本論文主要研究非營利組織推動社會創新過程中的網絡關係，希望從中瞭解非營利組織推動社會創新的實務情形並從中找到創新成功的關鍵。近年來興起的社會創新活動代表的是一種創新的思維，希望跳脫傳統的框架之外，找到一個更有效解決社會問題的方法或途徑。本研究以網絡關係做為分析的主要理論架構，透過網絡的架構瞭解在創新的過程中有哪些重要的參與者，各自扮演了什麼角色？網絡的建立過程為何？以及社會創新網絡的過程中有哪些因素影響到創新的成效？ 本研究採用質性研究，並使用文獻分析、深度訪談和個案研究為主要的研究方法。本研究選定「街遊Hidden Taipei活動」為研究個案，分為創新網絡的萌發期、創新網絡的發展期和創新網絡的困境與未來展望三個部分，透過分析其中幾個主要參與者如芒草心協會、萬華社區大學、萬華社福中心、夢想城鄉協會和街遊活動發起人曾小姐間的互動網絡關係來瞭解街遊創新方案各參與者的動機、互動的模式、創新發展的歷程以及未來可能的創新方案。研究發現包括： 一、 創新網絡的萌發期 (一) 相同的參與動機和跨部門間價值觀的衝突是創新發展初期的基礎 (二) 透過社會資本建立相互合作關係 (三) 各參與者是平等的互動關係 (四) 導覽課程的規劃做為各參與者之間的溝通平台 (五) 跳脫與傳統公部門的互動方式 二、 創新網絡的發展期 (一) 以信任為基礎的合作關係有助於網絡的穩固和擴展 (二) 與社群媒體的互動有助於創新理念在地扎根 (三) 合作的行動策略是影響創新成功的因素之一 (四) 跨部門身分的參與者是創新過程中重要的中介角色 三、 創新網絡的困境與未來展望 (一) 對街遊創新方案價值觀上的差異是主要困境 (二) 跨部門的互動連結是未來發展的重點 關鍵詞：非營利組織、網絡、社會創新

在全球化及產業結構快速變遷的世界潮流之下，廠商欲維持競爭的優勢，必須持續更積極投入研發創新活動；同時為了拓展近年來蓬勃發展的大陸市場，在兩岸經貿更加緊密後，外商亦積極增加在台研發創新活動。本研究首先彙整國內外研發創新活動相關研究實證文獻，進一步探討兩岸關係更加緊密後研發創新活動之影響因素；再以2007年經濟部投資審議委員會「華僑及外國人投資事業營運狀況調查表（非服務業）」問卷資料為分析對象，加以實證研究，並運用Probit Model進行迴歸實證分析，從「廠商特性」、「營運特性」以及「策略因素」等三面向，探討兩岸經貿更加緊密對外商在台研發創新活動之影響因素。實證結果發現，「資訊電子業」、「技術密集度」、「鬆綁兩岸經貿政策」、「技術來源」及「當地市場潛力大」等五項變數對於研發創新活動有顯著的影響且為重要決定因素。

2000年之後，全球各地受到網際網路泡沫化的影響，帶給網路生態莫大的衝擊，當其他網路公司還汲汲營營的苦惱如何賺錢的同時，線上遊戲的廠商卻異軍突起，開拓了網路世界的巨大商機而成為業界的當紅炸子雞，讓社會更重視這塊領域。也因此近年來研究遊戲領域的論文開始激增。 然而大部分研究者研究的領域都在於產品行銷面以及產業發展面，論及對於遊戲最重要的議題--創新之文獻很少，因此本研究決定以此塊領域做為研究之基本方向。本研究以個案研究法，針對台灣自製遊戲公司，探討線上遊戲與單機遊戲在產品特性與創新組織平台上的差異，本研究之研究發現如下： 一、遊戲網路化對產品特性之影響 1.遊戲網路化會導致遊戲之產品生命週期變長並導致遊戲之產品生命週期類型改變 2.遊戲網路化會導致遊戲之【遊戲內容設計】概念及【遊戲程式設計】重點有所轉變 二、遊戲網路化對創新組織平台之影響 1.線上遊戲與單機遊戲之專案組織結構沒有明顯差異，而遊戲開發之專案團隊傾向於以【重型團隊】、【自主型團隊】或【固定式團隊混合矩陣式運作】。 2.線上遊戲專案團隊若採取重型團隊運作將在遊戲營運時期時採用不同的任務編組：部分專案傾向將核心成員留下繼續後續遊戲版本的研發，另一部份之專案運作則傾向將遊戲分為遊戲製作團隊與維護團隊來維持遊戲的營運。 3.遊戲網路化不影響專案團隊內部之概念溝通與問題解決方式：無論是線上遊戲或單機遊戲之專案團隊皆傾向以『會議』以及『原型試製』的方式。 4線上遊戲之專案團隊與其他部門間之跨部門連結與移轉較單機遊戲之專案團隊強。 5.線上遊戲之專案團隊採取較多元且即時的機制與顧客/市場端連結。 三、其他研究發現 1.線上遊戲專案案傾向設置新的組織角色—GM，作為研發端與顧客端之橋樑。 2.線上遊戲專案傾向於激勵顧客，以提高顧客參與共同開發之程度。 3.線上遊戲專案之成員傾向於參與自己研發之遊戲以利於後續版本遊戲之研發。

「擴散理論」的探討一直是行銷領域中很重要的一項課題，而「電子貨幣」是近幾年來新興的一項產業，本論文主要結合這兩項，以實務的電子貨幣，做理論上的印證。 實務上的電子貨幣，本論文選擇了國內目前存在的五個電子貨幣做探討，即金資電子錢、捷運悠遊卡、Mondex電子現金、百視達加值卡以及東元數碼通，並且加上香港甚為成功的「八達通卡」和行之有年的「VISA信用卡」，以其特性和現行運作狀況做一探討，而理論上的「擴散理論」則從四個構面進行分析與比較，分別是外部環境、擴散因子、擴散管道和擴散族群，最後研究發現提出了電子貨幣的特性、擴散特徵的比較、四構面的分析、保齡球道理論以及未來電子貨幣面臨的問題等，嘗試從多個角度看此電子貨幣產業。 / The diffusion model and theory always was an important topics at marketing field，and the Electric cash(E-cash) was a new industry and payment tool at Taiwan local market，this thesis combined the diffusion theory and practical E-cash to research their relationship and some topics. Objectives This thesis try to investigate the growth of e-cash，include the five kinds of currently e-cash at Taiwan，such as Mondex、MRT yo-yo card、FISC e-cash、Blockbuster value-add card, and NETS. Survey the diffusion of distinguish at customers，the model of each different products the same or not. The furthermore，this thesis still try to establish the common diffusion model of E-cash. The main of object of this thesis are: 1. The Characteristic of E-cash. 2. The advantage of e-cash compare to traditional cash. 3. The Influence of product reformation，diffusion channels and environment on the diffusion of divisive customers. 4. The Bowling theory and niche market. 5. The future problem of E-cash to be met.

本研究旨在瞭解臺北市國民小學組織創新的現況，並探討學校組織創新所面臨到的問題與解決途徑。研究除針對相關文獻作探討，並以觀察學校與訪談方式進行，選定臺北市四所國民小學為觀察對象，並針對此四校校長進行訪談，以瞭解學校組織創新的現況，以及其所面臨到的問題、解決途徑。並將研究發現，說明如下： 一、學校組織創新因校而異，以環境創新與活動創新居多 二、學校創新共識不易建立，為學校組織創新最大的困難 三、學校組織創新經費不足，推動學校組織創新較為不易 四、校長積極倡導組織創新，以展現學校組織創新的成效 五、學校運用整合性的策略，來解決學校組織創新的問題 最後本研究根據上述發現，分別對教育行政機關和個案學校提出下列建議。 對教育行政機關的建議： 一、提供學校適當的經費，支援學校組織創新 二、建立獎勵學校的制度，激勵學校全面創新 三、舉辦創新成果發表會，鼓勵學校分享經驗 對個案學校的建議： 一、建立組織創新的文化，推動永續性的創新 二、推動由下而上的創新，讓創新落實於學校 三、觀摩他校的創新成果，激發出創意的火花

本研究是探討企業體內工業設計單位及獨立工業設計服務公司於產品開發活動中的溝通與創新管理。針對台灣目前在工業設計領域有優異成績的單位，觀察內部知識創造活動，即產品開發活動的過程，瞭解其企業定位與設計部門的角色、領導者管理風格以及組織溝通的方式，並比較不同組織單位在創新管理上的差異。企業體內工業設計單位之研究係以曾獲得台灣精品獎以及優良設計獎，並擁有自有品牌的廠商為研究對象。而獨立工業設計服務公司之研究則以在工業設計領域有優異表現的設計公司為對象。本研究之研究發現如下： 在工業設計單位的組織內涵與產品開發活動方面： 一、 長遠具野心的企業願景與明確的企業定位為工業設計單位良好發展的基礎。宏□提出「創新關懷」的品牌精神；震旦提出「Life @ Work」新工作環境，兩者強調設計力在現今及未來企業發展策略上的重要性，期望透過設計將顧客與產品串起功能性與情感性的連結，讓顧客在生活及工作上能夠與宏□、震旦建立長期關係。浩漢與卓嶽皆以提供客戶全方位完整的設計服務為定位，將設計能力視為企業生存及發展的核心能耐。 二、 為了讓設計部門獲得更多的資源和更大的權限，企業應該調整設計部門在組織中的架構，使設計單位得以達成目標。企業體內的工業設計單位在組織中不再隸屬於研發單位，而是獨立且平行運作：被提升與事業群平行（宏□），或者直接隸屬於最高層主管單位（震旦）。而設計服務公司的工業設計單位則為設計公司提供差異化服務與累積核心能耐的重要環節。 在工業設計單位領導風格與產品開發活動方面： 一、工業設計單位的領導人對所領導的設計團隊應該是要會鼓勵熱情的，以促使 成員對工作和組織產生了不斷改善的熱忱與創意。 二、 工業設計單位的領導人在團隊中應該扮演著設計與管理之間的溝通橋樑。不會直接涉入設計團隊的運作，而是協助團隊設定目標，並盡可能保證成員會獲得最大的自主權，對設計團隊的創意會給予適當的空間與尊重，讓設計團隊的潛能得以獲得發揮。 在工業設計單位組織溝通與產品開發活動方面： 一、 優秀工業設計單位會在產品開發前端，與高層經營單位做整體全盤的溝通，以瞭解高層對組織未來策略與方向的看法，並取得高層經營單位對產品開發策略的共識，獲得高層的支持與授權。企業體內的高層經營單位應在新產品開發活動的初期（即宏□的產品設計企劃階段；震旦的市場研究與策略發展階段）參與討論，以期在公司整體發展方向及策略等議題上產生全體的共識。在產品策略及方向確定後，則需充分授權給相關單位來執行，而不會過渡干涉。設計服務公司的高層經營單位應授權給設計部門的主管與設計師，設計創意由設計師們來掌握，（浩漢與卓嶽的）高層則是扮演公司對外與客戶建立情感關係的角色。 二、 工業設計單位領導人與設計師應該在產品設計階段（即產品開發過程中的黑箱階段）進行密切地溝通，以即時的口頭方式的非正式溝通來對設計案的方向、解決問題的方法等議題產生共識，以求直接立即的回應。 三、 工業設計單位儘管會因為組織規模較大，在管理制度上較為完整健全，如宏□設計處在宏□集團之下可支配資源較多，集團內部也有建置知識管理系統，不過工業設計單位裡的成員仍應該以面對面的溝通方式，而非過度依賴數位科技的管道，對工業設計來說成員的知識較傾向經驗性知識，需要藉由直接口頭溝通較能獲得完整明確的概念想法。 四、 工業設計單位領導人與設計師之間的溝通不應該特意保持層級的存在，雖然會有職稱上的分層，但譬如在產品設計階段中進行設計展開的腦力激盪時，經理階層設計師和設計師須共同平等發表意見的。去垂直權力距離的管理方式將對工業設計單位的創意激發有正面的助益。 五、 工業設計單位應該設計有助於創意的物理環境，給予成員開放彈性的工作空間，促進非計畫內的溝通，以增加意外連結的機會。並且會嘗試運用擺設品等感官刺激物來營造創意氣氛。 六、 在產品開發活動中，PM應是扮演整合者、協調者的角色，負責串連整個流程，掌控設計進度時程，並確保各部門對所開發的產品有一致的共識。企業體內的工業設計單位設置有隸屬設計單位的大PM，並由設計單位的大PM來負責啟動產品開發活動，且其職權在產品線的小PM之上。如宏□設計處設有產品企劃的大PM，由他來整合當地產品線小PM所回饋的資訊；震旦設計中心設有大PM，其負責年度產品企劃與資源整合，與事業部底下的小PM負責資訊回饋和後段行銷企劃的職責不同。工業設計服務公司也會在執行設計的單位和經營階層分別設置PM。如浩漢在兩個事業部下有PM部門，在企劃研究組裡也設置大PM。事業部的小PM負責細項的執行，企研組的大PM負責啟動產品開發活動（與客戶的業務接洽）與擁有更大的資源調度權限。卓嶽有大PM部門負責啟動產品開發活動（與客戶的業務接洽）另外在設計部門設有設計小PM，掌控產品設計的進度與品質。 七、 工業設計單位與外部組織的溝通，應由PM或PM與ID人員共同參與，因為兩者涉入整個產品從企劃到設計完成的開發過程最為完整。而外部溝通可分為兩類。一是企業設計單位對外部協力製造廠，議題為討論產品製造的可行性與廠商是否具備相關生產技術；二是設計服務公司面對客戶的溝通，議題為產品概念與設計規格等開發前段討論。 / ABSTRACT The future trend of Taiwan’s industries will have to step into total transformation from OEM to ODM and OBM and it’s the only measure for Taiwan to be able to face the fierce price competition from China. The paradigm will have to shift from MIT (Made in Taiwan) to IIT (Innovation in Taiwan). The Taiwanese government has been attempting to devote resources and to assist in the transformation of the industries. Some firms are also starting to step outside the frame of traditional manufacturing and realizing that industrial design (ID) will be one of the core competences in improving corporation brand image and product value. Several issues regarding the role of ID are the major concern of this thesis which includes: How do ID people transform information to knowledge through appropriate communication channels; how do firms position the role of its ID department etc. The research target of this study is categorized into two major groups: The ID department in the firms which have original brands and independent ID service companies with excellence in performance. The important findings of this study are summarized as follow: Findings regarding of ID department’s position in the organization and matters regarding product development activities: 1. The development of a firm’s ID department should be based on long term ambitious vision and clear positioning of the firm. For example, BenQ’s spirit in brand is caring for innovation; Aurora emphasizes brand new working environment. Both firms wish to disseminate the importance of the competence in design in devising the future strategy for the development of firms. Functional and emotional bonds can be created between customers and the products. 2. Excellent ID department is usually independent of R&D departmentand is given more resources and authority, therefore it has a very important role during the process of product development. Findings regarding the leadership style at ID department and product development activities: 1. The leaders of the ID departments should always show their passion towards innovation which in turn will encourage the team members to devote consistently and passionately into innovation. 2. The major responsibility of the leaders of the ID department is to act as a bridge between design and management and will not interfere directly with the operation of the design teams but to assist their teams to establish some sorts of targets. Any idea generated by the design teams is also highly respected. Findings regarding ID department organizational communication and product development activities: 一、 At the very initial phase of product development, ID department should communicate with the higher management from various angles in order to understand the direction of the future strategies and to achieve consensus on product development strategies. For example, the higher management of BenQ and Aurora always participate in the discussions at the initial phase of product development and many issues are based on the future direction of the corporate strategy. As soon as the product development strategies are devised and confirmed, the leader and designers of the ID department will be highly empowered. 二、 The communications between ID department leader and designers usually take place during the product design phase based on informal channels of communication. The issues of concern at this stage are essentially the broad direction of the project and problem solving. The ID department leaders basically place high respects on the expertise of their designers. 三、 The members in the ID department mostly prefer face to face communication and do not rely on communication channels based on digital technology even when the scale of the ID department reaches considerable size. For ID, most of the knowledge of the members are tacit knowledge which relies on face to face communications in order to acquire completely accurate ideas of concept. 四、 There are no form of bureaucracy exists in the ID department. Even though that there might be different job titles, however, during brainstorming, designers of the higher management level and designers express their opinions on an equally position basis. 五、 ID departments provide excellent working environment for innovation booming and excellent flexibility for designers to improve quality of communications. 六、 During the process of product development, PM acts as integrator, coordinator and is responsible for linking up the entire process of product development, in control of the proposed schedule, and making sure that every department does have the same consensus towards the product in development. BenQ’s ID department has product development proposal PM who is in charge of integrating feedback information from different product lines of different regions. 七、 PM and ID members participate in the communications between ID department and other departments. External communication can be categorized into two groups: 1. communication between corporate ID department and external supporting manufacturers on issues regarding the feasibility of manufacturing the products or whether the manufacturers possess relevant production technology; 2. communication between ID service providing firms and their customers on issues regarding product concept and design specifications.

After the law makers in Taiwan passed the bills of “Act of Financial Holding Company” in 2000, the banking industry has been facing tremendous challenges, threats and opportunities caused by internal and external micro economical changes. By applying Michael Porter’s “Five Forces Analysis”, every participant including commercial banks, investment banks, and securities, insurance companies and financial institutions, and stakeholders including regulators, foreign financial institutions, scholars as well as system service providers, has realized that this industry has been changed; the state of the situation will only evolve faster and reinforced tighter in the future. The internal market changes are influenced by the rapid mergers and acquisitions. 14 Financial Holding Companies (FHC) have established since early 2001 in Taiwan. The evidence of saturation can be seen from the number of existing FHCs, when it is compared with the market size in both Japan and the United States and their number of FHCs, the density is too high to create the scale of economy. FHC does understand that the essential target is to compete in global financial business. If every FHC’s mission and definition to the “globe competence” is to be the leading financial services company in world only for Chinese society, unfortunately, China, the most risky but last potential emerging market, denied it due to political issues, it is not possible to build a globe competence capabilities like Taiwan’s IT manufacturing does. The base market is too small to sustain these 14 competitors, there is no significant segmentation in market, product and services difference, consequently, only competes in price. The external threats are from top Fortune 100 companies, which include numerous of the largest financial companies in the world; such as Citigroup, HSBC, ABN AMRO Bank, Credit Suisse First Bank (CSFB). These influential banks can take WTO and financial market deregulations into their advantages in order to penetrate into any countries they are interested including Taiwan. If under no regulatory issues and obstacles, these companies may buy out targeted local banks easily. Subsequently, they can deploy their new products more quickly through the acquired local channels. They can deploy their existing advanced systems in the bases of the bank’s Assets Book which is in compliance with Basel II. To adequately utilize a minimal amount of capital and allocate properly the risk-weighted economical capital, the banking book addresses new applications in core banking system and the trading book requires sophistic STP systems. This will have a tremendous impact over local bankers, who are eager to start on business reforming and reengineering, and can work in alliance with world-class consulting and technology management firms, such as Accenture and McKinsey. However, there is a trend that consulting firms usually deliver almost identical solutions to all of their clients, because in order to provide clients with a quick solution, firms tend to use the existing business models as the solution. Therefore, reengineering organization structure is based on Citibank or other large financial institutions, and their new plans for investment in technology and assets are also being copied by these banks. As for building a new core competence in the future, FHCs have made similar strategies. However, one has to ask that does this new core competence have differentiated their services? The answer is no. In the lower margin of the competitive market, banks and FHCs are struggling to develop a new fee-based business which has to be in alignment of goals, and give incentives with adequate business workflow. However, there will be no fruitful yields to the bank, if the top executives’ decision is to acquire a system which has been used in the world-class banks or recruiting an executive officer who may have the expertise and experience working with foreign banks. The purpose of this paper is trying to analyze an existing solution provider, which will be called “A” company. “A” company has been faced with rapid changes and uncertainties brought by FHCs. A new set of strategies, business objectives and business models have to be developed simultaneously. It is very hard since “A” company’s current core competence has become its core rigidity. “A” company realizes that it needs to prove that it is capable of delivering their tomorrow needs sooner in today. How to develop a new core competence within an existing organization? Although this new core competence aligns with the new organization, new technology, new business flow and new customers, “A” company proceeds to take on the Bills Online Clearing and Settlement Systems (BOSS) to build its next generation business model. According to pervious references and documents, if any initiatives were to project as innovations in the company, it could not be successful unless separating this project from the core business. It seems the uncertain result to be merely expected its return. There are lots of problems in front of the project, a loosely couple project-based matrix organization, unfamiliar technology and an often change specifications and so on, that are all new to “A” company.. “A” company’s challenge is that they knew it is not an incremental, but a radical, business innovation; nevertheless they had no other alternatives. This story describes the mission and vision they have, and how the BOSS project may affect the implementation of their strategies in each phase. Also, to show how the implementation which includes monitoring and check points align with their strategic objectives through the BOSS project. The final section is to apply the Economy Value-added (EVA) to survey this proceeded project and to see what tangible and intangible values this project brought to the company.

網通的契機應該由1990年代以後，歐、美大廠開始全面給予台灣廠商代工的機會，也就是說當十多年前網通市場的主流還是國際大廠的時代中，而當時台灣IT產業幾乎也都集中於PC以及周邊的產品，所以當時創造出PC代工的頂峰，直到近年因為競爭加劇且毛利下滑的因素，外加上大陸廠商的急起直追，引使PC代工條件更加惡劣，另一方面網通產業也隨著使用者對頻寬要求的趨勢與網路基礎建設的佈建中，在短短的時間中成為代工的主力產業之一。 OEM廠商面對市場價格競爭與毛利低落的競爭環境時，絕對必須思考新的方法去改善劣勢與開創新局，轉型為OBM的生意模式固然可以避開目前種種代工所衍生出的問題，然而轉型之間卻會產生許多困難，是所有公司轉型卻無法避免的，甚至在OEM領域十分成功的廠商也必須克服林林總總的轉型障礙，所以筆者試圖找出原因與障礙的根源，唯有理解根源之所在才能對症下藥，並且有效的達成轉型的目標。 本研究之目的，就是來分析OEM轉型OBM時的困難與障礙，包含對於組織、人員、文化、工作定義、品質概念以及創新能力…等因素的探討，以及為何會產生問題還有問題的成因之分析，而面對以上轉型而產生出的種種轉型困難之因素，基本上可以分成三個構面，分別是a、過去成功模式不適用b、轉型的阻力c、新能力待養成，對這三個構面筆者將分別加以說明，並且整理出每一個構面下的各項因素之成因，供讀者有系統的理解成因及背景與克服其挑戰的過程。 本研究經過訪談後，可發現兩家廠商轉型的過程、組織、策略、國際化管理的程度…等的處理方式，並探討目前在代工與品牌並存的情況下，當面對市場削價競爭與微利的問題中，代工客戶又主導訂單之穩定度而產生不良影響時，兩家廠商如何試圖找尋出解決之道，而今轉型品牌已成為公司的重大方向之考量時，究竟要克服何種困難，而轉型中又會遇到何種阻力，又如何避開過去成功的模式，而不會流於以OEM的思維去轉型OBM，其後那些新能力又是必須培養建立的，這些皆為OEM轉型為OBM需要注意的重要方向。

中國大陸科技已歷經數十年發展，其政策途徑隨發展階段不同有所改變，即由50年代以軍重工為主，走向80年代逐漸開放、多元化主體，至目前的快速發展、以「自主創新」為主的政策路徑；惟其政策與發展以政府為主導之主軸則一直不變。若究中國科技真正確立在經濟建設的關鍵地位，應始於1980年代改革開放之際，除其科技政策逐漸走向開放外，並相繼進行科技體制改革與推動相關計畫，較具代表性者包括：科技攻關計畫（重大關鍵技術研發）、星火計畫（推動農村科技發展）、八六三計畫（高新技術研究發展）、火炬計畫（科技成果商業化）、科技成果重點推廣計畫及攀登計畫（基礎科技研究）等。其間亦陸續制訂「科技進步法」、「專利法」、「促進科技成果轉化法」等一系列法規，並且在科技投入、金融稅收、人才培養方面提供相關優惠政策。這些措施的推動，確使大陸在高新技術開發上，特別是在基礎研究、航天等部分高新技術獲得若干成果，惟亦衍生諸多發展上問題，包括各地爭相設立高新技術開發區以吸引外資導致重覆投資情況日益嚴重 、產業層級過低、人才短缺等，故雖其近年來投注於高科技產業之資金龐大，但產生的效益問題則一直為中國政府所亟欲解決的問題。綜而言之，中國大陸科技發展確有其獨特性，亦創造出適合於其特有國情之科技發展途徑，在其經濟與科技成功支持國家快速發展之際，面對未來，其如何有效整合科技產業資源，將為其高科技產業能否持續發展的重要關鍵。

為突破競爭力的瓶頸，走向高附加價值的深度經濟，是當前台灣產業發展的重要方向。本研究以藝匠型企業模式做為在不同領域中可創造持續性高附加價值的發展思考，並以具有藝匠精神的藝匠型企業視為一個藝匠個體，探究組織的行為與運作，以及此模式對組織的創新價值。 本研究採用個案研究法，以台灣一家中小企業進行個案探討，並選取參考企業範例進行分析描述，歸納整理出「藝匠型企業」的三項「藝匠精神」特質，以此做為主要個案之參考對照，並在個案研究中以藝匠精神的發揮及運用為主軸，探討下列幾個問題： (一) 藝匠精神在產品開發中的展現方式 (二) 藝匠精神對於學習與知識累積和轉化的影響 (三) 藝匠精神的發揮對產品價值創新的貢獻 在個案研究中，主要以「知識創造螺旋」理論為探討藝匠型企業創新價值的主軸，並在個案分析中，以「領先使用者」及「保齡球道理論」、「探險式行銷」等理論與方法予以對照說明。 / Many companies have been seeking breakthroughs of business bottle neck in recent years. The in-depth economy with high added value will be an important guideline for Taiwanese companies. The study focuses on the “artisan-type enterprises” which would be the major thinking for companies in different industries, who want to create high sustainable value. Taking the company with artisan spirits as an artisan individual, the thesis analyze its organization behavior and operation, and explore the innovation value of this model for the organization. The thesis conducts individual case study on a small-medium-size company in Taiwan, analyzing and depicting the company’s cases as reference. It comes up with three common characteristics of the artisan-type enterprises from the reference example cases. The major subjects discussed in the case are as below: (1) The realization of artisan spirits in product development (2) The effects of artisan spirits on knowledge accumulation and transformation (3) The contributions of artisan spirits to product innovation The study adopts the “Knowledge Creation Spiral” theory to analyze the innovation value of the artisan-type enterprise. The theories of “Lead User”, “Bowling Alley”, and “Expeditionary Marketing” are also referred to in the case study.