis, we used the grounded theory techniques, and through three steps of analysis focusing on market competition dynamics, relative competitive advantage and innovative model respectively, we gradually uncovered the phenomenon and reasons why Shanzhai firms can build a strong presence in the emerging market. In view of Shanzhai firms’ innovative model of mobile phones, notebook computers and automobiles in China, three keys are summarized including: value activity restructuring, vertical alliance and market testing. (1)Value Activity Restructuring Due to failure to smoothly enter the global production network dominated by U.S. and European first-movers, the Shanzhai firms constructed a unique value network at border areas of industries through value-activity restructuring by using the industries’ existing infrastructure, gathering other industrial minority firms and expanding operation scope to make up for partners’ lack of capability. (2)Vertical Alliance Contrary to the global production networks under the dominance of U.S. and European firms., Shanzhai firms survived by means of their core abilities and collaborated to build a common innovation platform to make up for their own lack of resources and capacity. (3)Market Testing To conduct market testing of their highly diverse, high performance-price products to respond quickly to market changes, Shanzhai firms started in dynamic and ambiguous niche markets which first movers typically ignored to gradually move to the mainstream market. In exploring the process and the influencing factors of the dynamic reorganization of Shanzhai firms’ value activities, this study may compensate for the lack of business model in Teece’s PFI structure on the relatively static description of complementary assets. Moving the focus from technology to business model, this study, besides supporting the Christensen’s value network and disruptive innovation viewpoint, replaces the traditional and rigid market prediction model or reliance on business leaders’ wisdom by exploring the emerging dynamic markets by launching a range of high performance-price products to test the market and respond to market changes. Meanwhile, the study of the innovative business model of attackers in emerging countries adds another perspective to first movers’ failure stressed by Teece and Christensen. According to research by Bhattacharya & Michael (2008), Zeng & Williamson (2008), and Kim (1997) that focused on scientific and technological imitation, innovation strategies, and innovative types of less advanced countries’ late-entrants, this study suggests that manufacturers with weak resources and capabilities utilize the existing industrial system and build an innovation platform of the unique value proposition to create competitiveness through integration. It is found in this study that due to diverse industry features, the same innovation model may face different challenges in cross-industry applications. As most existing research work focuses discussions on the firm- or national level, this study suggests researchers ponder on the industry level related research.

本研究旨在探討新竹地區（新竹縣、市）國民中學學校創新經營、組織公民行為與學校效能之關係。研究採調查研究法，共計抽樣25所學校，發出 650 份問卷，回收 560 份有效問卷，回收率為 86％。資料處理分別以描述性統計、t檢定、單因子變異數分析、積差相關、迴歸分析等統計方法進行統計分析。 本研究獲致下列之結論： 一、國中教師對整體學校創新經營現況知覺程度為中上，其中以「資訊科 技創新經營」感受最佳，「外部環境創新經營」則仍有待努力。 二、國中教師對整體組織公民行為之現況感受為中上程度，其中以「不爭 利營私」最受重視，「認同組織」則有待加強。 三、國民中學整體學校效能的現況尚稱良好，其中以「教師專業成長」最 受重視，「社區認同支持」則有加強的空間。 四、「學校歷史」是影響學校創新經營、組織公民行為與學校效能的重要 背景變項，創校10以內的學校表現較佳。 五、「性別」是影響學校創新經營、組織公民行為與學校效能的重要背景 變項，男性普遍高於女性。 六、「年資」是影響學校創新經營、組織公民行為與學校效能的重要背景 變項，新進5年以內的教師表現較佳。 七、「學歷」是影響學校創新經營、組織公民行為與學校效能的重要背景 變項，一般大學畢業的教師表現普遍較高。 八、「職務」是影響組織公民行為與學校效能的重要背景變項，兼任行政 教師普遍較高。 九、「年齡」是影響組織公民行為的重要背景變項，41歲以上的教師表現 普遍較佳。 十、國中學校創新經營的情況愈佳，教師組織公民行為的情形也愈佳。 十一、國中學校創新經營的情況愈高，則學校效能愈佳。 十二、國中教師組織公民行為愈高，則學校效能也愈佳。 十三、學校創新經營對學校效能具有預測力，而且以行政管理最具預測力 十四、組織公民行為對學校效能具有預測力，而且以認同組織最具預測力 十五、學校創新經營與組織公民行為對學校效能具有預測力，且以分層面 「行政管理創新經營」的預測力最佳。 依據研究之結論，研究者提出具體建議，以供學校及教育行政機關後續提昇學校效能之可行做法，以及未來相關研究之參考。 一、強化資訊網路系統、鼓勵知識分享，以提升學校效能。 二、營造和諧的校園氣氛，公開表揚教師的組織公民行為。 三、重視教師專業成長，確保學校效能的展現。 四、肯定女性教師，提供更多校務參與機會。 五、鼓勵教師參與行政工作，深度認識加強認同。 六、鼓勵勇於創新與改變，營造正向的創新校園。 七、加強教師組織公民行為，對學校的認同，以提昇學校效能。 八、加強與社區互動，爭取社區成員的認同支持。 / The purpose of this study is to explore the relationships between school innovative management and teacher’s organizational citizenship behavior and school effectiveness of junior high schools in Hsin Chu County and Hsin Chu City. Questionnaire survey method is adopted. The samples include 25 schools and 650 questionnaires were distributed. There were 560 valid questionnaires used finally in the statistic analysis and the usable rate is 86%. All data collected were analyzed by the methods of descriptive statistics, independent t-test, one-way ANOVA, Pearson correlation, Multiple regression etc. The conclusions are as follows: 1.The current states of school innovative management in junior high school are good. Comparing all dimensions, “information and technology ” is the best; “exterior relationship” is the worst. 2.The whole performance of teacher’s organizational citizenship behavior is good. Among the sectional scores, “the dimension of non-benefit-orientated” is the highest. 3.School effectiveness shows medium-high level, especially “the professional development of teachers.” 4.The “school history” is the most important environment factor to affect school innovative management and teacher’s organizational citizenship behavior. 5.The “gender” is the most important background factor to affect school innovative management, teacher’s organizational citizenship behavior and school effectiveness. 6.The “years of service in education” is the most important background factor to affect school innovative management, teacher’s organizational citizenship behavior and school effectiveness. 7.The “highest of educational diploma” is the most important background factor to affect school innovative management, teacher’s organizational citizenship behavior and school effectiveness. 8.The “position of teacher” is the most important background factor to affect teacher’s organizational citizenship behavior and school effectiveness. 9.The “age” is the most important background factor to affect teacher’s organizational citizenship behavior. 10. The better the school innovative management will be, the more the teacher’s organizational citizenship behavior will be. 11.The higher the level of school innovative management is, the higher level of school effectiveness will be. 12. The more the organizational citizenship behavior will be, the higher the school effectiveness will be. 13. The school innovative management can predict the school effectiveness, and “administration and management” is the primary predictable variable. 14. The teacher’s organizational citizenship behavior can predict the school effectiveness, and “the identifying oneself with the organization” is the primary predictable variable. 15. The school innovative management and the teachers’ organizational citizenship behavior can predict the school effectiveness, and “administration and management” is the primary predictable variable. Findings and conclusion in this research could be used as a reference for sahool,board of education and researchers to promote practice in operation and future research.

本研究旨在比較網頁設計績優教師和一般教師在背景因素、電腦相關進修、電腦態度、外在環境覺知與教學創新行為上是否有顯著差異。本研究質、量研究法並行；量的部分以設計校園網頁、製作課程網頁、指導學生參與網頁競賽之教師為樣本，依其網頁製作分為參賽得獎(n=134)、參賽未得獎或製作未參賽(n=125)、一般教師(n=181)三類教師。其中參賽得獎教師部分又依其得獎項次分為一項得獎(n=88)、二項得獎(n=30)、三項得獎(n=17)，而與完全未得獎教師(n=305)做比較。從問卷中另外又可將樣本依其電腦教師資格與否分為電腦教師(n=135)與非電腦教師(n=305)兩類教師做比較。這些教師分別接受「電腦進修問卷」、「電腦態度量表」、「教師教學創新行為量表」填答。 量化研究結果顯示，網頁設計績優教師以男性居多、主修以理工背景居多、高職教師多於高中國中小教師；而年齡與任教年資上，績優教師與一般教師則無顯著差異。電腦進修方面，績優教師除了「同儕請益」因素未與一般教師有差異以外，在「主動做中學」、「校內研習」、「校外機構課程」因素，皆顯著高於一般教師。在電腦態度方面，績優教師比一般教師較沒有電腦焦慮、也較喜歡電腦、對電腦較有信心、認為電腦較有用。而績優教師自評之「教學創新行為」亦高於一般教師。此外，績優教師在工作時數、上網時數、校方支持自覺、設備使用便利性、電腦資訊團隊人數上，都比一般教師高；而在校園電腦設備充足度與家庭電腦擁有度上，這兩類教師則無差別。 質化訪談方面，本研究選取三位三項皆得獎教師為訪談對象；其中二位為男性國小教師，這兩位教師符合本研究之量化研究，在電腦態度、主動做中學、創新行為方面皆有較佳之表現；另一位為女性國中教師，該教師電腦進修程度高於其他教師，但在其他方面則與一般教師差異不大。 訪談發現，目前國內教師在進修上面臨著調課補課的問題，在工作過量又無代課教師的情形下，電腦教師往往因為調課問題而羈絆進修。電腦團隊在教學、推廣、減輕工作量上可以有效減輕教師負擔，一般教師之電腦研習也可以利用電腦團隊為種子教師而增進其電腦智能。培育教師製作優質教學網頁可以抽取有教學內容教師密集訓練；或提供簡易套裝模式，讓教師了解如何使用後，再慢慢提昇更高深技巧。目前政策面存有「口號與精神」的做法，致使對資訊教學產生負面影響；而九年一貫課程由於將資訊教育濃縮為一小部份，可能會影響學生學習電腦資訊的能力。 / The purpose of this study was to compare three groups of teachers on their background, computer attitude, ways of learning computer skills, and innovative teaching behavior. The first group of teachers consisted of those who had won at least one award for designing a homepage for themselves or for their school, or for advising students about the design of a website/homepage(n=134). The second group was comprised of those teachers who had homepage design experience but had not participated in or had not won any competition(n=125). The third group of teachers did not have any homepage design experience(n=181). All teachers were administered the "Innovative teaching behavior scale", "Computer attitude Scale", and "Ways of learning computer skills Questionnaire". The results showed that the award-winning teachers tend to be male teachers with science and engineering backgrounds who teach at the vocational high school level. They were also significantly more innovative in their teaching behavior than their counterparts, and significantly less anxious about, and more confident toward, computers. They showed significantly more liking for computers and perceived computers to be more useful. They worked significantly more hours and used the Internet more frequently. More of them felt received support from their school, and that the school’s computer equipment was adequate. They had more colleagues in their work team. There are in general four ways of learning computer skills：learning by doing, attending courses/workshops conducted on campus, attending courses/workshops off campus, and learning from peers. The award-winning teachers had significantly more experiences in learning by doing and attending courses on and off campus, but not in learning from peers. This study also selected three award-winning teachers (2 male, 1 female) for depth interviews. The results tended to validate the Quantitative Study. They did express something more delicate than the Quantitative analysis. For example, they had strong motivation to further their knowledge of using computer as a tool to improve teaching. But in practice, it is difficult for them to get away from work. The workload and the substitute teachers’ pay were only a few examples of the difficulties they faced.

本研究的目的是想要了解教師任教學校（幼稚園、國小）、教師教學年資與教師的創意生活經驗、教學內在動機、教學創新行為與幼兒特質的偏好、幼兒創造力特質之知覺、對幼兒創造力特質的偏好、幼兒創造力的信念之關係。 以便利取樣的方式選取台北縣市公私立幼稚園共26所、國小公立學校共15所學校，研究的參與者包括幼稚園教師190人，國小一二年級教師219人，共409位教師。本研究使用「理想兒童檢核表」、「幼兒創造力信念量表」、「創意生活經驗量表」、「教學內在動機量表」、「教師教學創新行為量表」等研究工具，以皮爾森積差相關、多變量變異數分析（MANOVA）考驗研究假設，獲致以下的結果： 一、幼稚園和國小教師在「幼兒創造力之知覺」方面有顯著差異 （一）在「教師對幼兒特質的偏好」的「情緒智力特質」上有顯著差異，國小教 師比幼稚園教師較偏好其中的「情緒智力特質」； （二）在「教師對幼兒創造力特質的偏好」的「情緒智力特質」上有顯著差異， 國小教師在「對幼兒創造力特質的偏好」上，較幼稚園教師符合其中的「情 緒智力特質」； （三）在教師對幼兒創造力信念的「固定信念」有顯著差異，不管是幼稚園或是 國小教師都比較不傾向固定信念，但兩者之間有差異，幼稚園教師比國小 教師更不贊成「幼兒的創造力是不能改變的」，也就是說幼稚園教師比國 小教師更同意幼兒的創造力可以經由學習或訓練改變的。 二、不同教學年資的教師，在「幼兒創造力之知覺」方面沒有顯著差異 三、「教師創意生活經驗」與「教師對幼兒創造力之知覺」的關係 （一）幼稚園教師 幼稚園教師的創意生活經驗越多，其對幼兒特質的偏好，越符合「創造力特質」及「複合特質」；其「對幼兒創造力特質的知覺」的皆符合「情緒智力特質」及「創造力特質」；其「對幼兒創造力特質的偏好」越符合「創造力特質」；其創意生活經驗越多越贊成「幼兒的創造力是與生俱有的，只要提供機會，就會自然發展」。 （二）國小教師 在國小的部份，我們發現教師的創意生活經驗與對「幼兒創造力的知覺」的相關有達顯著的並不多，在「教師對幼兒特質的偏好」部分，有越多「表演藝術創新」、「生活風格的變化」、「製造意外驚喜」的教師，越不偏好具有「情緒智力特質」的幼兒。「視覺生活的設計」經驗越多，越偏好「創造力特質」；「科學創新的問題解決」、「視覺生活的設計」經驗越多，在「對幼兒創造力特質的知覺」越符合「情緒智力特質」。「開放心胸」經驗越多，其對「幼兒的創造力是與生俱有的，只要提供機會，就會自然發展」的信念越贊同。 四、「教師教學內在動機」與「教師對幼兒創造力之知覺」的關係 （一）幼稚園教師 幼稚園教師的教學內在動機越強，其對「幼兒特質的偏好」越符合「創造力特質」；其「對幼兒創造力特質的知覺」的皆符合「情緒智力特質」及「創造力特質」；其「對幼兒創造力特質的偏好」越符合「創造力特質」；教學內在動機越強，越同意「幼兒的創造力是與生俱有的，只要提供機會，就會自然發展」。 （二）國小教師 國小教師的教學內在動機越高，越不偏好「情緒智力特質」、「複合特質」；在「教師對幼兒創造力特質的偏好」上越不符合「情緒智力特質」；在信念上，越不贊成「幼兒的創造力是不能改變的」；對於「幼兒階段是一生中最具有潛在創造力的階段」的看法越贊成。 五、「教師教學創新行為」與「教師對幼兒創造力之知覺」的關係 （一）幼稚園教師 幼稚園教師的教學創新行為越多，其對幼兒特質的偏好，越符合「創造力特質」；其「對幼兒創造力特質的知覺」也皆符合「情緒智力特質」、「創造力特質」；其「對幼兒創造力特質的偏好」越符合「創造力特質」；教師的教學創新行為越多，也越贊成「幼兒的創造力是與生俱有的，只要提供機會，就會自然發展」的看法。 （二）國小教師 國小教師的教學創新行為越多，其對幼兒特質的偏好（顯著負相關），越不符合「情緒智力特質」；其「對幼兒創造力特質的偏好」越不符合「情緒智力特質」（顯著負相關）；教師的教學創新行為越多，（顯著負相關）越不贊成幼兒的創造力是不能改變的。 本研究最後針對研究結果在教育上、未來研究上提供一些建議，做為教育機關、師資培育單位、後續研究的參考。 關鍵字：幼兒創造力知覺、創意生活經驗、教學內在動機、教學創新行為、創造力