教育改革近年來在世界各國蔚為風潮，而藉由市場的力量促進學校間彼此競爭是其中一項重要的理念，但促使教育市場化的結果，衍生出許多的爭議和問題。本研究以學校競爭、幼兒園品質、組織創新為主要變項，希望透過本研究來釐清三個變項間之關係，並瞭解學校競爭影響幼兒園品質、組織創新之情形。 本研究以台北市文山區和萬華區兩區立案之公私立幼兒園為實徵研究之對象，有效樣本共81份。並以描述統計、獨立樣本t考驗、單因子變異數分析及相關分析等方法來分析並驗證本研究所提出之各項假設。 本研究之主要發現如下： 一、本研究釐清學校競爭之概念內涵，並與幼兒園品質、組織創新作相關連結。 二、文山區和萬華區之幼兒園競爭程度分佈不均。 三、文山區之幼兒園競爭程度較萬華區高。 四、文山區和萬華區之幼兒園園長認為自身園所幼兒園品質之現況佳。 五、文山區和萬華區之幼兒園園長認為自身園所知識活動品質之現況尚待加強。 六、文山區和萬華區之幼兒園園長認為自身園所採用組織創新之現況佳。 七、學校競爭與服務品質呈中度正相關。 八、教學創新與行政創新呈中度正相關。 九、公立幼稚園採用行政創新比私立托兒所多。 最後研究者根據研究結論，就實務面和後續研究方向提出具體的建議，以期對未來幼教的發展有所助益。 / Educational reform has been a trend in western countries. School competition is one of the concept in market-oriented reforms. Yet, evidence on the actual benefits of market-oriented reforms is at best mixed. The purpose of the article is to integrative school competition and the relationship between ECE program quality and organizational innovation in kindergarten. A questionnaires survey are adopted for the study and were distributed to 153 kindergartens in Wenshan district and Wanhua district of Taipei City. The number of valid return rate was 54.2%. The data were analyzed with descriptive statistics, Person correlation, t-test, and ANOVA. The results were as follow: 1. This study investigated the concept of school competition, and linked up school competition with ECE program quality and organizational innovation. 2. This study revealed that the degree of competition between kindergartens was not equal. 3. This study showed that the competition in Wenshan district was higher than in Wanhua district. 4. This study indicated that ECE program quality was good in Wenshan district and Wanhua district. 5. This study showed that knowledge activity quality of kindergarten needed to strengthen in Wenshan and Wanhua district. 6. This study indicated that organizational innovation of kindergarten was good in Wenshan district and Wanhua district. 7. This study demonstrated a positive relationship between school competition and service quality. 8. This study showed a positive relationship between instruction innovation and administration innovation. 9.This study revealed that administration innovations in public school were adopted more than in private school. Overall, findings from this study pointed to several relevant implications for the early childhood education practice and follow-up research.

研究動機、目的與方法 前美國麻省理工學院媒體實驗室主席尼古拉斯．尼葛洛龐帝博士為了解決第三世界貧窮兒童的教育問題，宣布要設計、製造、推展一百美元筆記型電腦的構想，這個舉動引爆國際社會的關注，更在全球電腦產業間投下一顆震撼彈。 本研究以OLPC（One Laptop Per Child）「人人百元電腦基金會」為研究對象，由非營利組織的角度觀察，運用CORPS非營利組織模式，確認OLPC基金會的非營利組織屬性，分析其願景、運作及現況，並探討OLPC基金會的創新過程、創新表現、對電腦產業的衝擊，及其對非營利組織與社會整體的貢獻與影響。本研究省視創新對非營利組織的意義與價值，並提供相關理念與具體作法，以作為非營利組織創新發展的參考。 研究發現： 一 非營利組織組織OLPC基金會呈現多元創新的風貌： 1 產品創新-設計與開發超低價兒童電腦產品。 2 定價議題創新-製造百元美金的價格為目標。 3 銷售方式創新-以國家為推展單位，以合作協助替代市場競爭。 4 通路創新-產品流通派送價值鍊改變。 5 組織創新-組織功能由開發研究到社會服務。 6 教育創新-開發電腦軟體以及內容改良傳統教育結構。 7 經營模式創新-以非營利組織結合政府帶動企業發展。 二 OLPC基金會的創新貢獻： 1 在非營利組織方面：開啟國際間政府、企業與非營利組織之間跨部門參與的協力合作經營模式，並彰顯非營利組織的特質。 2 在產業方面：激發企業的想像力，促使企業進一步運用科技、整合資源，推動人類社會文明的進步。 3 在整體社會方面：推動革新傳統的教育思維和方法，建立知識共享平台，改善人文環境的品質與社會的發展潛能。 研究結論： 一 本研究以CORPS非營利組織模式分析，瞭解OLPC基金會是同時具有「公益型」與「專業型」的非營利組織，其願景宏偉和專業技術是其成功的主要關鍵，而無私分享則凸顯非營利組織的崇高精神。 二 在其公益使命的善因引導下，結合政府與企業的共同推展社會事業，其核心能力在於專業的科技技術與專業知識，以及敏感的社會觀察力。 三 OLPC基金會呈現多元創新風貌，涵蓋以下主要特點： 1 新經營模式:結合政府與企業以及本身的能力; 2 產品創新:觀念領先、突破限制、考量成本; 3 公益而後獲利:善因引導，以達成改變社會而努力; 4 知識創新與傳播擴散:善用資訊分享與參與。 四 OLPC基金會的成效與影響： 1非營利組織方面-高願景，新典範，合作共營的新境界。 2社會方面- 縮短數位落差，開放全球參與，改變社會觀念與價值。 3產業方面- 觸動新產品開發，開創低價新市場。 / This research is the case study of the OLPC （One Laptop Per Child） Foundation. Under CORPS model, which shows the OLPC Foundation is a Philanthropic Type and is also a Professional Type organization. OLPC Foundation has hers unique NPO attributes for public welfare. There are 7 aspects of OLPC innovations: 1 Product aspects: First to design and produce low-cost children computers. 2 Price Issue aspects: Setting 100 US dollars as market price. 3 Market Promotion aspects: Nations are the promotion units for fitting big scale sales. 4 Supply Chains aspects: Changing the products delivery system. 5 Organization aspects: Functions vary products research to social services. 6 Education aspects: Designing free software and content for better education. 7 Operation System aspects: Associating with the governments and enterprises to reach the mission. OLPC Foundation shows her contributions and influences in 3 ways: 1 For Non-profit Organization: OLPC Foundation creates a new way for cooperating with governments for social services. She shows the noble spirit and vitality of Non-profit Organization. 2 For Industry: OLPC Foundation creates a new manufacture field for low-cost computers. She is leading them to work benefits for children and young generations. 3 For Society: OLPC Foundation creates a better way to share knowledge and educate children with computers in the future. She is a pioneer for our human society. Most of all the OLPC Foundation devotes itself to a grand vision, using technology, willing to share knowledge to the public. She is expanding her influence and is an outstanding NPOs.

傳統商學院論文所探討的競爭態勢多半聚焦於廠商間的競爭，著重組織對組織、集團對集團的互動過程，本研究提出競爭的另一種型態，描述由個體所組成的非正規群體(駭客)與組織集團(廠商)的競爭，以病毒與防毒軟體廠商的互動過程為例，透過歷史的描述呈現電腦病毒、防毒廠商、戰爭三個構面。 本研究以病毒為描述主體作為邪惡的反方角色，並且深入探討其背後的核心操控者：駭客們的動機與行為，之後將相對應的正方角色：防毒公司拉進來，詮釋病毒與防毒軟體的互動過程。最後，整理出在歷史的演進之下，病毒/防毒戰爭過程中的脈絡與攻防特性，並演譯歸納出病毒的五大創新特點：技術Deeper、影響範圍Bigger、傳播速度Faster、病毒行為Smarter、產業結構Robuster。 綜觀國內外商學院論文，尚無類似論述，其突破性貢獻有三：其一，本研究提出以病毒負效用的特性作為創新的論述，至今無人提出，雖可議卻也空前；其二，本研究突破過去討論病毒相關議題僅考量單項變數的限制，以全面性的系統觀點探討其特性；其三，此類議題的相關論文處理方式多半以量化、實作亦或次級資料整理為主，本研究則進行深入訪談的田野調查。 基於創新來自於邊陲的概念，本論文希望排除道德的限制，單純從特性上加以考量其創新，並非鼓勵或褒揚之意。希望提供企業以另一個層次的角度思考本文所提出之創新觀點，應用於研發管理、創新管理、行銷管理、策略管理等領域，興許能有不同的創新解決方案。 / Most papers from the traditional business school discuss the competitions among manufacturers, and focus on the interactions between organizations and between groups. However, in this paper, we propose another type of competition - the competition between the hacker (composed by the individuals or non-regular organization) and the manufacturer (organizations or groups). Here, we take the interaction between virus and anti-virus software manufacturers as example to describe the 3 dimensions among computer virus, anti-virus software manufactures and their contests. In this thesis, we take virus as the evil side and expect to dig out the motivation and behavior of the hackers, and then we take the anti-virus software manufactures as the counter side to discuss the interaction between virus and anti-virus software. Finally, we sum up the 5 innovative characteristics of the virus: the skill is deeper, the incidence is bigger, the spreading speed is faster, the virus behavior is smarter and the industrial structure is more robust. In this thesis, there are 3 unprecedented distributions: first, we propose the innovative concept by using the disutility characteristic of virus; second, we breakthrough the restriction that only taking the single parameter into consideration, and we take the total system viewpoints into consideration to discuss its characteristics; third, instead of quantification, experimentation, and sub-data collection, we do the research through the interview and the field work. In this thesis, we wish to eliminate morals constraints, just consider its innovative concept, and not mean to encourage or commend it. Furthermore, we expect to provide the enterprises another way to think about this new concept, and apply it in research and development management, innovation management, marketing management, strategy management, and so on. We believe that there will be some other different innovative solutions.

創新是進入二十一世紀以後，全球共同關注的焦點議題，不論對企業或對國家而言，均可謂扮演著成長引擎的角色；而本研究進一步認為，產業創新是企業在思考更上一層樓時應該著眼的大方向，更是政府在創造國家競爭力上不可忽視的重要課題，有必要了解其本質與內涵。由於過去文獻大部份僅探討以企業為主體的創新議題，即使論及產業創新，亦多屬定義上的著墨，缺乏具體且完整的架構論述，因此本研究透過實際案例來探討產業創新的實際內涵與具體模式，研究本身即屬一創新產物的聯盟組織──A-Team，以產業創新的觀點探究其如何造成台灣自行車產業今日的創新升級，藉由架構出其已證明可行的模式與實務操作重點，提供產業界應用之參考。 此外，不同於一般對A-Team強調其內部互動結果的相關研究，本研究同時亦重視A-Team發展過程所遭遇的實務問題與解決過程，並發掘其尚有待突破的問題與原因，最後也提出相應的建議。本研究同時亦回顧台灣自行車產業一路發展至今的歷史，發現其階段性成果之體現恰可說明台灣中小企業的一種「軟實力」，故本研究亦建議政府有關單位應重新思考固有對「傳統產業」的區分是否適當，本研究認為政府未來在制定產業政策時，尚可納入產業的競爭力、獲利力等思考面向進行規劃。 本研究針對產業創新與實務案例進行關聯性與理論化之探索研究，嘗試由實務案例歸納出一完整可供實務界參考之產業創新模型，而研究結果摘要如下： 1.A-Team的出現乃欲解決台灣產業外移與自行車產業走入價格競爭困境之問題，是故其產業創新背景來自產業遭遇困境，產業創新動機乃出自於欲解決產業所面臨之問題。 2.A-Team重新定位台灣自行車產業在全球扮演的角色為──「台灣為全球自行車市場創新樞紐及創新產品與服務的來源」，以此作為努力的大方向。由此可見就全球化競爭的產業而言，產業創新第一步在於建立其差異化的市場定位，產業創新過程的任何戰術均為達此戰略目標而來。 3.A-Team由巨大與美利達兩大世界級成車廠聯手發起，首先由其供應商與協力廠中篩選、募集初始會員，會員組成涵蓋產業上、中、下游廠商。由此可知，產業創新涉及整個產業鏈，非產業任一端所能獨立達成，而台灣自行車業以其獨特的產業聯盟方式成立A-Team，作為產業創新的樞紐。 4.A-Team定調其發展主軸在「協同管理」、「協同開發」、「協同行銷」，實際執行方式乃由協助會員導入豐田生產管理(TPS)與E化做起，改善會員廠商的生產製造管理效能，此亦目前實踐得最為成功的一個軸心。由此可知，台灣自行車產業原來有著生產製造、研發設計、經營行銷能力上的「不夠好」問題，為了開創「夠好」產品的新市場，乃在A-Team架構下結合產業鏈各端，以「集體學習、個別改善」的方式進行整體產業能力的提升，因此提升產業成員能力是傳統製造業創新升級的首要課題。 5.承上，在A-Team的發展主軸中「協同管理」在生產製造能力的提升上，因導入TPS、引進資訊科技，及施行會員彼此定期觀摩與檢驗成果的作法，而有顯著的精進，然在「協同開發」、「協同行銷」方面則尚未達到令A-Team滿意的成績。本研究認為A-Team在「協同開發」、「協同行銷」目標上至今仍難以突破的原因，除了研發設計與行銷實力本來就不易由內部短期培養而成之外，另一大關鍵因素在於A-Team會員中其實存在競爭關係，巨大與美利達即是一例，因此產業創新就A-Team模式來看，不可忽視「利益衝突」的問題，本研究建議從「智慧財產規劃管理」的面向去解決；而行銷議題則建議應思考以發展「產地品牌」為共同行銷所努力的目標，讓「台灣自行車」在全球建立像「紐西蘭奇異果」一樣的國家品牌印象，此亦產業創新可作為其後維持競爭力的參考策略。 6.A-Team創造自行車產業在台灣與大陸的兩岸分工生產模式──A-Team許多會員原來其實已將公司、廠房移至大陸，在A-Team的要求下才又將部份基地遷回台灣，而形成台灣研發生產高級自行車、大陸生產中低階自行車的分工模式，其中巨大與美利達乃以創造副品牌或第二品牌的方式行銷不同等級的自行車，並堅守高級自行車由台灣生產組裝的原則，以落實兩岸自行車產業的差異化。由此可見，處於全球競爭環境之中，產業與企業在世界工廠的磁吸效應下，外移成本低廉國家並非維持競爭力的唯一途徑，A-Team即是為了解決此種產業兩難問題的創新產物，因此產業創新可參考台灣自行車A-Team模式而發展產業在本地的新價值，此亦可視為一種破壞式創新，而欲解決的是傳統產業「既有市場」(因價格競爭造成產品不夠好)與「新市場」(研發生產夠好的產品以創造新的市場需求)之間的兩難困境，上述亦為本研究一獨特之發現，即傳統產業所面臨的「兩難」與哈佛大學教授克里斯汀生研究科技產業所提出的「創新的兩難」中之「兩難」恰相反，然事實上卻有異曲同工之妙，最後仍可經由實踐「破壞性的創新」而改變市場現況，因此本研究結果不僅印證、更充實了克里斯汀生教授的創新理論內涵。 / Innovation is crucial for any corporation or country to stimulate their economic growth. Innovation should be indispensible in industrial strategy and government competiveness. However, most studies on innovation have focused their subjects on an enterprise rather than an industry; this study would instead try to explore the essence and nature about the innovation of a mature / traditional industry through a successful case, aiming to serve as a reference for industrial innovation practice. This research will study how Taiwan’s bicycle industry upgraded itself through the organization / alliance innovation, as is known for A-Team. A-Team comprises major companies in the bicycle industry. Its members are not only partners but also competitors. The study will gather some key successful factors of the innovation as well as the transformation on Taiwan’s bicycle industry and propose some suggestions for both A-Team and the industry from a perspective of industrial innovation. The findings of this study basically include: 1. The background and the motivation of Taiwan’s bicycle industrial innovation. 2. How the hub of the innovation in Taiwan’s bicycle industry, A-Team, practices its plans/strategies to achieve its objective of upgrading and renewing Taiwan’s bicycle industry. 3. The potential solutions for certain problems in A-Team’s present practice. 4. The steps for a possible model of an industrial innovation based on the case-study of Taiwan’s bicycle industry. 5. This study further found that it also works for Professor Christensen’s theory—“Disruptive Innovation” to apply in the innovation of a traditional industry, but the innovation dilemma in the traditional industry is a reverse of that in the high-tech industry. 6. This study also demonstrates the “soft power” of Taiwan's small and medium enterprises by the active evolution in Taiwan’s bicycle industry.

本研究以台灣衛生棉條科技網絡的開展為例，目的在於探討使用者的力量如何帶動一個社會技術網絡的擴充。衛生棉條引進台灣已逾30年，但卻因為台灣社會文化脈絡中根深蒂固的價值觀腳本，再加上法令、市場與知識等結構性障礙的阻力，讓衛生棉條這項技術物與使用衛生棉條的價值觀無法順利擴散。當政府當局與權力宰制都間接「不鼓勵」使用衛生棉條，台灣的生理用品市場現況與價值觀腳本又阻礙著衛生棉條科技網絡的開展時，推廣型使用者選擇從台灣主流的經期處理中方式出走，藉由推動生理教育與傳遞相關知識來打破傳統的價值觀腳本，利用創造多元選擇與開拓流通管道來掙脫台灣限縮的衛生棉條市場。台灣衛生棉條科技網絡的開展以「使用者」作為主要行動者，打破專家知識由上而下的擴散模式，創造出使用者主導的社會結構模型。當社會環境與市場機制處於「獨占」的情況，再加上傳統主導創新擴散的權威機構都處在反對的角色時，實際使用產品與經歷生理期的使用者為了追求更佳的身體經驗與取得產品的管道，便發揮她們改變社會技術環境的能動性並進行社會創新。性別結構的鬆動與新式觀念的出現也幫助推廣型使用者改寫台灣衛生棉條科技的社會腳本，台灣近年來開拓女性身體的潮流與社會價值觀漸趨開放的訊號，讓社會創新與社會文化風氣的轉變相輔相成，再加上網際網路所帶動的多元知識生產與資訊流通的跨國性質，讓推廣型使用者成功帶動一個日常生活科技的知識革命。凡妮莎等推廣型使用者的出現也型塑出新的常民專家文化，開啟另一種呈現社會技術網絡擴充的方式。本研究期望藉由使用者為衛生棉條科技網絡開展所作的努力，提供政府政策、教育單位、醫療權威與所有台灣民眾一個認識衛生棉條的機會與反思的空間，希望透過友善的政策環境與生理教育的配合，能夠成功改寫台灣女性的經期處理習慣與傳統的價值觀腳本。 / The purpose of this case study “Network of Tampon Technology in Taiwan” is to explore how users can do to expand a social-technical network. Tampon has been introduced to Taiwan over 30 years. However, this technical object and tampon usage cannot be spread successfully because of the deep-rooted script of values and the structural barriers of law, market and knowledge. As government and authority discourage indirectly from tampon usage, the restricted feminine hygiene products market and the script of values both disadvantage expansion of tampon technology, Promoter-Users choose to run away from the main menstrual management. They break the traditional script of values by strengthening physical education and delivering relevant knowledge, free themselves from the restricted tampon market by creating multiple choices and developing commodity circulation channels. “Users” are primary actors in network of tampon technology in Taiwan. They break the expert-oriented distribution model and create another user-driven structural model. As social environment and market mechanism are both monopolized, plus traditional authority in charge of distributing innovations is on the opposite side, users who use products and experience menstruation can still show their agencies and promote social innovations in order to pursue better body experiences and commodity channels. Loosening of gender structure and emergence of modern values help Promoter-Users rewrite the social scripts of tampon technology in Taiwan. Liberation of female body and unrestricted social climate make social-cultural transformation complement social innovations well. Diversified knowledge and international communication allow Promoter-Users to advocate a revolution of everyday-life technology. Promoter-Users such as Vanessa also initiate a new culture of lay-experts and offer another way of expanding a social-technical network. This study expects to provide governmental policy, educational organization, medical authority and the pubic an opportunity to know more about tampon and a space for introspection by introducing Promoter-Users’ efforts. We look forward to a more friendly policy environment and better physical education in order to rewrite the fixed menstrual management and the traditional script of values.

e-Health(電子化健康)透過資訊與通訊科技的使用，得以用較低的成本，將不同的健康照護服務加以整合，減少使用者接受服務時的障礙，並協助服務的遞送、改變服務的面貌。現今，由於消費者意識的抬頭以及網路資訊的普及，e-Health的使用者逐漸由醫療人員轉變為一般大眾，並由病人擴大到一般的健康者，其功能也由生病後的醫療照護延伸至生病前的健康促進，內容則包括了有形與無形的健康資訊服務，並以主動參與及知識分享為運作核心。透過這些的新觀念的引入，e-Health已產生本質上的改變，未來的科技將以更積極有效的方式，幫助民眾及早取得可信賴的健康資訊，提升健康資訊素養，進而對健康價值的觀念產生轉變，強化自我健康照護能力，本研究中將這個現象或過程稱之為e-Health 2.0。e-Health 2.0與過去的e-Health(或稱為e-Health 1.0)最大的不同，在於e-Health是以病人為主，並強調資訊科技可以運用在生病的過程中，提供診斷、治療與照護上的幫助，而e-Health 2.0則是藉由資訊科技，特別是Web 2.0，協助健康的民眾透過社會網絡(Social Network)及虛擬社群，主動參與其個人的健康管理，並透過個人健康資訊素養的提升，進而促使社群、服務提供者、產業以及政府機構改變健康照護思維的現象或過程。 醫療新科技的不斷進展以及人口老化、民眾對健康日益重視等社會環境多重影響下，世界各國在醫療上的支出均不斷地成長。透過資訊與通訊科技的快速發展，健康照護服務已產生重大的變革，因此，多數國家開始發展與建立國家e-Health政策，並期望透過政策的規劃及制定，因應未來環境與民眾的需求，提供前瞻、低成本高品質的服務，達到提升國家整體健康照顧系統能力的目標。然而，e-Health 2.0現象方興未艾，其影響與範圍雖大但卻缺乏有系統的評估，故本研究透過文獻回顧、次級資料分析及專家深度訪談，建構出e-Health 2.0的定義、內涵與決定因子，並進行發展策略分析，評估未來環境可能發生的情況及其中的影響層次，整理政策制定時有用的資訊，協助公私部門決策及因應，最後，也歸納提出具體可行暨可管理的短中長期目標，供後續研究與實務應用時參考。 / E-Healh is a revolution to drive the radical change in health care services delivery. In spite of using the information and communication technologies, e-Health could integrate the different health care services into a customer-oriented service delivery system and benefit the different stakeholders. However, the mind set of e-Health is gradually changed as the services and applications extend from patients to healthy people. In order to provide better services and applications, e-Health needs to focus on not only supporting proper and trusted health care services but consolidating the value of prevention and health promotion. Internet developments that brought us sites such as Facebook, YouTube and Wikipedia are now set to revolutionize health care. The idea of web 2.0 is now driving far-reaching changes in healthcare systems, a trend it terms e-health 2.0. Compared with e-Health which is mainly aimed at patients’ medical care services, e-Health 2.0 is a process or phenomenon of paradigm shift by means of that health information diffusion and social networking to improve the citizens’ health literacy in order to redefine the value of health care among stakeholders. Meanwhile, medical expenditure grows up continually as a result of the new technologies, aging population and social environment in many countries. The financial pressure of medical care already impacted national health care services policy so that governments are developing their national e-Health policy to fit the future need. The goal of e-Health policy is a reengineering process of health care to provide proactive, low cost and high quality services. As the e-Health 2.0 can reduce the gap among stakeholders and speed up the social change, it is a truly important role in the reengineering process. Our study based on literature review, secondary data analysis and in-deepth interview with expertise to construct the definition, content and factors of e-Health 2.0. According to the strategic analysis of e-Health 2.0 development, the study proposed several important goals and suggestions. They can be used as a template or guideline for such evaluation by researcher and practicer both before, during and after the implementation of e-Health 2.0.

我國保險業自2004年導入要保人數位簽章以來，不僅在推動上面臨困難，網路業務也未能順利拓展，然政府業務及金融交易已成功導入電子憑證的各項應用，未來，如何兼顧保險電子商務及數位簽章的應用發展，將是保險業的重大挑戰。本研究的主要目的在於探討保險業對要保人數位簽章的態度與傾向，以創新採用速率的主要影響因素作為理論分析基礎，探討風險資安因素對數位簽章的採用影響，以及金融保險憑證與政府相關憑證的採用傾向。本研究採郵寄問卷調查方式蒐集保險業對數位簽章的看法，總計回收有效問卷為46份。研究結果如次： 一、 產險業與壽險業皆不會因為風險資安因素而採用數位簽章。 二、 產險業配合政府政策而採用憑證的意願偏低，壽險業配合政府政策而採用憑證的意願較高。 三、 產險業傾向不採用網路保險憑證，但傾向採用網路銀行憑證、網路下單憑證及政府相關憑證。 四、 不論是網路保險憑證、網路銀行憑證、網路下單憑證及政府相關憑證，壽險業皆傾向採用。 我國保險業如擬繼續推展要保人數位簽章，本研究建議： 一、 訂定未取得要保書正本簽名或未採用數位簽章所應遵循的規範，包括傳真簽名及其他身分確認機制，以創造有利於網路業務發展的環境。 二、 擴大要保人數位簽章的應用範圍，包括開放保險業銷售中風險的保險商品，以及授權保險業存取政府資料庫管控核保風險等，以利保險業提供差異化的網路投保服務。 三、 原則上，以政府相關憑證為主，金融憑證為輔的方式推動保險業採用數位簽章，如有推動上的困難，則改以保險憑證為主，金融憑證為輔的方式替代，並開放保險憑證及金融憑證可經由異業結盟互為使用。 四、 基於維持保險電子商務市場秩序考量，保險經代人經營電子商務宜納入保險業管理規範，以建立公平的市場競爭環境，俾利保險業經營網路投保業務，消費者享有更多保費折扣優惠。 關鍵字：數位簽章、創新感知屬性、網路投保、保險電子商務 / Since the insurers employed insured digital signatures in 2004, they have not only faced difficulties in promotion but also expanded online businesses hardly. However, the government businesses and the financial transactions have fulfilled various applications of digital certificates successfully. In the future, how to well develop the applications of e-insurance and digital signatures at the same time will become a significant challenge for the insurance industries. The major goal of this study is to delve into the insurers’ postures and bents toward the implementation of insured digital signatures. The analysis theory is based on primary factors of affecting the rate of adoption of an innovation. It supports to explore the influence of operational risks and information securities upon the use of digital signatures, and the tendencies of the use of financial digital certificates and government-related digital certificates. To collect the required data provided by insurers, this study used mail questionnaire method, totaling the valid questionnaire of the recovery as 46s. The findings are listed as follows: 1. Both the P&C insurers and the life insurers do not adopt insured digital signatures due to operational risks and information securities. 2. Regarding the compliance of the government policies, the P&C insurers incline not to adopt digital certificates. However, the life insurers incline to adopt digital certificates. 3. The P&C insurers incline not to adopt insurance digital certificates, but incline to adopt banking digital certificates, stock-dealing digital certificates and government-related digital certificates. 4. No matter what kind of digital certificates are, including insurance digital certificates, banking digital certificates, stock-dealing digital certificates and government-related digital certificates, the life insurers incline to adopt any of them. If the insurance industries would like to continue to advance the development of insured digital signatures, the propositions are listed as follows: 1. In order to create a beneficial environment for the development of online businesses, this study suggests developing directions for the signatures by fax and the other signer authentication mechanism. 2. In order to let the insurers offer differential online insurance services, this study proposes permitting the insurers to sell middle-risk insurance products and access government databases for underwriting risk management. 3. In principle, it is preferable that the insurers employ government-related digital certificates and financial digital certificates. If hardly, the insurers employ insurance digital certificates and financial digital certificates instead. Moreover, both digital certificates have reciprocal usage for each other by means of strategic alliance from different financial businesses. 4. Based on the consideration of keeping e-insurance market order, this study propounds that the e-insurance of brokers and agents are incorporated into directions for the e-insurance of insurers in order to establish a fair market competition environment. It is helpful to insurers’ online businesses and consumers’ preferential premiums. Keywords: Digital Signatures, Rate of Adoption of an Innovation, Online Insurance, e-Insurance

台灣高科技代工製造業在全球攻城掠地，以強大的規模經濟為出發，在國際上以成本競爭建立起今日強大的地位，有別於這些檯面上的大型高科技廠商，其實台灣還有另外一群占據了利基市場的中小型高科技廠商，他們沒有龐大的土地、沒有寬廣的廠房、沒有動輒破萬的員工數，沒有精密計算的財務槓桿，他們運用深耕利基市場的決心，創造了台灣的另一種企業神話。 本研究以此出發，選定利基產業中最具代表性的安全監控產業作為研究對象，從中選出兩間獲利能力最強的代表廠商奇偶科技與陞泰科技，以深入訪談的方式了解兩間個案公司建立核心能力的途徑，並利用哈佛大學Dorothy Barton(1998)出版的專書「知識創新之泉-智價企業的經營」中所指出的核心能力建構模式加以分析兩間個案公司之所以能形成強大核心能力的關鍵因素。 透過二手資料的蒐集與深入訪談，本研究認為兩間個案公司之所以能形成強大、特殊的核心能力，主要與其明確的研發策略、對市場需求的反應與創辦人之背景高度相關，透過創辦團隊引進獨特的經營哲學，於此哲學之上建構具體的研發目標，輔以快速的蒐集市場資訊、與使用者互動擷取需求的機制，個案公司得以主宰安全監控產業。 本研究也指出了整套的核心能力建構流程，供其他位於利基產業的廠商參考，期許台灣未來會出現更多這樣優秀的小規模科技廠商。 / Taiwanese high-tech manufacturing firms stormed the global market with low cost production capability and built solid market share. But there are still some other small Taiwanese high-tech firms that focus on niche markets. They don’t need big assets and large amount of employees, they don’t even use financial leverage to expend their operation. What they depend is the long time focus strategy that assured the high profit and non-replaceable status in their industry. Surveillance digital video recorder market is one of this kind of niche market. We chose two representative companies-Geo Vision and AVTech to do further case study and adapt the core capability building model which published by Prof. Dorothy Leonard Barton in the book “Wellsprings of Knowledge”to demonstrate the way this kind of niche high-tech companies build their core competence. Through this research, we found that the companies built their core capability base on the same pattern. Joint product development with users and market information screening made the case companies learn how to set a R&D goal that fits the expectation of users. Based on this goal, the case companies built their own R&D capabilities with different philosophy that their founders believe to realize the product concept. Through this pattern, the two case companies dominant the DVR industry. In this research we also found that the way they build their core capabilities is highly correlated to the back ground of their founder teams Moreover, we conclude the findings and integrated them into some simple ideas that other companies can adapt to build their own core capabilities.

隨著產業與經濟的全球化的浪潮下，「研發」與「創新」成為我國科技產業對抗全球的競爭壓力與推動組織營運的重要後盾，在新產品不斷推陳出新的帶動下，愈來愈短的產品生命週期，以及愈來愈多變的顧客需求，「速度」成為企業取得競爭優勢的關鍵因素，因此，我國企業紛紛透過導入產品生命週期管理（PLM）系統以縮短產品開發時程，使企業掌握新產品上市的先機。此外，透過PLM系統快速連結與蒐集研發知識，有助於企業實踐知識管理，加速組織與科技的融合與智慧財產的傳承，二十一世紀是知識經濟時代，企業能活用個人與組織內、外部的知識，則可創造價值並提昇企業競爭力。PLM系統使組織內研發之知識可有效的管理，並運用逐漸累積的資源形成的珍貴之研發知識，有效整合與串連成組織重要的知識資產；然而，知識管理之推展除資訊系統外，亦需要組織活動的配合。 本研究同時從組織與資訊科技（PLM）兩構面來探討研發單位的知識管理活動，旨在剖析台灣科技公司採用PLM系統下的知識管理活動，並瞭解影響研發知識管理的關鍵因素。本研究採個案研究法，首先經由文獻回顧導出實證研究的觀念性架構，再以此理論觀念模式為主軸進行個案訪談，實地深入訪談四家科技公司，瞭解其研發知識管理活動及運作模式。 本研究所得到的初步研究發現包括：（1）在研發知識管理推行實務上，企業需同時重視組織與資訊科技兩構面的作為，並將兩者平衡使知識管理達到真正的效益；（2）企業的知識分享文化與高階領導者態度等內部因素，對於研發人員的知識管理活動具關鍵影響力；（3）績效評估制度知識管理目標的配合，有助於知識管理效益的提昇；（4）企業研發創新的程度影響其知識創造的來源；（5）企業透過供應鏈的多元合作關係，形成知識創造的網路關係；因此，品牌廠商與代工廠商兩者的知識管理活動具有相依性；（6）企業透過PLM系統的採用將知識管理結合於作業流程之中，並使研發過程中個人之知識轉化為組織之知識；（7）企業的知識管理策略影響其知識擴散之作為。本研究最後並對企業經理人與後續研究者分別提出實務上與研究上之建議。 / Taiwanese high-tech industry has been emphasized the value of R&D innovation since 2000 in order to survive under the strong competition in globalization environment. The capability of innovation and efficiency of product development have been on the highly priority of companies. Hence, Taiwanese companies implement the product lifecycle management (PLM) system to improve product development schedule. Knowledge is an important intangible asset for companies in the 21th century. Because of PLM system, companies could manage R&D knowledge through collecting and linking R&D project or event. However, the promotion of knowledge management could not exist without the information systems and organization activities. This article considers the knowledge management activities from organizational and technical aspects. The purpose of the research is to examine the knowledge management of R&D division under the implementation of PLM system, and find out the key factors which influent R&D knowledge management. The research adopts four Taiwanese high-tech companies as Case Studies and has interviews with managers to understand knowledge management in R&D division under the implementation of PLM system. By knowing inside information of knowledge management in the R&D division of companies would make my research more practical and well-organized to give examples and facts to the future implementation of PLM system for Taiwan industries.

現今產業環境變化加速，知識工作者高度流動、產品生命週期越來越短、以及研發成本不斷提高，「創新」出現了革命性的變化。封閉已經成為過去，現在是「開放式經營模式」的時代，要掌握決勝未來的關鍵，就必須掌握與合作夥伴創新的能力。這個新模式，不只改變了企業的成長動能，更重要的是它改變了遊戲規則。「開放式經營模式」已經成為跨越地理疆界、打破速度、解決資源匱乏的新存亡關鍵。 / 企業向外尋找創新來源的過程中，必須積極地自外界搜尋、截取新的想法、資源，同時也要讓企業內部所研發創新的技術向外流出，讓外界運用。此外，企業必須進行經營模式的創新，與更多的供應商、顧客形成一新的產業生態系，企業主導其經營模式成為平台，與經營的夥伴共同承擔風險，同時共享其利潤，從中為整個產業生態系創造更大的價值，也為自己的企業創造更大的價值，此即為「開放式經營模式」的典範。 / 本研究將分析探討究竟企業是如何逐漸從原先的經營模式逐漸演進為開放式經營模式，理解其演進發展的過程中關鍵的成功因素為何，企業需經歷哪些重大的變革，以及企業欲成為開放式經營模式之平台的主導廠商，需要哪些關鍵的能力及資源。本研究採用歷史研究法及個案研究法，以台積電作為個案之例進行研究，發現從企業的核心策略演進分析、策略性資源演進分析、顧客介面演進分析、價值網絡演進分析，分別找出了企業演進為開放式經營模式的關鍵因素，且發現這些關鍵之間彼此有著緊密地互動與連結，而「開放式經營平台」即扮演著此一重要的角色。 / 透過本研究的分析探討，提供業界企業經營模式的演進以成為開放式經營模式之模型參考，以及企業欲實踐開放式經營模式實務上的作法，對於Chesbrough（2006）所提出之開放式經營模式的理論得到了實務上的驗證。此外，本研究亦提供了一結合Chesbrough（2006）開放式經營模式觀點以及Hamel（2000）經營模式理論之基礎架構，可作為研究探討企業開放式經營模式之演進歷程分析的理論基礎，且針對原先學者所提出的理論進行相關的討論與進一步的詮釋與修正。此外此一基礎架構也提供產學界對於未來開放式經營模式相關的管理議題，有更多後續的研究與發展。 / The environment of industry is rapidly changing and highly turnover rate of knowledge workers. Product lifecycle become shorter. R&D cost increases constantly. “Innovation” has the revolutionary change. Closing has already become the history. Now, it’s the era of “Open Business Model”. For controlling the key of success in the future, we should control the ability to innovate with partners. This new model not only transforms the growth kinetic energy of the enterprise but also changes the game rule more importantly. “Open Business Model” have become the live or dead key of crossing over the geographical boundaries, breaking the limitation of pace, and solving the problem of deficient resources. / In the process of enterprise finding innovative sources from the outwards, enterprise must search for the external world actively, acquire the new ideas and resources, and let the internal technology of R&D innovation flow to the outwards for the application of external world at the same time. Besides, enterprises must proceed the innovation of business model and collaborated with more suppliers and customers to sustain in the new eco system. Enterprises will lead and change business model in e-platform, undertake the risks with business partners, and share the profits together at the same time. In the process, not only it creates more values for the entire eco system, but also it creates much more values for itself. It’s the paradigm of “Open Business Model”. / The research analyzed and observed how the enterprise developed from the original business model to the open business model gradually. We realized what the critical successful factors are in the development period of evolution process, what the significant changes the enterprise need to experience, and what the keys of capability and resources the enterprise need to become the leading manufacturer of the open innovation platform. The research adopts historical research and case study method, and takes the Taiwan Semiconductor Manufacturing Company (TSMC) as a case study for the research. Based on the open business model perspectives, “core strategy”, “strategic resources”, “customer interface” and “value network”, the research find out the key factors in the evolution period. Moreover, the research observed the “Open Innovation Platform” plays an important role on interactive relationship between these critical factors. / The research also provides enterprise the framework of how to evolve into open business model, as well as the practical experience of how to approach the open business model. The theory of open business model which Chesbrough (2006) proposed is verified in real business. In addition, the research also provides the basis of the theoretical framework which is the combination of Chesbrough (2006) open business model perspective and Hamel (2000) business model theory. It could be used as the foundamental theory of analyzing the open business model evolution for the following research. This research also provides the topics of the following open business model or other related managerial issues for the academic and practical research.