在持續創新的需求下，跨公司合作已成為企業整合應用知識，創新求變的重要策略。本文融合知識基礎觀點和組織學習觀點，指出跨公司合作所帶來的組織創新績效，係因合作夥伴知識整合的結果。因此研究的目的除了要實證知識整合與組織創新績效的關係外，主要在發展一個理論架構，說明影響跨公司合作創新的因素，及這些因素之間的關係。在研究設計上，本文係以我國高科技產業、資訊服務業及金融服務業做為問卷調查的對象，將所收集的資料透過探索性分析與驗證性分析兩階段檢定本文所提出之量測模式與研究假說，結果得到下列結論： 1. 跨公司合作為企業所帶來的創新績效，可以用知識整合的觀點來解釋，當企業知識整合能力越好，跨公司合作創新績效會越好。 2. 知識整合能力受到企業知識吸收能力的影響，吸收能力係企業先前知識的蓄積量，以及應用這些知識的能力之綜合。 3. 知識整合能力亦受到企業與夥伴合作的能力之影響，合作能力包括企業與夥伴建立信任關係，以及溝通、協調的能力。 4. 知識特質受知識整合機制的中介而影響創新績效，跨公司合作所帶來組織的創新績效，主要不受合作所牽涉知識之外顯╱內隱與複雜性特質的影響，必須應知識特質的不同而採取適當的整合機制後，才能因知識整合而產生創新績效。 5. 吸收能力、合作能力與知識整合機制是相互影響的因素，三者形成企業知識整合創新能力的主要構面，是企業追求跨公司合作創新必須重視的要素。 / Inter-firm collaboration has been an important strategy for firms to integrate and apply knowledge among their partners in order to obtain innovation performance under uncertainty circumstances. This study combining the knowledge based view and the organizational learning perspective, considers the innovation performance improvement as the result of knowledge integration. Besides examining the relation between innovation performance and knowledge integration, the purpose of this study is to find the factors influencing inter-firm collaboration performance and the relationships among these factors. The data collecting from Taiwan’s high-tech, information service and finance industry were used in the exploratory and confirmatory phases to evaluate the instruments and test the hypotheses. The conclusions are listed as below: 1. The innovation performance gaining from inter-firm collaboration can be considered as the result of knowledge integration. While the knowledge integration capability of a firm is better, the firm’s innovation performance in inter-firm collaborations will be better too. 2. The knowledge integration capability of a firm is influenced by the absorptive capacity of the firm. And the firm’s absorptive capacity derives from the firm’s prior knowledge accumulation and the capability to apply their knowledge. 3. The knowledge integration capability of a firm is also influenced by their cooperative competency. The cooperative competency is composed of three interrelated facets: trust, communication and coordination. 4. Firm’s innovation performance in an inter-firm collaboration doesn’t directly influenced by the explicit/tacit and complexity characteristics of the knowledge which appeared in the collaboration. To produce innovation performance, knowledge with different characteristics should be integrated by suitable integration mechanisms. 5. Absorptive capacity, corporative competency and knowledge integration mechanism construct firm’s “knowledge integration and innovation capability”, which is important to firm’s innovation performance in inter-firm collaborations.

本研究以團隊研究的角度探討創新的過程，進而去探討比較深入的團隊互動細節。本研究希望能夠將創新過程與團隊研究進行整合與對話，從中了解到團隊研究對於創新有何助益，而創新過程中不同的團隊因素之間又有何關聯性存在著？進而對我國企業未來進行創新過程時能有所助益。 研究對象的選擇方面，經由研究者立意評估之後，決定選擇「iBook與蘋果電腦協同設計個案」、「國豐Monitor品牌經營個案」、「華宇PMP之商品開發個案」、「華宇LCD Monitor商品開發個案」作為本研究之研究個案，原因簡述如后。 iBook與蘋果電腦協同設計個案： 爭取到蘋果電腦的合作意向之後，持續進行協同設計達五年之久。從創意發想到進行提案，成功爭取蘋果電腦首肯同意合作，並且開始進行iBook的細部開發，面對先進技術的未知性，面對及時上市的壓力，最後成功在市場上獲得好評。該公司當時只是成立不到一年的新公司，面對大廠環伺，該公司如何能夠勝出進行創新過程？以小搏大是本案例的獨特性，更能帶給新創業者不一樣的啟示。 國豐CRT Monitor品牌經營個案： 從無到有推出自有品牌，在傳統CRT螢幕被LCD取代之前穩占世界前五大品牌。從創意發想到確定構想，進而進行跨團隊合作，整合不同國家的人員進行創新過程，並且成功在市場上獲得一席之地。如何在眾家CRT競爭之下脫穎而出，值得深入進行探討。 華宇PMP商品開發個案： 華宇當時決定進行PMP產品的開發，在全無類似產品開發的經驗下，持續近一年之久。從創意發想到產品研發與製作，都是公司先前沒有經驗的領域，而且過去的華宇是以筆記型電腦代工為主，對於PMP產品並沒有接觸。華宇是個代工廠，且以筆記型電腦代工為主力，在這樣情境下的創新過程，會是怎樣轉折值得探討。 華宇LCD Monitor商品開發個案： 華宇在PMP商品開發失敗後，決定事業部化，遂成立視訊事業部專司LCD Monitor研發。捲土重來，雖然PMP失敗了，但是LCD卻成功，其中的原因為何？歷經一次失敗後，成功熱銷LCD Monitor之過程，浴火重生經驗值得研究。 本研究之個案均有獨特的背景與環境，研究者針對團隊研究之因素進行分析，找到各個團隊因素之間的關聯性後，以此進行本研究個案之研究探討，最後並作出結論與提出建議。 / This research will look at the process of “creativity to product” from the angle of team research. Team research focuses on confirming the interconnection of the factor such as the relationship between the leader and follower, the relationship between knowledge sharing and the innovation, etc. I decide to choose “Cooperating design of iBook and Apple computer”, ” Kuofeng monitor brands perating”, ”Arima’s PMP products development”, and “Arima’s LCD monitor development” as the cases studies for this research. The result of the cases I listed above. Cooperating design of iBook and Apple computer： From idea to proposal and finally the permission, ibook has cooperated with Apple computer for five years. Although faced with pressure and uncertainty, iBook finally was popular in the market. Encountered with many strong manufacturers, iBook was just a new company open less than one year. Its success in that kind of predicament can set a good example for the innovative industries. Kuofeng CRT monitor brands operating: Starting the brand from scratch, Kuofeng was always the top five brands before LCD replaced CRT monitor. From idea to realization, and then team work, they integrate the perators from different countries and different field, and successfully gain a place in the market. It completely experienced the process so that it also fit the criteria of comparability. Arima’s PMP products development: Arima wanted to find a way out by developing a new product, which was PMP. However, Arima did not possess the specialists of PMP related-products, neither did the industry. Though many adversities, what caused the final failure? I will elaborate this in my paper. Arima’s LCD monitors development: After the failure of PMP, the company became profit-centered. One of the unit specialized in developing the the LCD monitor.They did not have the experience but still developed the product received huge success. Compared with the failure of PMP, what cause the final success of this product? However they all have different background, direction and environment. How will these factors affect the result is worth doing research on it.The structure of this research is reflecting on the literatures, and focusing on the team factors to analyze, and using these results to study the cases.

隨著競爭環境日漸嚴苛，顧客需求日趨多元，企業需要有更有效率的方式來管理與顧客間的關係，顧客關係管理CRM（Customer Relationship Management, CRM）成為企業關心的熱門議題。但過去的學者研究中，僅止於針對影響企業導入＆系統與否之決策進行研究，然而CRM對於企業經營顧客關係之重要性已被企業所認同，同時面對如此牽涉到龐大人力、資金，與時間投入的系統導入計畫，在導入過程中仍會面臨許多重要決策，因此本研究將針對響導入過程的相關因 數，並經由個案研討的實際驗證，提出具解釋力的理論架構。 經由過去文獻的整理，本研究以Rogers（1983）的創新擴散模型為基礎，將影響CRM導入過程的因素分為認知階段的環境面與組織面因素，以及說服階段認知的創新特質，另外系統供應商及顧問公司則扮演特殊的角色，同時在說服、決策及實行階段皆產生影響。其中環境面又包含競爭強度，需求不確定性及產業環境變化速度；組織面因素包含規模、結構化程度、以及高階主管態度。而認知的創新特質則包含相容性以及系統特性。另外則以資訊與資料的蒐集、累積與儲存、吸收與整理、展現與應用等為被影響的研究變數。並選取目前導入最積極的產業中之標竿企業，包含證券、人壽、行動電話系統業者、電子電腦公司，及網際網路服務提供業者等六家企業，進行深入之訪談，期能從這些正在導入的公司之經驗裡，發現可供參考與依循的準則。 經由對個案公司的深入訪談之後，本研究之研究架構有重大修正。認知階段的影響因素除了環境與組織構面仍存在外，從組織構面中抽離複雜度，並與產品特質、顧客基礎，公司依賴業務人員推廣業務及提供服務的程度共同組成新構面—業務面因素，而系統與顧問公司的選擇則成為企業採用CRM系統時重要的決策因素之一。更重要的是，本研究經由訪談對探討主題有更廣泛而完整的延伸，導入過程可以導入積極度、建置組織，以及建置方式來描述。導入積極度代表導入的速度；建置組織裡包含以專案小組的方式來推動，以及高階主管的參與程度；建置方式則包含CRM要素的建置優先順序、以及委外程度。 研究發現，環境面的因素與組織面的因素皆同時影響到CRM導入過程的積極度及建置方式裡的優先順序；而新增的業務面的因素則同時對CRM導入過程的積極度及建置方式裡的優先順序及自建或委外的選擇有較顯著影響。至於認知的創新特質中，不論是專案管理或是高階參與，其影響到的皆為CRM在建置單位上的特性。而協力單位則因為企業對於系統特性的要求有所不同，而同時成為決策結果與影響導入方式的變數。 本研究期望能藉由結合學術理論與實務應用的方案，提供給正在導入或評估規劃中的企業實用的考慮方向與實際例證，以協助企業在導入過程中自我檢測，選擇最適當的導入程序及設計組織關的配套措施，俾使導入過程順利而達到預期目標。 / To cope with the current increase in both competition and customer requirements, enterprises need more efficient methods to manage their relationships with customers. Previous researches focused mainly on the factors affecting the decision whether or not to adopt the CRM system. As the importance of CRM pertaining to management of relationships with customers has been recognized, meanwhile, with regard to implementation of the extensive software which involves investment of massive human resources, capital, and time, many critical decisions still need to be concerned. This research aims at extracting relevant factors affecting the adoption process and proposes a convincing framework verified by an empirical case study. The research in this study is based on the Innovation Diffusion Model of Rogers (1983) and divides factors affecting the CRM adoption process into knowledge and persuasion stages with environmental and organizational factors in the knowledge stage, and perceived characteristics of innovation in the persuasion stage, while system suppliers and consulting firms as joint associates. Environmental factors include competition intensity, demand uncertainty, and industry changing speed. Organizational factors consist of size, structure, and managerial attitude. Perceived characteristics of innovation are composed of compatibility and system characteristics. Data collection, data storage, data mining, and data visualization work as independent variables. Six companies in securities, life insurance, cellular telephone system, electronics and computers, and the Internet service provider industry were selected as study cases. However, the research frame was revised after investigation. In the knowledge stage, complexity is extracted and integrated with product attribute, customer base, and corporation dependence on sales representative to form one integrated factor called business. Moreover, the independent variables are amended to be more extensive, including adoption activeness, constructing section, and constructing manner. The research shows that environmental and organizational factors affect adoption activeness and priority; and that the business factor influences adoption activeness, adoption priority, as well as outsourcing decisions. Project management and managerial participation representing a CRM constructing section are affected by perceived characteristics of the innovation. Through the integration of theory and empirical data , this research hopes to provide direction for examining the CRM adoption process and organization design, so as to facilitate the fulfilling of the adoption objective.

電腦病毒的演化瞬息萬變，特別是近年來，駭客在有利可圖的動機驅使下，逐漸形成了專業分工的產銷供應鏈，讓病毒的演化速度和變種數量以指數型成長。攻擊事件數量不斷竄升，資訊安全市場理應增加不少機會，但多數防毒廠商經常對這樣的市場機會望洋興嘆，每年花費數億金額，動員研發團隊提出新產品、新版本、新服務，使用者卻始終興趣缺缺。供需兩方認知差異讓防毒軟體廠商面臨龐大開發費用的損失，也讓企業持續存在於不定時資安風險的恐懼之中。 資安軟體公司在產品研發前，做足使用者需求蒐集流程工作，依照使用者描述所進行開發的產品，為什麼卻不是客戶需要的？本研究以質性研究法觀察國內一家電腦防毒廠商的新產品開發過程，更以為期一年的行動研究方式參與該公司使用者洞見計畫（Customer insight program），結合跨部門團隊的智慧和力量，以雲端運算的資安機會為主題進行客戶觀察和新產品構思。 經過一年的行動研究蒐證，本研究指出使用者導向設計的迷思，並強調瞭解工作脈絡對於系統性產品創新的重要性。由於系統性產品複雜程度較高，使用處於分工較細的系統運作流程之下，往往不自覺工作特殊之處，也難以確切表達總體需求。本研究的分析方式則透過使用者工作脈絡，即以客戶的商業模式和雲端運用的特殊情境，其次定義使用者於脈絡中獨特的痛點，進而找到創新機會。 使用者雖然是創新的來源，但是本研究發現，使用者不一定能知道自己的需求，唯有瞭解他們的工作實務，瞭解使用者在特定工作情境的痛點，才能化痛點為創新的亮點。研究貢獻上，補強現行使用者研究的三大方向，分別是使用者假設的不同、產品面設計的不同與創新來源不同。實務貢獻上，本研究提供複雜度較高的系統產品廠商在使用者導向設計流程之建議，以及企業中各部門如何透過使用者創新設計思維發揮價值所在。 / The rate of rapid evolution in computer virus results in an increase of computer crime and business attack incidents. Opportunities in the information security market began to grow and expected to exceed $125 billion USD by 2015, according to a new report by Global Industry Analysts. In this situation, anti-virus company tried everything they can to launch high-technology, fancy, and more powerful product every year. But they found customer is always lack of interest in their new products. This not only makes the loss on large investment in software development for anti-virus company, and also makes enterprise customers continuously at the risk of data stolen and computer virus attacks. By asking users what they want and trying really hard to listen to them before the development, however the product still hasn』t meet the customer needs? This research is based on qualitative method and action research project to investigate an anti-virus company』s product development process and customer insight programs. The one year project was cooperated with company internal cross-functional team and focused on 『Protecting the cloud』 topic. There are three cases was selected in the final. In order to know the user』s working context in the high-complexity information security product system. The analysis structure in three cases used four steps to find out. First of all, identify the enterprise user』s business model. Secondly, observe their local knowledge in cloud computing usage. Thirdly, clarify the organization's unique pain points. The last but not the least, find the potential security opportunities for innovation. While user becomes a significant source of innovation, the study shows that users don』t necessarily know their own needs. Only to understand customer』s work practices, pain points under specific working situations, and use design thinking to make the pain points to transform into fit customer needs. The research emphasized the importance of local context in innovation theory and reinforced the inadequacy part of the lead user theory. Key words: User-centric innovation, Product innovation, Service innovation, Cloud computing, Anti-virus software, Qualitative research, Action research

在當前競爭日益激烈的網際網路商業環境中，企業對能提升經營績效之創新管理方法與工具的需求更形殷切。尤其在資訊科技快速發展的推波助瀾下，各式新型商品與新穎服務的開發與提供，不但改變了傳統的供需關係，更使企業經營面臨必須全面檢討與不斷創新的壓力。故在知識經濟時代裏，組織的經營重心將是擺在創新上，而新產品的開發又是在創新上最具體的成果，雖然研究發展活動需要投入相當多的資源，但是卻是一個科技公司所依賴維持競爭力的一項企業活動。 　　基於此，故本論文將在知識創新和研發程序二者之間做相關性探討，而所選擇的專案案例是以企業應用軟體研發程序專案為基礎，從此基礎試著以知識創新活動內容的過程中和技術知識特質中，分析出屬於企業應用軟體產業的知識創新活動內容中的行為為何?以及技術知識特質和這些知識創新行為之間關聯性，進而提供以知識創新行為基礎，架構如何發展成功的研發程序模式，來提昇企業競爭力。 　　為了分析客觀起見，所選擇的應用軟體研發程序專案案例將有三種不同個案---1.個案一「ERP導入專案」，2.個案二「企業應用客製化軟體開發專案」，3.個案三「企業協同作業方法論專案」。而這三種不同個案有其三個不同類型---導入程序、客製化軟體開發程序、作業方法論程序。這些不同類型在分析軟體技術知識特質和知識創新活動行為之間關聯性，將試著找出共同點，進而得出本論文的研究發現。 　　從整個論文發展過程中，可知最主要是要發現在企業應用軟體研發程序下的軟體技術知識特質應該運用何種知識創新行為，並以此行為做為企業應用軟體產業在研發程序專案順利完成的成功因素。 / On competitive internet business environment, corporate need innovation management methodology and tool , in order to submit business performance urgently. Especially, sorts of new product and service provide content by information technology development submit rapidly, but also change traditional supply-demand concern, not only corporate business must face to discussing impress with continual innovation totally. On knowledge economic decade, it's important to innovate that organization business aimed, and new product development is physical result in innovation. Maybe R&D activity need input more resources, it is need business R&D activity that one technology corporate maintain competitive. 　　Based on the above mentioned, The text do relate discussion between knowledge innovation and R&D procedure. Its selected case is base on business application software R&D procedure project, with knowledge innovation activity and software technical knowledge nature by these cases, analysis what is its content with knowledge innovation for corporate application software industry, and what is relation between knowledge innovation activity and software technical knowledge nature, more, it design module how to develop success R&D procedure based on knowledge innovation in order to submit corporate competition. 　　Because of analysis seriously. The text select three sorts of cases: case1: ERP implementation project; case2: business application customized development software project; case3: business collaboration process methodology project. The text try to find common item with these different cases in order to obtain research discovery by analysis relation between knowledge innovation activity and software technical knowledge nature. 　　From the text development procedure, it mainly find which knowledge innovation content on software technical knowledge nature for business application software R&D procedure, and take these content to success factory for R&D project on business application software industry.

根據Morgan Stanley 「The Mobile Internet Report 2009」 提及於2000年開始的Desktop internet世代(以下統一稱為PC Internet），擁有10億以上的單位，將會進展到2010年的Mobile internet世代，並快速成長到 100億以上的單位；同時在行動裝置中最重要的智慧型手機出貨量可能在2011年於北美地區超越功能性手機，達到9,300萬支，亦可能在2012年於全球地區超越個人電腦出貨量，達到5億支。根據Pew研究中心日前公開的調查顯示，目前美國已經有超過40％的成人已開始使用智慧型手機上網來瀏覽網路、收發電子郵件、使用即時訊息等服務。 智慧型手機使用者具備Anytime、Anywhere、Always Online的特性，而且啟動GPS功能，因此可以精準掌握到使用者的個人化資料及地理位置及生活習慣，將會改變人與人之間互動模式，進而影響行銷及品牌溝通的方式。而在智慧型手機上的行動廣告，已成為新焦點。預估在未來2至5年間，將看到行動廣告佔整體廣告比例越來越增加，甚至將取代個人電腦，成為最大的行銷通路。 Google 及Apple 當然都看到這樣的趨勢，二大陣營都不約而同積極展開在行動廣告的布局。本研究將會探討並預測：在全球PC端高達69.7%（Strategy Analytics 2010 Q2）搜尋引擎占有率，而且在全球關鍵字廣告總量占65%的Google，以完全「開放而分享」的態度持續推動Android作業系統，逐漸提高在智慧型手機的市占率，進而達成「Android Everywhere」的目的，並購併最大的行動廣告平台AdMob，將以何種模式來引領行動廣告的發展。 另一方面，在全球已經擁有將近一億支行動終端裝置（含iPod Touch，iPhone，iPad），22萬個應用程式，累積40億次的下載次數的Apple，如何以「only for Apple」而採封閉式模式的iOS作業系統，但已發展出獨樹一格的Apple app經濟體系，以及非常高忠誠度的品牌認同，並於最近推出將Google AdSense、AdMob排除在外的iAd平台，又將會以何種模式來爭奪這一塊日漸成長的行動廣告大餅。 本研究歸納出以下結論：開放式經營模式有不同程度的型態，以及不同的外部合作架構，企業將根據本身的短期策略或是長期的策略，而選擇不同程度的開放式/封閉式經營模式，而達到最大效益。並將會從開放式、封閉式創新、經營模式、合作架構及行動廣告產業眾多構面來探討Google 及Apple二大陣營的差異性，而在這差異性上將以不同的策略而發展出不同的行動廣告經營模式。

2007年6月，華碩電腦發表Eee PC精簡式筆記型電腦，此創新產品俟後由臺灣資訊工業策進會市場情報中心（MIC）統稱為精簡型小筆電，簡稱小筆電，英文名稱則採用美商英代爾對於這款產品的統稱：Netbook。 Eee PC所設定的目標市場著眼於消費性市場，將產品定位於已開發國家使用者的第二臺電腦以及開發中國家使用者的第一臺電腦。產品上市後掀起銷售高潮，由於小筆電的加入，筆記型電腦在2008年第三季出貨量首度超越桌上型電腦，比先前2007年預估提早兩年，Eee PC因而被譽為臺灣電腦廠商價值創新的一大步。 本研究主要的探討問題有四：核心技術能耐發展策略對於產品創新的影響為何？ 品牌與ODM廠商在創新產品開發上的合作與分工為何？ 品牌廠商因應競爭者之破壞性創新的作法為何？ 核心技術能耐為基礎的產品創新在市場上所需具備的成功條件為何？ 在研究設計上以策略與組織、技術、市場三構面做為主要分析架構。策略與組織構面由領導者企圖心、核心競爭優勢、企業文化、組織架構、企業網絡定位等變項構成；技術構面上由產品研發經驗、內部知識傳遞、外部資源網絡、產品開發管理等變項構成；市場構面由品牌效益、顧客需求、產品行銷、產業合作網絡等變項組成用以探討對於破壞性創新產品構思及開發階段的影響。研究方法上採用「個案研究法」，以領導廠商華碩與宏碁為研究對象。在資料上透過企業訪談與次級資料蒐集的方式來了解個案公司在創新產品的發展過程，並結合核心競爭力、產業價值鏈、破壞性創新、新產品開發程序、吸收能耐與知識傳遞、技術面競爭策略等學理加以分析，本研究所獲得的研究發現如下： 一．建立核心競爭能耐的方向及重點決定了企業在產業價值鏈的位置與所從事的價值活動。 二．企業基於核心技術能耐發展策略而對產品創新方向做出技術領導者與技術追隨者的不同策略選擇。技術領導者著重產品的破壞性創新設計，技術追隨者著重於產品成熟技術的市場性。 三．品牌廠商與ODM的研發製造合作關係上，考量中心點在於顧客對企業的認知價值。品牌廠商並以平均分配（Allocation）與相互制衡（Leverage）為策略，取得各家資源之長為己用。 四．設計代工廠從OEM經營模式進入ODM經營模式，在逐步接手研發價值活動後，ODM設計製造廠開始投入自主研發，成為個人電腦產品技術提供者。但在缺乏通路品牌下，所創造的產品創新價值只能透過品牌廠技術採用將創新價值傳達至消費者。 五．企業發展破壞性創新產品時，原價值網絡上具產業主導地位的供應商透過關鍵技術的掌握，並經由品牌行銷掌握終端使用者，形成不易突破的慣性，對於廠商產品創新產生鉗制作用。 六．企業發展破壞性創新產品若無法取得市場客戶對產品的價值認同，則雖有技術成就，但難以成為產品的競爭優勢。 七．企業在發展破壞性創新產品過程中，若缺乏行銷業務部門參與，將可能造成產品上市後的市場資訊掌握失準。 八．破壞性創新產品所設定於原價值網絡的目標市場，往往因為高科技產業的不確定性因素，在實際執行時意外產生新應用，產品因而進入新價值網絡的新市場。 九．破壞性創新產品進入新市場時不確定因素多，廠商因需求不易掌握而經常發生嘗試錯誤的探索行為，但市場晚入者觀察先驅者經驗，往往能立即掌握正確資訊而迅速反應市場需求。 十．企業發展破壞性創新產品，若未造成有效技術差距，技術領導者與市場先驅者將不易維持首動者優勢。技術追隨者與市場晚入者藉由學習領導者經驗將有機會快速超越。 本研究最後並提出一些實務上建議，以做為產業界發展核心技術能耐策略與發展破壞性創新產品的參考。 / In June, 2007, Asus Computer announced her Eee PC in Computex Taipei, Taiwan International Computer Exhibition. The simplified notebook then named “Netbook” due to its lightweight design and focused internet application. Eee PC was aimed on consumer market of developed countries, targeted as “Secondary Computer” for existing computer users, as well as first computer to the user of the developing world, the name “Eee” derives from "the three Es", an abbreviation of its advertising slogan for the device: "Easy to learn, Easy to work, Easy to play". By third quarter of 2008, notebook shipped quantity including netbook, had exceeded desktop computer, two years advance from prior market research report’s estimation made before netbook product rollout in 2007. Eee PC was praised as stride-out of value innovation of Taiwan computer industry. Problem discoveries and definitions in this research are: first of all, what is the influence of core technology development strategy toward product innovation? Second, how brand owner works with ODM suppliers on innovative product development? Third, how brand owner reacts to disruptive innovation? Last, what are market successful factors of an innovative product which based on core technology competence? Analysis framework of this research consists of three aspects: strategy and organization, technology, marketing. As an exploratory study, research design is qualitative research and case study over certain firms: Asus and Acer, with 90% market shares of netbook in year 2008. For data gathering, primary data came from interviews to firms’ management team members, specifically R&D and PM Directors, secondary data studies came from varies sources: research reports, annual reports, and so on. To explore the influence of core technology competence toward product innovation in idea generation and product development stage, study of related theories in advance is necessary: core competence, value chain, disruptive innovation, new product development procedure, absorptive capability, knowledge transmission, and competitive strategy of technology. Discoveries of this research are: 1.Direction and focus of establishing core competence decides the firm’s position in value chain and the value activities firm engaged. 2.Core technology competence development strategy directs firm’s choice of technology leader or follower, leader focuses on innovative product design, follower focuses on mature technology’s market taking. 3.Customers perceive value is the key consideration that brand owners work with ODM suppliers. “Allocation and Leverage” are strategy that brand owners manage multiple ODM suppliers. 4.From OEM to ODM business model, ODM firms start to develop own independent research projects, this trend leads ODM to be technology supplier in foreseeable future. But, research results can only go through brand owners to consumer market. 5.Key technology suppliers of existing value network will obstruct disruptive innovation products through market’s inertia. 6.Technology based innovative products can’t have competitive advantage in the market without customer’s perceive value. 7.Sales marketing team’s participation is important for disruptive innovation during product development stage. 8.Unexpected new value network will emerge due to uncertainty of high-tech industry, new application out of target market leads to new value network which is different from existing one. 9.Pioneer frequently tries and error for disruptive innovation product due to uncertainty of market, late entrant learned from pioneer’s experience, and react to market demand efficiently. 10.Innovative product without technology gap, firm can’t maintain first mover advantage too long, technology follower have chance to transcend in short period. Conclusions of this research are summarized from above discoveries, and suggestions to industry firms made by this research can be reference to firms’ development strategy of core technology competence as well as product development of disruptive innovation.

本研究以日商在台子公司為個案，探討多國企業核心流程之動態演化與創新研究。分析個案子公司的演化與創新過程，本研究從子公司的組織、母子公司關係、子公司角色、以及其核心流程，發現以下五點： 一. 對子公司的組織管理，母公司運用彈性的管理導向，有助於發揮子公司資源與能力。 二、母公司與子公司互相依存的關係，得以讓母公司可善用地主國的優勢，提昇多國企業整體營運的績效；亦能減少多國企業管理上的困難，甚至有助於多國企業的創新速度。 三、子公司的領導統御的務實化與主動性，有助於專業化資源與能力的提高。透過角色的改變，可擴大國際職責的參與機會。 四、相對於各行其是的多國企業，具有整合執行能力的子公司，可以為多國企業創造價值，並成為知識流通的來源。 五、子公司的動態演化，有助於多國企業的當地知識來源及國際化的拓展。 / This thesis has used Japanese subsidiary in Taiwan as case to study the dynamic evolution and innovation through the core process of MNC. From the view point of the organization control of alleged subsidiary, relationship of parent-subsidiary, subsidiary role in MNC, and its core process of subsidiary, we conclude the major findings are： (1). For the purpose of organization management, Parent company of MNC has adopted the flexible managerial patterns to facilitate subsidiary’s capability and its resources accumulation. (2). Relationship between parent and its subsidiary is interdependence. This kind of relationship helps Parent company who can utilize the net ownership advantages of host country to increase the total operational performance of MNC. It also helps to reduce the management difficulty toward subsidiary of MNC and even helps to increase the speed of innovation. (3). Top management of subsidiary shows their management skill with realistic and takes initiative in helping subsidiary to increase its capability and resources. Through the change of charter or its strategic roles, subsidiary can expand its participation of international responsibility. (4). Compare with other MNCs, subsidiary which has the capability of global integration can generate value-creation activities for MNC. Subsidiary will become the source of knowledge flow for its parent company. (5). The core process of subsidiary with dynamic evolution provides MNC with domestic knowledge. This evolution also helps MNC in internationalization development.

近年來，創造力教育受到越來越多守門人的關注，包括企業界領袖、學者專家、政策制定者和教育工作者。另外在學術界和教育界，也有 越來越多的人接受「創造力是可以教」的觀念。因此，追求文化和社會適當的教育創新模式來實施創造力教育是非常重要的。 接觸藝術、學習藝術是培養創造力的重要途徑， 但在正式教育體制很難提供機會平等的平台時，相關的教育守門人就必須創造機會解決此一問題。Christensen、Horn與Johnson （2008、2011）也認為傳統的教育創新只是進行永續性的創新，所以他們進而提出破壞性創新的教育模式，以彌補傳統創新教育模式之不足。 本研究的目的是在探討兩個台灣表演藝術教育破壞性創新的個案：紙風車319鄉村兒童藝術工程和台北景文高中之優人神鼓表演藝術班。本研究的研究方法包括文獻分析，深度訪談和觀察。研究結果發現紙風車319鄉村兒童藝術工程的破壞性教育模式提供更多的機會讓偏遠的兒童可以接觸藝術，對他們產生正面的影響。優人神鼓表演藝術班的教育創新模式讓具有藝術興趣和才能的學生開啟創新的學習管道，一方面發展他們的藝術才情，另一方面也可以在正式教育中表現良好。 / In recent years, creativity in education has received increased attention from gatekeepers - the business leaders, scholars, policy-makers, and educators – around the world. There is also growing acceptance in the academic and educational worlds that “creativity can be taught.” Thus it is now crucial to pursue culturally and socially appropriate models for implementing creativity education. Encountering and studying the arts is an important approach to developing creativity. However, when traditional formal education systems are unable to provide an equal platform for encountering the arts, relevant gatekeepers must come up with new solutions. Christensen, Johnson, & Horn (2008; 2011) write that traditionally, educational innovation has relied on sustaining innovation, which they hold is insufficient for new educational demands today. They propose instead a model of disruptive innovation for education, which has greater potential impact on the education system, to help close the gap between educational ideals and practice. Leadbeater and Wong (2010) further categorize innovations in either formal or informal educational settings. This study examines two cases of disruptive innovation in performing arts education from Taiwan: Paper Windmill Theatre’s First Mile, Kid’s Smile 319 Townships Art Project program and the U-Theatre Performing Arts Class at Taipei Jingwen High School. The research methods employed include document analysis, in-depth interviews, and observations. The research findings conclude that the 319 Project's disruptive innovation model for informal education provided children in remote locations with opportunities to encounter the arts, making a positive impact on their lives. The disruptive innovation model for formal education used by the U-Theatre Performing Arts Class gave students with interests and potential in performing arts a channel for their abilities, both helping them develop their artistic interests and talents and enter university.

全球面臨人口老化與人口不斷成長的壓力下，對於醫療服務的需求不斷提升。醫療服務領域中常以資料探勘「關聯規則」分析，挖掘隱藏在龐大的醫學資料庫中的知識(knowledge)，以支援臨床決策或創新醫療服務。隨著醫療服務與應用推陳出新(如，電子健康紀錄或行動醫療等)，與醫療機構因應政府政策需長期保存大量病患資料，讓醫療領域面臨如何有效的處理巨量資料。 然而傳統的關聯規則演算法，其效能上受到相當大的限制。因此，許多研究提出將關聯規則演算法，在分散式環境中，以Hadoop MapReduce框架實現平行化處理巨量資料運算。其相較於單節點 (single-node) 的運算速度確實有大幅提升。但實際上，MapReduce並不適用於需要密集迭帶運算的關聯規則演算法。 本研究藉由Spark記憶體內運算框架，在分散式叢集上實現平行化挖掘多維度多顆粒度挖掘關聯規則，實驗結果可以歸納出下列三點。第一點，當資料規模小時，由於平行化將資料流程分為Map與Reduce處理，因此在小規模資料處理上沒有太大的效益。第二點，當資料規模大時，平行化策略模式與單機版有明顯大幅度差異，整體運行時間相差100倍之多；然而當項目個數大於1萬個時，單機版因記憶體不足而無法運行，但平行化策略依舊可以運行。第三點，整體而言Spark雖然在小規模處理上略慢於單機版的速度，但其運行時間仍小於Hadoop的4倍。大規模處理速度上Spark依舊優於Hadoop版本。因此，在處理大規模資料時，就運算效能與擴充彈性而言，Spark都為最佳化解決方案。 / Under the population aging and population growth and rising demand for Healthcare. Healthcare is facing a big issue how to effectively deal with huge amounts of data. Cased by new healthcare services or applications (such as electronic health records or health care, etc), and also medical institutions in accordance with government policy for long-term preservation of a large number of patient data. But the traditional algorithms for mining association rules, subject to considerable restrictions on their effectiveness. Therefore, many studies suggest that the association rules algorithm in a distributed computing, such as Hadoop MapReduce framework implements parallel to process huge amounts of data operations. But in fact, MapReduce does not apply to require intensive iterative computation algorithm of association rules. Studied in this Spark in-memory computing framework, implemented on a distributed cluster parallel mining association rules mining multidimensional granularity, the experimental results can be summed up in the following three points. 1th, when data is small, due to the parallel data flow consists of Map and Reduce, so not much in the small-scale processing of benefits. 2nd, when the data size is large, parallel strategy models and stand-alone obviously significant differences overall running time is 100 times as much when the item number is greater than 10,000, however, stand-alone version cannot run due to insufficient memory, but parallel strategies can still run. 3rd, overall Spark though somewhat slower than the single version in small scale processing speed, but the running time is less than 4 times times the Hadoop. Massive processing speed Spark is still superior to the Hadoop version. Therefore, when working with large data, operational efficiency and expansion elasticity, Spark for optimum solutions.