休閒農業不再是第一級的傳統產業或者第二級的加工產業，已經提升至第三級甚至結合美學、體驗的創意生活產業，傳統的農業經營模式不再符合時代所需。本研究希望透過經濟院工業局與中衛發展中心評選為創意生活事業模範的五家休閒農場，瞭解事業模式創新建立與評估事業模式創新的意義。研究成果，一方面可提供五家個案農場作為未來發展改進的參考，另一方面，可作為一般休閒農場經營人的創新模範。 本研究以飛牛牧場、君達香草健康世界、金雞蛋休閒農場、三富花園農場以及勝洋休閒農場五家休閒農場為研究對象，根據深入訪談與直接觀察分析與評估個案農場的事業模式創新。從創新機會與因素中的環境變項、農場變項、個人變項，瞭解過去農場的發展對其事業模式在核心策略、策略性資源、體驗營造之創新影響，歸納整理兩者之間的因果關係，並找出五家休閒農場事業模式創新異同之處。本研究之研究問題： 一、瞭解休閒農場創新機會與因素為何。 二、瞭解休閒農場事業模式創新的組成要素為何。 三、瞭解創新機會與因素對事業模式創新的影響，兩者關係為何。 四、比較個案農場經營結果，評估事業模式創新是否有創造財富潛力。 個案研究顯示，飛牛牧場、君達香草健康世界、金雞蛋休閒農場、三富花園農場以及勝洋休閒農場之事業模式創新皆與其創新機會和因素息息相關，同時，事業模式創新的確能為休閒農場帶來財富或者創造財富的潛力。

台灣動畫產業，長期以來屬於代工的角色，如今面臨產業移轉而要往自製原創動畫發展時，明顯的面臨了很大的障礙，至目前一直沒有顯著的作品發表。就算是當初在網路上紅極一時的阿貴與幹譙龍，始終無法突破網路的限制，創造出更好的獲利機制。而2004年12月終於有第一部台灣原創之電視卡通動畫－魔豆傳奇，在台視上映，這部動畫影集是由創業三年多的電視豆公司發展出來的，不禁讓自己思考電視豆到底是如何完成這部卡通影集的，到底說了怎樣的故事，才能贏得了觀眾與日本製作公司的青睞？而且與日本合作開發的過程，更是讓我感到好奇的。如果說原創是電視豆成功的秘訣，那同樣獲得數位內容國際動畫雛形獎的其他作品，為何無法創造與電視豆類似的經驗與市場價值？而且多數獲獎廠商都比電視豆握有更多的資源。這些現象是很值得深入探討的。 綜合對商業模式與創意商業化等文獻之回顧以及對個案的了解，本研究引用Chesbrough(2002)對創意會影響商業模式之看法，分析Afuah(2003)所提出之「產業因素」、「定位」、「資源」、「活動」與「成本」等商業模式五構面，與其組成要素之變化，並結合Jolly(1997)所提出之技術商業化過程中的橋樑之概念，也就是由「動員興趣與支持」、「移轉證明所需之資源」、「動員市場構型」與「動員互補性資源」等，將商業模式之變化調整轉化成原創商業化之過程。 經過研究個案比較比較分析，本研究發現： 動畫原創內容從創意到商業化之過程可分為「想像」、「孵育」、「修正」與「持續」等四個次分段。 1.原創內容商業化過程中的次分段與橋樑，會因為產業因素與定位之影響，促使各次分段有不同之發展內涵，以及不同之關鍵外部資源之進入與銜接次分段。 2.原創內容商業化過程成功與否，除了有銜接之橋樑外，還要能有內部商業模式之配合。 3.每一次分段的演化循環中，原創內容會驅動商業模式變化，使其能動員橋樑，並利用外來資源強化商業模式本身，且進一步可加值原創內容。 動畫原創內容從創意到商業化之過程會受到商業模式不同構面與其組成要素之影響。 4.影響想像次分段的關鍵成功因素為產業關鍵驅動力、提供之價值與市場區隔。 5.影響孵育次分段的關鍵成功因素為合作力、總體產業環境、提供之價值、個人能力與動畫開發類型。 6.影響修正次分段的關鍵成功因素為組織能力、個人能力與動畫作品和開發類型。 7.影響持續次分段的關鍵成功因素為合作力與無形資產。 原創內容演化之關鍵 8.新創動畫公司可以由肖像或故事兩個角度來發展原創內容，兩者之商業模式雖有很大之差異，但商業化成功之基本條件為具有可商業化之肖像。 9.原創內容不僅要將市場導向之設計策略融入內容與作品創造中，還必須以創意行銷增加原創內容商業化成功之潛力。 10.在想像次分段中，會有外部創意進入讓原創內容進一步演化，或者內部創意移出發展成新的應用。在孵育與修正兩個次分段，是以業界專家之創意移入為主。進入到持續次分段時，作品續集會漸漸轉由內部創意主導，週邊商品則需要相關開發商之創意加入，針對新市場而發展。 較適合新創動畫公司之商業模式特質 11.要擴大獲利能力，必須突破市場之限制。跨入國際市場可以參考分區經營或者全球統合經營兩種國際合作經營模式。 12.在執行商業模式時，較適合採取雙領導人制度。也就是有ㄧ負責管理或籌資之領導人，與另一位管理創意之領導人。另外，組織較適合小規模發展。 / For the past decades, Taiwan' s animation industry focused on playing the role of OEM. Because of that, most of animation companies face a lot of obstacles during converting their positions into the origin al animation, suah as a-Kuei & KoungGiyo Dragon which could not overcome the on-line limitation to create substanti al profit models. Until December in 2004, there was the first original cartoon from Taiwanese company, TVbean, which is an emerging company for less than 3 years. I was wondering how they could attract audiences and Japanese produing company and surpass other comp anies which have an abundance of resources in a short time. Due to the copious processes of developments for the animation movie and the TV cartoon, there are many key success factors which need to be discovered. Moreover, the digital technologies facilitate animation industry to become more diversified than as before. Based on this kind of industry enviroment, animation works should not be saw merely as products. In the other words, we should concern about the effects of cultures and information transmission and transfer them into e xplicit knowledge which can help Taiwanese animation companies to develop. In this thesis, I will describe and analyse completely the process from idea to commercialization for TVbean' s first original animation. Also, I will compare TVbean with other foreign animation companies, VOOZ & Pixar, to draw the evolution process for commercialization and the relationship between business model and c ontents. According to the concepts of Business Model (Afuah 2004) and Open Innovation (Chesbrough 2003), I analysed the research cases by 5 elements, which are industry factors, position, resource, activity and cost, of Business Model and tried to find out the bridges which could connect different subprocesses by the changes of Business Model. After modifying the process of technology commercialization (Jolly 1997), I specified that how innovations make original content evolve into various business during each subprocess. Through studying the comparative analysis of the cases, the discoveries and conclustions of this thesis are described as follows: The commercialization process of original animation content comprises four subprocesses called ‘Imagining’, ‘Incubating’, ‘Modifying’ and ‘Mustaining’. 1.The subprocesses of the original content commercialization process will be influenced by industry factors and position which could push different developments of contents and attract various resources in each subprocess. 2.If we would like to make the original content commercialization successful, we will need a suitable internal business model to cooperate with the connected bridges. 3.During the evolution of each subprocess circulation, the original content will drive the business model change , enable it to mobilize the bridges, and utilize outside resources to strengthen business model itself. Besides, the original content could be added value by the improved business model. The commercialization process of original animation content will be influenced by different constitutions and elements of business model. 4.The key successful factors of ‘Imagining’ subprocess will be influenced by the industrial key deivers, value and market segments. 5.The key successful factors of ‘Incubating’ subprocess will be influenced by the cooperation, macro industry environment, value, individual capability and the cooperation models of animation. 6.The key successful factors of ‘Modifying’ subprocess will be influenced by the organization ability , individual capability and the cooperation models of animation. 7.The key successful factors of ‘Sustainng’ subprocess will be influenced by the cooperation and intangible assets. The key factors of original content evolutions 8.The new star-up animation companies could develop the original content by two directions, characters and stories. Although the business models of these two directions have very great differences, the basic successful factor of commercializtion is creating the character which could be commercialized. 9.It is very important to apply market oriented design strategies to the creating of content and works in order to enhance the potential for commercialization. 10.Open innovation will occur In ‘imagining’, ‘incubating’ and ‘modifying’ subprocesses, but the development of the sequal to the original works will transfer to closed innovation. Moreover, peripheral products need relevant developer join for new market developments. The characteristics of business model which are suitable for new star-up animation companies. 11.It need to break the restriction of the market to expand profit potential. How to get into global market could base on two types of management, separate areas business and global integrated business. 12.While implementing the business model , it is suitable to adopt dual leader system. Because of that, one leader is responsible for managing or raising funds, and the other one is in charge of managing innovations. In addition, the development of the organization is suitable for a small scale.

Peter Drucker於1993 年在其著作中指出，在新的經濟體系裡，知識並不是和人力、資本或土地等並列為製造資源之一，而是唯一有意義的一項資源，在一個以知識為基礎的社會裡，最根本的經濟資源，不再是資本或自然資源，也不再是勞力，取而代之的是知識。既然知識是最重要的一項資產，企業就應該花更多的時間來管理知識，才能為企業帶來創新並創造價值。因此企業如何有效的創造和應用知識，就成為經營管理的主要手段（Soo & Park,1999）。而知識也逐漸被視為一種策略性的資產，知識的取得、整合、儲存、分享和應用為企業建立競爭優勢的必備能力（Zack 1999）。 Grant (1996)進一步提出知識基礎理論，他認為動態競爭環境的成功的要訣，就是將組織能力視為一種知識整合之方法，並且認為知識是組織最重要的策略性資源。不管是任何產品，無形或是有形的產品其背後的基礎都是知識智慧的累積，因此以知識為基礎的創新，是決定企業成功的關鍵因素。 本研究嘗試從知識基礎論的角度出發來探討在不同的創新類型之間，應採用何種的知識流通模式與知識整合機制較容易成功，研究方法採用質性研究之個案訪談法，研究對象為知識密集產業，總共訪談了八位高階主管，並將之整理成四個個案，經由分析歸納後得到以下幾點結論。 一、技術創新所需的知識屬性偏向於專屬性高；管理創新所需的知識屬性偏向於內隱性低。 二、知識屬性會影響創新過程中的知識取得與流通模式。當知識屬性為路徑相依性高時，組織的知識與流通傾向於採用內部自行發展；當知識屬性為路徑相依性低時，組織的知識與流通傾向於採用外部知識來源。 三、知識的取得與流通模式並不會對創新類型造成顯著影響，這是因為知識的取得與流通若要對企業創新造成進一步的影響，尚須配合組織本身的吸收與整合機制以及組織內部知識創造的過程，才能有效的進行企業創新。 四、創新類型與知識屬性會影響創新過程中的知識吸收與整合。當創新類型為技術創新，知識屬性為內隱性高、專屬性高時，組織的知識吸收與整合機制傾向於採用多方面的模式，包括了個人知識整合、團隊交流與文件化；當創新類型為管理創新，知識屬性為內隱性低時，組織的知識吸收與整合機制傾向於採用單方面的模式，而且多為團隊交流。 五、企業所擁有的互補性資產越高越有利於創新，從個案中發現企業若擁有良好的互補性資產，則在取得知識後，越能快速的進行企業創新。 六、不同的創新為企業所帶來的效益也不同，研究發現技術創新（產品創新與製程創新）為企業所帶來的效益通常是局部的；而管理創新（組織創新與策略創新）為企業所帶來的效益通常是全面的。 / Peter Drucker refer to knowledge, not compare with manufacturing resource such as labor or capital or land, is the only meaningful resource in new economy system in his writings in 1993.The fundamental economic resource in knowledge based society is not capital or natural resource or labor but knowledge. The enterprise should spend more time to manage knowledge since knowledge is the most important assets. Thus knowledge could bring innovation and create value for enterprise. Therefore, how to create and apply knowledge effectively has become a major issue for business administration（Soo & Park,1999）. The knowledge has been regard as a strategic asset gradually. The acquisition, integration, accumulation and diffusion of knowledge is a necessary capability of enterprise to build competitive advantage. Grant refer to knowledge based theory further in 1996.He consider the successful method in dynamic competitive environment is to regard organization capability as a method of knowledge integration and knowledge is the most important strategic resource of organization. The fundamental of all product, visible or invisible, is the accumulation of wisdom. Therefore, the knowledge-based innovation is the critical point of enterprise’s success. This thesis try to discuss what kind of knowledge-diffusion model and knowledge-integration model would easily success in different innovation type from knowledge-based theory. The research methodology is case study of quality method and research target is knowledge intensive industry. The research has interviewed eight managers and concluded four case. Finally, we have some conclusion below : 1. The knowledge of technical innovation is partial to high specificity； the knowledge of managerial innovation is partial to low tacit. 2. The character of knowledge would influence knowledge acquisition and flow model. When character of knowledge is partial to high path dependent, the knowledge acquisition and flow model is partial to develop by enterprise itself；When character of knowledge is partial to low path dependent, the knowledge acquisition and flow model is partial to acquire from outside. 3. The knowledge acquisition and flow model would not influence innovation type obviously. If knowledge acquisition and flow model would influence innovation type obviously, it should match up with organization’s absorptive and integrative mechanism. 4. The innovation type and knowledge character would influence knowledge absorption and integration during innovation process. When innovation type is partial to technical innovation and knowledge character is partial to high tacit and high specificity, then organization’s absorption and integrative mechanism will be partial to adopt all-around methods, include personal knowledge integration, organizational communication and documentlization. When innovation type is partial to managerial innovation and knowledge character is partial to low tacit, then organization’s absorption and integrative mechanism will be partial to adopt one-way method, such as organizational communication. 5. The more complementary assets enterprise have, the easier enterprise to innovate. If enterprise have higher complementary assets, then they could proceed innovation immediately after acquire knowledge. 6. The different types of innovation bring different benefit to enterprise. We find technical innovation（product innovation and process innovation）bring partial benefit to enterprise, and managerial innovation （organizational innovation and strategic innovation）bring all-around benefit to enterprise.

本研究主要探討資訊顧問服務業者在面臨臺灣地區資訊服務市場日漸飽和，企業客戶對於顧問服務要求的多樣化；而資訊科技演變在軟體供應商大者恆大的趨勢下面臨創新與整合兩難的情況下，資訊顧問服務業者如何在激烈的競爭環境中脫穎而出，業者仍然必須從對現有客戶服務的品質提昇與持續地研究各項對客戶經營有附加價值的行銷服務著手；在這個標準是關係行銷與高人員涉入程度的資訊顧問服務產業內，我們希望從策略行銷4C架構的理論基礎為出發點，針對與企業客戶在整個服務行銷的過程中，能夠綜合考量包括『無形性』、『不可分割性』、『異質性』、『易消逝性』等服務特性來從內部各項提供服務的機會與流程中，綜合產業先進與企業客戶的寶貴經驗來探討有哪些切實可行的作法可以來協助資訊顧問業者來達到『降低客戶道德危機成本』與『增加專屬無形資產』的行銷服務的營運目標。 　在『降低客戶道德危機成本』方面，本研究結果認為資訊顧問業者必須發展出一套如何協助客戶就資訊系統採購專案的內部與外部要進行哪些詳細評估流程，並從包括『策略』、『組織』、『流程』、『人員與文化』、『資訊科技』等構面來協助客戶瞭解到這些資訊系統引進來的衝擊與必須有的應對策略與方法，在『增加專屬無形資產』方面，本研究結果認為資訊顧問業的核心競爭力是『人才』與『知識資產』，客戶購置顧問服務其目的也是在希望完成某種程度的『技術移轉』，包括企業客戶與資訊顧問都是希望是達到能夠協助客戶自行維護系統的目標，資訊顧問公司所提供給客戶是一個很好的『體驗經濟』的服務過程；我們相信這個雙方願意相互陷入的結局應該是好的。

根據教育部幼兒教育統計資料，可以知道國內幼兒園之學生人數與幼兒園之學校數量是出現反向的關係，這也反映了國內除了少子化的現象外，更顯現幼兒園的學校數量有過剩的情況，如此供過於求的失衡現況，將影響國內幼兒園經營的環境。因此，政府提出了幼托整合政策，其主要目的在於夫妻養育孩子費用增加而造成少子化的問題，以及雙薪家庭居多影響到小孩托育問題等影響因素，幼稚園和托兒所的雙重制度，可能不符合當今社會的需求。 　　有鑑於此，本研究欲透過創新經營策略的導入，對幼兒園經營的影響進行探討，故藉由量化及質化問卷調查蒐整資料，且輔以檢定、交叉分析、歸納分析、文獻探討、個案分析等方法，據以瞭解在幼托整合政策實施後，幼兒園導入創新經營策略所後之實質效益。研究結果發現整合資源的重要性最高、學校屬性不同影響幼兒園的選擇管道、私立幼兒園較著重創新經營之策略。此外，從專家訪談中，可以體會幼托整合政策的實施，若幼兒園可以導入創新經策略係可以提高幼兒園的運作與服務品質。

面臨來自中國、越南廉價鞋品及國外鞋品業者高品牌知名度的威脅，台灣的鞋品零售業者除了在品質上力求精進外，開始逐漸轉型走向OBM（Original Brand Manufacture），企圖尋找相關的策略來因應來自國外的競爭。而在企業經營中，新產品開發的成功代表著獲利來源及取得競爭優勢的要項。鞋品零售產業屬於流行時尚業的一環，面對消費者快速多變、個性化的需求，如何從市場調查中精準的掌握消費者流行喜好及潛在需求，是業者進行鞋品開發時的一大考驗。 本研究採個案研究法，首先針對鞋品零售產業之經營環境進行檢視，並透過訪談與實地觀察，分析位於該產業龍頭的個案公司是如何透過導入門市服務創新—「鞋品e學專家服務系統」來精確掌握消費者需求變動，協助開發符合消費者需求之鞋品。本研究從兩個面向進行探討，其一先針對個案公司既有之新產品開發模式進行分析，接著探討導入服務創新後的新產品開發模式，並將兩模式進行比較，討論其中相異之處。最後，透過導入服務創新後之個案公司績效，以瞭解該模式所帶來之效益。 本研究期望探討個案公司係如何透過提供服務創新來改善其新產品開發模式，並提出一概念模式給台灣的業者參考。透過該模式，除了加強對消費者需求的掌握度外，更期許業者能瞭解如何提升鞋品的附加價值及經營績效，進而轉型至服務型精緻鞋業，提高國內鞋品零售廠商的競爭優勢。 / Nowadays, the Taiwanese footwear retail industry is facing two direct challenges: the low price footwear imported by Chinese and Vietnamese competitors, and also the dominant branding and marketing power of American and European leading players. In order to stay in the game, besides continuing improve the quality of footwear, the Taiwanese footwear retailers also starting to engaged with the strategy of OBM(Original Brand Manufacture), hoping to confront with the oversea competitors. On the other hand, a successful New Product Development(NPD) means the potential of gaining revenue and acquiring competition advantages. As one members of the fashion industry, the footwear retail industry also facing the rapid change in consumer demand, how to accurately grasp the needs and potential demand from the market remains a difficult task for all retailers. This thesis uses Case Study method. Firstly, the thesis surveyed the business environment of the footwear industry. Secondly, through interviews and field observations, the thesis analyzed the case company, to see how the company accurately grasps the demand of consumers by importing an innovative service system- Footwear E Expert Service System, and examined how this system helps the company to improve the NPD process. The analysis is divided into two aspects. One is the analysis of the traditional NPD model; another part is the analysis of the new NPD model after importing the new innovative service. Then these two models would be compared and discussed. Finally, the thesis analyzed the performance of the case company after the implementation of the system. The goal of this thesis is to examine how the case company improves its NPD model by importing the new service system, and hoping to provide a novel concept for the Taiwanese footwear retailers. In addition to NPD, this study also provides an example of enterprise transformation for the retailers from the traditional service model to tailor-made service model, and allows them to understand how to increase the added value and operating performance through the implementation of innovative service.

本研究旨在編製「知識創新學習環境量表」，以瞭解學習環境中知識創新氛圍的程度。透過三個獨立樣本A、B及C，分別進行探索性因素分析、驗證性因素分析及複核效化分析。樣本A（332人）以探索性因素分析獲得因素成份，結果顯示此份量表有三個因素，分別命名為「想法因素」、「自主學習者因素」及「社群因素」。其次，透過建立本量表的一系列競爭模式，以樣本B（536人）進行驗證性因素分析之評鑑，結果顯示二階單因素模式為最簡效模式，並且量表具有良好之信、效度。而樣本C（536人）則作為複核效化之分析，結果顯示二階單因素模式具有穩定性與預測力。希冀本量表能提供相關單位做為教學及研究之應用。 / The purpose of this study was to develop the Knowledge Building Environment Scale (KBES). Three independent samples was used to validte the reliability and validity of the scale. Firstly, sample A (n=332) was used to generate the factors through exploratory factor analysis. It resulted in a scale of three factors which contains ‘idea’ factor, ‘agent’ factor and ‘community’ factor. Secondly, a series of competing models was established and evaluated by confirmatory factor analysis through sample B (n=536). Comparing with several competing models, hierarchical model was found to be the most efficient model with good reliability and validity. Finally, the cross-validation was tested by sample C (n=536) for hierarchical model to confirm the stability and predictive power of this model. The KBES can provide relevant institutions as a tool for evaluating learning environments.

本研究旨在探究國民中學教師所知覺的校長知識領導、學校組織學習與學校創新經營效能之關係，根據研究結果提出建議，以做為教育行政機關、國民中學校長，以及未來相關研究之參考。 本研究以桃竹苗四縣市國民中學之教師為對象，採問卷調查法，以「國民中學校長知識領導、組織學習與學校創新經營效能問卷」進行抽樣調查，抽取 450 位教師為樣本，回收 398 份，回收率為 88.4%，以描述統計、t 考驗、單因子變異數分析、積差相關分析、多元逐步迴歸等統計方法加以分析。獲得以下結論： ㄧ、桃竹苗四縣市國民中學整體校長知識領導現況屬良好程度，各層面以 「充實專業領導知能」最好，以「激勵學校成員學習」最差。 二、教師任教年資及教師最高學歷之變項之對於校長知識領導的知覺具有 顯著差異；教師性別、教師職別等變項無顯著差異。 三、不同學校地區、學校規模、學校歷史、校長年齡、校長在該校服務年 資、擔任校長總年資及校長學歷等學校背景變項之教師對於校長知識 領導的知覺具有顯著差異；不同校長性別變項無顯著差異。 四、桃竹苗四縣市國民中學整體組織學習現況屬良好程度，各層面以「資 訊運用」最好，以「團隊學習」最差。 五、不同教師最高學歷背景變項之教師對於學校組織學習的知覺具有顯著 差異；不同教師性別、教師職別變項無顯著差異。 六、不同學校規模、學校歷史、校長性別、校長年齡及校長學歷背景變項 對於組織學習的知覺無顯著差異；校長在該校服務年資、擔任校長總 年資等背景變項有顯著差異。 七、桃竹苗四縣市國民中學整體學校創新經營效能現況屬良好程度，各層 面以「學生表現創新效能」最好，以「行政服務創新效能」層面程度 最後。 八、不同教師任教年資、教師最高學歷變項之教師對於學校創新經營效能 的知覺具有顯著差異；不同教師性別、教師職別等變項無顯著差異。 九、不同學校地區、學校規模、校長性別、校長年齡、校長在該校服務年 資、擔任校長總年資，以及校長最高學歷等背景變項有顯著差異；不 同學校歷史背景變項之教師對於學校創新經營效能的知覺無顯著差異。 十、校長知識領導與學校創新經營效能之間具有正相關；組織學習與學校 創新經營效能之間具有正相關。 十ㄧ、校長知識領導各層面以「激勵學校成員學習」、「建立合作信任關 係」、「展現知識創新行動」對學校創新經營效能具有預測力，總解釋 變異量為 34.6%。 十二、組織學習「系統思考」、「團隊學習」、「資訊運用」及「溝通交流」 四層面對整體學校創新經營效能均具有預測力，總解釋變異量為 77.7%。 十三、校長知識領導與組織學習對學校創新經營效能之聯合預測， 共有「系統思考」、「團隊學習」、「資訊運用」、「溝通交流」、「激勵 學校成員學習」及「建立合作信任關係」六個層面對整體學校創新 經營效能具有預測力，總解釋變異量為79.5%。 最後，根據研究結果提出下列幾點建議： ㄧ、對教育行政機關的建議 (一)規劃知識領導相關課程及訓練，加強校長知識領導能力。 (二)領導知識領導特質之校長。 (三)實質鼓勵教師兼任行政工作。 (四)辦理降低班級學生人數政策，有效紓解都會區學校壓力。 (五)提供校長更多進修與研習機會，持續增進校長領導知能 二、對國中校長的建議 (ㄧ)建立組織學習的觀念及推動共識。 (二)營造良好的學習型學校環境。 (三)激勵新進、年輕、新血輪加入行政行列：培養學習型領導人才，建立新 的領導力。 (四)發展學校特色。 三、進一步研究建議 (ㄧ)研究對象可納入不同層級。 (二)納入其他研究變項。 (三)在研究內容方面。 / The main objective of this study is to investigate the relationship among principals’ knowledge leadership, teachers’ organizational learning, and school innovative management effectiveness which teachers perceive, and to propose suggestions based on the results, for the reference of educational administration authorities, junior high school principals, and relevant future studies. In this study, faculty of junior high schools in Taoyuan,、Hsinchu and Miaoli Area is picked as subjects and questionnaire survey is adopted. The researcher formulates “junior high school principals’ knowledge leadership, teachers’ organizational learning, and school innovative management effectiveness questionnaire,” and randomly selects 450 teachers as samples. In a rate of 88.4%, 398 replies are returned and then analyzed in methods of descriptive statistics, t-test, one-way ANOVA, product-moment correlation analysis and stepwise multiple regression. The following conclusions are obtained: 1.The present situation of principals’ change leadership is up to fine level. Among all the aspects, “enriching the professional competency” ranks to top,while”encouraging school members for learning” ranks otherwise. 2.Teachers ‘ age and higher degree perceive principals’ knowledge leadership significantly differently; while teachers of other variables such as gender, age, and service seniority show no significant difference. 3.Different school district ,、school size 、school history 、principal’ age local seniority, total seniority and education background perceive principals’ knowledge leadership significantly differently; while teachers of other variables such as gender shows no significant difference. 4.The present situation of teachers’ organizational learning is up to fine level. Among all the aspects, “information usage” ranks to the top, while “team learning” ranks otherwise. 5.Teachers of different demographic variables such as education level perceive teachers’ organizational learning significantly differently; while the variable of gender and duties shows no significant difference. 6.Teachers of different demographic variables such as school size and principals’ education level perceive teachers’ organizational commitment significantly differently; while some other variables such as school history; principals’ gender, age, local seniority, and total seniority show no significant difference. 7.The present situation of school innovative management effectiveness is up to fine level. Among all the aspects, “innovative effectiveness of pupil performance” ranks to the top, while “innovative effectiveness of administrative service” ranks otherwise. 8.Teachers different seniority and the highest degree perceive school innovative management effectiveness significantly differently; while teachers of other variables such as gender, duties show no significant difference. 9.Teachers of some demographic variables such as school district 、school size 、 principals’ gender、 age、 local seniority, total seniority and the highest degree perceive school innovative management effectiveness significantly differently; while some other variables such as school size; principals’ gender, local seniority, total seniority, and education level show no significant difference. 10.Principals’ knowledge leadership is positively related to school innovative management effectiveness; teachers’ organizational learning is also positively related to school innovative management effectiveness. 11.Principals’ knowledge leadership is most predictable for “to encourage school members learning” and “to establish the relation of trust cooperation” among all the aspects of principals’ knowledge leadership, accounting for 34.6% of total variance. 12.Teachers’ organizational learning is predictable for each aspect, including “system thinking,” “team learning,” “information usage,”and ‘communtion” accounting for 77.7% of total variance. 13.When combining principals’ knowledge leadership and teachers’ organizational learning, school innovative management effectiveness is predictable for six aspects, including “system thinking,” “team learning,” ““information usage ‘communtion” “to encourage school members learning” and “to establish the relation of trust cooperation”” accounting for 79.5% of total variance. Finally, based on the results, the following suggestions are proposed: 1.Suggestions for educational administration authorities (1)Arrange related courses and trainings of knowledge leadership to improve principals’ ability of knowledge leadership (2)Lead the principals of knowledge leadership (3)Encourage teachers to serve as administratine duties (4)Reduce the number of classes students and solve the metropolitan area Academic pressure (5)Provide Principals more education and learning opportunities 2. Suggestions for principals in junior high schools （1）To establish the concept of organizational learning and the promotion of consensus （2）To create a good learning school environment （3）Stimulate new, young, new blood to join the executive ranks: the culture of learning leadership talent, and create a new Leadership （4）Development of school characteristics 3.Suggestions for further studies （1）Included different levels （2）Increase the other variables （3）To strengthen research content

隨著科技的快速變化，企業為了生存，除了產品，也應在服務上進行革命。服務創新成為每個企業都希望擁有的能力，然而，想像和現實是有差距的，大多數的企業因為環境因素而缺乏資源，但仍不得不去進行服務創新，這樣強求的結果通常是失敗的。本研究欲開發一個互動的雛型工具，提前建立服務創新雛形，幫助企業避免投資風險。但由於服務是無形的，所以這項工具想利用故事的方式闡述服務。對於企業需要的獨特的服務或產品，我們利用服務意象的主要概念，在故事中進行表達。在這項研究中，意象代表的是企業對其服務或產品的態度，目的是，企業可以測試自己的意象，並通過互動式雛型建置的過程中，令企業獲得新的服務創新靈感。 / Along the fast changes in technology, business should revolute not only products but also services to survive. Service innovation becomes a popular competence that every business wants to have. However, there are the gap between intentions and results. Most of business are lack of resources but forced to do service innovation because of environment factors. The result usually is a failure. This research wants to develop an interactive prototyping tool to help business avoid the risk of investing on innovation by creating their service prototypes in advance. A service is always intangible and this prototyping tool would elaborate the prototype contents in a storytelling way. For business needing unique services or products, we adopt service image as the main concept in constructing the story prototype. In this research, an image represents the attitude of business toward its services or products. The goal of this research is that business can test its image and get new inspiration through the interactive prototyping process.

企業的創新已經進入到應用專利權進行策略佈局的階段，因此綜合研發投入和專利產出的創新效率便成為關注企業競爭力的重要指標。而影響創新效率的關鍵在於企業決策者的策略意圖，但由於新興國家法規體制尚不完備，與決策者相關的公司治理因素成為創新效率的核心議題。為深入瞭解其中的連結，本研究以中國的上市公司為研究對象，並從外資投資者的角度探討股權結構與創新效率之間的關係。研究結果發現外資股對於創新效率有正向影響，若與國有股同時存在，原有的正向影響則會減弱；但當國有股私有化的程度愈高，外資股所受的干擾降低，對創新效率的正向影響便愈大；另外法人股的存在則更能增進外資股提升企業的創新效率。 / Nowadays, enterprises regard patents as a key strategy to enhance its innovation capability. Therefore, innovative efficiency (IE), measured as the relation between R&D expenditures and patents granted, becomes an important index to observe corporate competitiveness. Ownership structures could affect the outcome of IE as shareholders are ultimate decision makers. However, this may be a more serious issue in emerging countries, as they generally have weak legal environments and shareholders do not fully understand the details of firms’ innovation efforts. This study explores this issue based on a sample of Chinese listed companies and examines the extent to which ownership structures, especially foreign shareholders, are associated with the IE of publicly listed firms in China. The results indicate that IE is positively associated with the foreign shareholdings, while this relation turns negative when there are state shareholdings. As state shareholding have negative effects on IE and could interfere the role of foreign shareholdings in improving a company’s innovation activities, the results also suggest that the level of state shareholding privatization improves the association between IE and foreign shareholding. Moreover, the relation between IE and the foreign shareholding is more pronounced if institutional shareholdings exist.