企業經營過程中面對組織轉型與創新策略擬定過程中，要如何「形成」創新策略並且有效「執行」創新策略，常常為各企業所面臨到之最大挑戰。而管理會計系統─平衡計分卡與SWOT-Scorecard之功能，即是幫助企業進行策略之初期形成至導入，不僅協助企業形成與聚焦策略外，同時落實策略之執行與績效追蹤。過去研究鮮少將平衡計分卡與農企業之經營進行結合，更少探討農企業如何形成較有效益之創新策略，因此本研究將結合SWOT-Scorecard與藍海策略、藍色經濟三者創新策略「形成」之工具與觀念，其後再運用平衡計分卡執行創新策略。 本論文採用個案研究方式進行，將探討台灣有機微型農業之經營困境與未來機會，並結合「SWOT-Scorecard、藍海策略、藍色經濟」等創新策略之形成工具與相關概念，與個案農場一同討論與研擬形成屬於台灣農業微型企業經營之創新策略。之後再透過「平衡計分卡」導入創新策略，藉由策略地圖之研擬落實策略在四大構面與各項指標。 / When business faceing the organizational transformation or in the stage of inovative strategies forming, the biggest challenges for most of the companies are how to form an innovative strategy and how to effectively implement the strategies to whole organization. However, Balanced Scorecard and SWOT-Scorecard are both serve the functions to help business manager to form new strategy and implement into organization. Not only these two management accounting tools help the company to focus on most important strategies but also company can track the KPI and performance. Previous studies rarely focus on the Implementation of Balace Scorecard in Agriculture industry. Moreover, rarely studies did research on how to help small agriculture business to form a new strategy. The research will implement SWOT-Scorecard, Blue Ocean strategy, Blue economy concept to form the new strategy. Later will use Balanced Scorecard to conduct the strategies into organization. The research was adopted in case-study method which will cover Taiwan organic agriculture miniature operating difficulties and future opportunities. By using SWOT-Scorecard system combine with Blue Ocean Strategy and Blue Economy concept to develpoe new strategy for the company. The innovative strategies then implement to the company by Balanced Scorecard system, the strategy map will use to help forming KPI wheich relalted to the strategies for the company.

專利和創新是近年產業發展極重要的趨勢，但是在過去對於中國產業的資源錯置相關研究中，卻沒有發現以專利來做為衡量產出的標準。因此本研究蒐集了中國2005到2007年的水準以上製造業廠商資料，並將Mtrends專利檢索平台資料庫中之專利資料加以整合，建構出中國水準以上製造業廠商之美國專利資料的資料庫。並依據文獻所提出之資源錯置模型，以資料庫中之專利資料作為創新研發產出之代表，計算出廠商之效率值與資源錯置的程度。根據廠商之專利數量及專利價值指標兩種衡量方式來討論中國東部沿海三大經濟區，環渤海經濟區、長三角經濟區及珠三角經濟區之效率值及資源錯置問題。研究結果發現珠三角經濟區因開放年代較早，在人力及知識累積下，研發效率值相對較高，資源錯置問題亦相對較不嚴重的，而長三角與環渤海經濟區由於產業多集中於高科技產業，部分廠商之技術尚未成熟，因此在研發效率值的表現上較為落後且資源錯置問題亦相對較為嚴重。 / Innovation and patent applications have become the central issue for the industrial development nowadays. In the past, there’s little research to measure the innovation outputs by patents. Thus, in this paper, I collected the data for the manufacturing firms in China from 2005 to 2007 and combine with the patent data in Mtrends database. Based on my misallocation computation, I use patent as the R&D output and measure the innovation efficiency and the misallocation level. Based on my result, the efficiency is higher in Pearl River Delta Economic Zone due to its earlier development and low in Bohai Bay Economic Zone & Yangtze River Delta Economic Zone because of industrial concentration. Thus, the misallocation is much more severe in Bohai Bay Economic Zone & Yangtze River Delta Economic Zone and is much lighter in Pearl River Delta Economic Zone.

研發扣抵政策之有效性在過去文獻有著不一致的結果，許多研究者認為可能原因之一即為與兩稅合一的衝突，實施兩稅合一之後，在有限的資金之下將增加公司發放股利的誘因；同樣的，在實施研發扣抵後亦將增加公司研發投資的金額，都會影響彼此的政策效果。 　　近年來台灣經歷獎勵投資條例、促進產業升級條例及現在的產業創新條例，其對投資之效果飽受爭論。而我國除採取研發扣抵政策外，亦實施兩稅合一政策以解決重複課稅之問題，因此在台灣兩稅合一與研發扣抵是否會互相衝突會是一項值得探討的議題。 　　本文以 1996 年至 2014 年台灣與 OECD上市公司的非均衡追蹤資料 (Unbalanced panel data) 來進行分析。實證結果指出，同時實施兩稅合一及研發扣抵的國家相較於其他樣本，其股利支付與研發投資之間的關係呈現更為顯著的負相關，代表當同時實施雙重扣抵制度，兩項支出之間的衝突性更為明顯。 　　本文另外也做了台灣與其他國家的比較，實證結果指出，台灣雖實施雙重扣抵制度，但其支出之間的關係，反而呈現較為顯著的正相關。可能的原因即為台灣之研發扣抵相較於兩稅合一，其誘因明顯為大，因此文末亦作了 difference in difference 的敏感度分析，但結果顯示不論是 1998 年兩稅合一或 2010 年產創條例實施後，研發投資與股利支付之間的關係並沒有顯著的改變。 / The effectiveness of R&D tax credit is inconsistent in past literature, and many researchers believe one possible reason is the impact of dividend imputation credit. After imputation credit, it will increase the company’s incentive to pay dividend. Also, after R&D tax credit, it will increase the payment of R&D investment. So both of the policy will affect the effect of each other. In recent years in Taiwan, we experienced Statute for the Encouragement of Investment, Statute for Upgrading Industry and current Statute for Industrial Innovation, and their effect on investment suffered controversy. In Taiwan, we have not only R&D tax credit, but also the implementation of dividend imputation to relieve the problem of double taxation, so it becomes an important issue. This paper examines the unbalanced panel data of Taiwan and OECD from 1996 to 2014. Empirical results indicate that in the context of both R&D tax credit and dividend imputation credit compared to the other sample, the negative correlation is more significant between the dividend payments and R&D investment. It means when we implement both credits, the payments of dividend and R&D conflict more. This paper also examines Taiwan with respect to OECD countries, and the empirical results indicate that although the implementation of both credits, the positive correlation is more significant between the two payments in Taiwan. One possible reason is that the R&D tax credit in Taiwan is obviously more attractive than the dividend imputation credit. Therefore, I also use the sensitive analysis of difference in difference to examine this problem. However, it shows that after the implementation of dividend imputation in 1998 or R&D tax credit of Statute for Upgrading Industry in 2010, the relationship of payments doesn’t differ obviously.

過去的研究多認為領導者若採用威權領導風格，對組織創新行為會有負面的影響。而本研究選擇基層公部門組織「臺北市大同區公所」進行個案研究，並觀察到該機關的領導者雖然以威權方式領導，但組織卻從各項評比落後的窘境，逐漸展現出諸多與其他區公所不同的創新服務，甚至因此獲得第六屆政府服務品質獎的殊榮。經過深入訪談及文獻分析之後，發現該機關正因為領導者重視「紀律」的威權風格，任期長又讓紀律深化落實到組織中，加上首長主動提出創新服務，並在機關內建立「制度」藉以養成同仁的創新習慣，又機關內高流動率的人力結構形成為年輕有幹勁的初任公務人力，紀律的壓力使組織成員產生團結的情誼與向心力，因此讓大同區公所在我國傳統的科層官僚體系中，成功展現出大不同的創新風貌。只可惜區公所囿於其定位與功能的限制，且官僚體系內創新的誘因制度尚未完善，因此無法將其蘊藏的創新能量發揮的淋漓盡致，目前做為引領我國政府創新改造的政府服務品質獎，也未有明確的追蹤機制，因此機關的創新作為能否內化成公部門的組織文化，仍有待後續觀察。 / While new technologies, ideas, and values keep emerging, innovation has been emphasized by public as well as private organizations to meet the expectations of their clients. Factors contributing to an innovation-oriented organization have widely been detected, seldom any studies would endorse the idea that an authoritarian leadership would facilitate the innovation. By examining the case of “Tatung District Office” of Taipei City, this study points out some conditions that actually makes an iron-fist leading style an essential contributor to successful initiatives of innovation. Through in-depth interviews and participatory observation, this study presents evidence about the effects of personal engagement of the leader and stable tenure in indoctrinating the innovation attitude to the subordinates. This study also provides some discussion on institutional settings for the bureaucratic system to avoid maintaining idle in facing rapid environmental changes.

第一章為緒論。敘述研究動機與目的。在本研究中試圖整合Rogger創新產品採用觀念 於Ｅ、Ｋ、Ｂ消費行為模式之中。並以家用電腦為例，台北市市民為樣本，做實證性 研究。 第二章理論基礎與文獻探討。檢視有關「創新採用」與「消費行為模式」之理論範疇 及其研究文獻。 第三章研究方法。包括認識研究變數、提出虛無假設以及研究設計、研究工具、樣本 設計、分析工具等之說明。 第四章按台北市民對家用電腦之購買意願區分為五群。分析各群消費者在生活型態（ Life Style）與人口統計變數上有無顯著差異。 第五章分析各群消費者在產品情報來源與評估準則上有無顯著差異。 第六章根據上述研究發現提出結論與建議，俾對如何有效規劃創新產品之行銷策略， 有所助益。

摘要 開放原始碼軟體的出現，對軟體產業帶來巨大的衝擊。然而，針對開放原始碼軟體的研究，經常將開放原始碼軟體視為「沒有產權」的軟體，或是被更進一步提高到意識型態之爭，視為是爭取自由的「聖戰」。 本研究的成果指明，開放原始碼軟體之所以出現與茁壯，是回應軟體市場對個人化與差異化需求越來越高的有效方式。產品差異化的程度越高，對顧客知識的依賴程度越高，而開放原始碼軟體社群則是全然靠顧客的知識貢獻來開發軟體的一種組織形式。 開放原始碼授權協議作為一種產權制度，並非「沒有產權」或是「反對產權」，組織而是讓軟體開發社群成員的專質性知識與產權配置得以效率結合的制度發明。開放原始碼授權協議以著作權為基礎的制度安排，讓軟體開發者能夠自主地運用軟體原始碼、擴大社群成員間的知識共享、以及排除個人或商業公司在其間從事投機行為的可能性。 本研究對組織創新的三權假說於社群組織的運用，進行了初步的檢驗；此外，對於軟體產業該如何妥善運用顧客力量從事產品創新也提出了一些建議。 / Abstract The emergence of the open source software in the 1990s has made a huge impact on the software industry. However, the overall research on the open source software often regards it as “software without property right,” or even sees it a “holy war” fighting for freedom by heightening the ideological conflicts between liberalism and capitalism. The outcome of this research indicates that the initiation and development of the open source software serves as the effective response for the demanding software market of individualization and differentiation. The more the software product differentiates, the more the users’ knowledge has to be replied upon. The open source software community is a form of organization which entirely lives on the intellectual contribution of its customers. The licensing of the open source software as a system of property right does not mean that it has no property right or it is against property right; rather, it is an invention of system which allows the efficient combination of the community software developers and the distribution of property right. The licensing of the open source software based on the intellectual property right permits the software developers making use of the open source independently, expanding the communal share of knowledge among community members, and eliminating the possibilities of individuals and commercial companies who try to speculate in it. This study has made preliminary examinations on the application of the “hypothesis of the three powers” of the organizational innovation on communities and provides software industry with suggestions for how to make proper use of the power of customers.

本研究目的旨在探討國小校長轉型領導、學校文化取向與學校創新經營關係，並剖析不同背景變項、環境變項在校長轉型領導及學校知識創新行為上的差異情形；分析校長轉型領導與學校創新經營之關係；學校文化取向與學校創新經營之關係；校長轉型領導、學校文化取向對學校創新經營的交互作用關係，以及檢定本研究所假設之模式是否適配。 　　本研究兼採文獻分析法與問卷調查法。根據研究目的、研究問題及文獻探討，編製「國小校長轉型領導、學校文化取向與學校創新經營關係調查問卷」，然後依學校所在地區及學校規模大小，抽取台灣地區63所公私立國民小學1435位教師為對象，調查所任教學校校長轉型領導、學校文化取向與學校創新經營之實況，並探究三者間關係。本研究將校長轉型領導分為親近融合、願景與承諾、激勵共成願景、尊重信任、智識啟發與個別關懷；學校文化取向分為團隊文化、權變文化、市場文化與層級文化，而將學校創新經營分為行政管理、知識分享、外部關係、資訊科技，以及課程教學五個向度。調查結果經由內部一致性分析、因素分析、變異數分析、逐步多元迴歸分析以及線性結構關係分析（LISREL）等統計方法，加以處理分析。 本研究主要發現如下： 一、國小校長最注重之轉型領導層面以「激勵共成願景」最高，其次為「願景與承諾」以及「尊重信任」，而「個別關懷」相對較低。 二、目前學校之文化取向趨向「層級文化」與「團隊文化」；相對的重視外部環境控制之「市場文化」取向為最低。 三、在學校創新經營方面，以「課程與教學」、「資訊科技」與「行政管理」創新經營較高，「教師知識分享」與「外部關係」創新經營較為偏低。 四、國小校長運用轉型領導有助於學校創新經營之實踐；其中轉型領導之「智識啟發」、「激勵共成願景」、「願景與承諾」對整體學校創新經營最具預測效果。 五、在學校文化取向方面，以「團隊文化」與「權變文化」最有助於學校創新經營。 六、轉型領導與學校文化取向同為學校創新經營所需要。若校長轉型領導能同時配合促成有助於創新經營之團隊式、權變式學校文化風格，將更有助於學校朝向各方面創新經營實務。 七、教師所知覺校長有較高學歷、年輕以及在該校年數較長者，校長轉型領導的程度較高。 八、中型規模學校與私立學校校長轉型領導的程度較高。 九、年長、資深、兼任行政職務教師所知覺轉型領導的程度較高。 十、位於院轄市、省轄市之學校，其部分學校創新經營的程度較佳。 最後，本研究並對教育行政機關、校長、學校與未來研究提出提出以下之建議： 一、對教育行政機關之建議： （一）校長職前與在職訓練，宜融入轉型領導相關課程。 （二）應加強校長之專業發展，以塑造良性文化與提昇學校創新績效。 （三）應適度控制學校經濟規模，以利於轉型領導之推動。 （四）應定期訪視與考核學校之創新成效，並獎勵績效卓越之經營團隊，以催化學校創新之動力。 （五）應鼓勵各區域內不同學校結合為創新之夥伴學校，彼此合作交流，營造具分享之創新社群。 二、對校長之建議： （一）應增進校長轉型領導之智識啟發、激勵共成願景與願景與承諾層面，以發揮學校創新經營成效；應展現變革的態度與行政支持，以提高學校創新經營績效。 （二）校長於行政管理與資訊科技創新經營方面，尚需加強轉型領導之親近融合與尊重信任層面。 （三）校長宜多個別關懷年紀較輕、年資較淺，以及未兼任行政職務之教師。 （四）校長應同時使用轉型領導及有利於創新之文化取向，以增加學校創新成效。 （五）校長應展現轉型與變革的態度以及對於行政之支持，以提高學校創新經營績效。 （六）校長應積極在職進修，以提昇專業智能。 三、對學校之建議： （一）學校外部關係創新經營層面，應增進學校動態能耐。 （二）應加強教師知識分享創新，以增進創新之可能。 四、對未來研究之建議： （一）研究對象方面，建議擴大研究群體。 （二）研究方法方面，建議深化研究之脈絡。 （三）研究工具方面，文化取向計分方式調整，並擴充學校創新之向度。 （四）內容方面，建議以知識創新情形為主軸，並將經費之因素納入考量。 / The purpose of this study was to explore the relationships between principal’s transformational leadership and school cultural preference and school innovative management in elementary schools. The difference between principal’s transformational leadership and innovative management of school, principal’s transformational leadership and innovative management of school, school cultural preference and innovative management of school were tested by various demographic variables and environmental variables. Moreover, researcher probed the interaction among them and examined if the assumptive model was appropriate. In the study, principal’s transformational leadership was respectively divided into six dimensions, there were “intimateness and integration” and “vision and commitment” and “visions inspiration” and “respect and trust” and “intellectual stimulation” and “individualized consideration”. School cultural preference, according to Competing value framework, could be divided into four quadrants—clan, adhocracy, market, and hierarchy. Schools’ innovative management were divided into five dimensions, there were “administration and management”, “knowledge sharing”, “exterior relationship”, “information and technology”, and “curriculum and teaching”. The study was proceeding with survey study as well as literature reviews. According to the result of literature review and the purposes and issues of this research, a 6-point Likert-like scale was made for data aggregation. 1435 teachers in 63 public and private elementary schools were surveyed in terms of the school size and location. Finally, 1152 data were collected and used to analyze the status quo of principal’s transformational leadership, school cultural preference and innovative management of school and the relationships among them. The data were analyzed with SPSS Version 10.0 for Windows at the 0.05 level. Statistics methods such as internal consistency, factor analysis, ANOVA, stepwise regression and LISREL were used to data analysis. The findings of this research were listed below: 1. Most of the elementary school’s principal were emphasized on “vision invigoration”, some of them emphasized on “visions and commitment” and “respect and trust”, fewer emphasized on “individualized consideration”. 2. Hierarchy and Clan were the current culture preference of school; Market culture, which took much attention to exterior surroundings, was deserted. 3. On the innovative management of school, “curriculum and teaching” and “information and technology” and “administration and management” were scored higher than “knowledge sharing” and “exterior relationship”. 4. Principal’s transformational leadership induced to the practice of school innovative management; especially the “intellectual stimulation” and “visions invigoration” dimensions were found have higher predictive efficacy than “individualized consideration”. 5. On the school cultural preference, Clan and Adhocracy were more contributive to school innovative management. 6. The appropriateness assumptive model among principal’s transformative leadership, school cultural preference and school innovative management was considered to be fine. 7. Under the consciousness of school teachers, the principals with higher academic background, younger and more experienced did score higher on transformational leadership. 8. The principals who were in middle-sized schools and private schools did score higher on transformational leadership. 9. The schoolteachers who were older, senior, administration experienced were more perceptive to principal’s transformational leadership. 10. The schools which located at Yuan-commanded cities and province- commanded cities scored higher on school innovative management. Based on the findings, several conclusions and recommendations were made for governmental authorities, principals of elementary schools, schools and further researchers.

大多數組織都存有各種資訊以及成功解決問題的經驗，但是由於缺乏知識管理之應用，這些資訊或經驗都不是很容易累積，且經常需要重複花費許多時間去找尋或整合一些零散的知識，造成組織資源與成本的浪費。 本研究以政大商學院為例，集中探討研究型知識與研究人員，並參考Advanced Distributed Learning (ADL)所發展之SCORM content aggregation model提出一個最佳實務模型The Shareable Researching Knowledge Object Reference Model (SREKORM)，希望透過對研究型知識的的系統管理，協助研究人員知識分享、創新，更可為組織累積智慧，創造價值。主要建議如后： (1)將知識呈現方式由傳統的文件轉換為知識物件呈現方式。 (2)將知識搜尋方式由傳統的全文檢索轉換為知識物件檢索方式。 最後，經由論文訪談的方式，了解研究人員從理論及實務對本研究的觀點，並驗證本研究付諸實行之可行性。 / Knowledge is generally available, but not always readily accessible, due to lack of knowledge management in most organizations. So people within organization always spent duplicate time to search or summarize scattered information. This study will focus on researching and researchers based on the College of Commerce, National Chengchi University, and reference the SCORM content aggregation model put forward by Advanced Distributed Learning, and then intends to develop a best practice of researching knowledge--The Shareable Researching Knowledge Object Reference Model (SREKORM), for the purpose of assisting innovation, knowledge sharing and accumulated. The proposal is as follows: (1) To transform the form of knowledge representation from traditional documents to knowledge objects (2) To transform the methods of retrieving knowledge from the traditional full text to knowledge objects. Finally, through case interview, the viewpoints of researchers regarding the theories and actual practices in research at NCCU can be understood and verified the availability of set up of SREKORM in NCCU offered by the current study.

本研究以第三代行動通訊（3G）技術標準之提出與應用，影響所及的相關產業活動的變化下，企業在經營策略發展上最佳的規劃方向為題。在無線通訊與網際網路持續交相演化發展，從前的窄頻已升級到寬頻，從前的有線已提升到無線、行動；顯然行動網際網路已取得未來發展的主流地位。由於寬頻行動網路的未來影響既深且廣，舉凡個人生活、企業經營、社會制度，及經濟活動都將出現解構與重組的變化模式，企業應如何掌握機先及變化的軌跡，調整企業的營運策略，將是企業成功的關鍵因素之一。 因此本研究從無線通產業發展的匯流趨勢出發;1)探討寬頻行動服務的技術與產業應用的發展架構;2)探討寬頻行動網路的生態演;3)整理有關的策略選項、解析產業結構的轉移，企業願景及核心競爭優勢的基礎。從而，運用解構與重組理論及動態的策略觀點，提出未來寬頻行動服務的策略發展規劃方向，以為企業策略管理研究之參考。 / Abstract This study is based on the application of the recent launched 3G technology standards to explore the impact on the related industrial activity and the strategy of optimizing the managerial benefits. Due to the recent fast development of the wireless communication and internet; the narrow band internet has been replaced by the wide band internet and the wire internet service has been replaced by the wireless and mobile internet service. The mobile internet will soon lead the industry in the near future. Since the broad band mobile internet is going to results in a huge impact on the personal lifestyle, industrial operation, social infrastructure, and even the economical activity. It becomes a key factor for an enterprise to face on the model and change of the upcoming disaggregation & aggregation and then adjust the current operational strategy to pursuit the sustain success in the future. Therefore, this thesis starts from the analysis of the future trend of mobile internet industrial development and then study on 1) the framework of broad band mobile service V.S. industrial application, 2) the Eco-revolution the broad band mobile internet, 3) the basis of strategic options, shifting of industrial infrastructure, industrial vision, and core competence advantage. Thus, this study utilizes the theory of the disaggregation & aggregation and the dynamic strategic point of view, to propose the strategic planning direction of future wide band mobile service, so as to be the research reference of business strategic management.

大學，一向被視為知識的殿堂；大學裡的實驗室，更是激盪新概念、產生新知識的重要場域。因此，大學實驗室可說是知識殿堂裡的智慧泉源；新的知識，不論是對於基礎科學的貢獻，或是應用技術的開發，都可以不斷地在那裡被製造出來。 為了明瞭大學實驗室裡持續創新的樣貌，特別是經過多代傳承、創新成果仍如湧泉般不斷出現的實驗室，本研究針對已在科學界屹立不搖一百三十三年的卡文迪什實驗室與八十三年的台大藥理學教室，進行分析後發現：維持優良的傳統與學風、仔細選擇研究領域並用心地開拓與經營、選擇優秀人才並加以培育，是他們得以歷經艱困草創期、成長期與轉型期，經過多代的傳承，仍在不同研究時期或領域都能獨領風騷的三項重要因素。 「傳統與學風」所保存的是實驗室的核心價值觀；這些核心價值是用以支持創新的土壤。「研究領域的開拓與經營」則須掌握大環境的變化，選擇適合發展的領域，並依據手中的資源擬定經營策略；這樣做即可保持身段的柔軟、不斷刺激進步。「人才的選擇與培育」則提供了足量的優質人力，可以執行創造的工作。 / Universities are considered as the knowledge palace while the laboratories therein are the most important places where surging the new concepts and producing knowledge. Therefore, the university laboratories become the wellspring of knowledge. Both basic and applied researches produced therein will contribute to the domain knowledge. In order to realize why some university laboratories can conduct persistent creation and innovation, two cases which have long history during several generations were analyzed; one is the Cavendish Laboratory of Cambridge University, U.K. and another one is the Pharmacology Laboratory of National Taiwan University, College of Medicine. Both laboratories are considered as the outstanding ones with very good performance in frontier researches. Moreover, many great scientists including Nobel Prize Laureates and Academicians were educated and trained in these laboratories. Most important of all, each generation of these laboratories kept producing creative and innovative accomplishments as well as the long-lived companies do in the business world. The main findings of this research are: 1. retaining the excellent traditions and academic atmosphere; 2. choosing research area carefully and managing it attentively; 3. selecting outstanding talents and educating them, are the key success factors to foster the university laboratories toward incessant innovation. First of all, the traditions and academic atmosphere they preserved are considered to be the core values which cultivate the emerging of creation as well as innovation. Moreover, these long-lived laboratories devoted themselves to the research areas which had been chosen very carefully based on the macro-environment and resources they had in hands. By doing so, they can keep on going forwards. Nevertheless, a lot of talents are necessary for implementing researches in these laboratories. After all, great creation or innovation could not come true without the elite.