本研究試圖以每個具有生命力組織的特性，亦即當組織需要適應環境以求得生存繁衍時，所必然具備的，適應環境的行為能力、組織內各環節間的運作規律與互動模式，以及組織需能構築自己的保護機制等這三種能力。來探討企業創新研發中心在資訊通訊代工產業中實際操作時所常面臨到的困境與問題，並藉由C公司之實例探討來找出可能的解決方向。 在研究中，也將這三種能力轉化為企業創新研發中心的語言。亦即企業創新研發中心之經營模式、企業創新研發中心之創新專案管理模式，以及企業創新研發中心之智慧財產權管理模式來進行探討。研究中也藉由這三個構面的討論，定義出個案公司利用鉗練模式的經營創新，使得原先在系統產業環境中容易失焦的負面因素，卻反而轉化成了正面的有利因素。也推動了一套針對創新技術管理的專案模式，並且讓這套創新技術管理的方法，充分結合於原有C公司的核心能力-產品專案執行流程中，內化成組織新的生命力。最後，也對C公司專利技術室組織的萃取智慧財產權的機制-專利專案協同計畫，做了詳盡的解釋。 / Running a Corporate Research Center well in 3C ODM industry is always a questionable task, ODM based companies are used to follow industry standard to build huge mass production capacity and also hope can create better gross margin be creating something different. This is really a dilemma. In this thesis, we use a real case C Company to study how the corporate research center operates inside the 3C ODM industry by three examining scopes. There are operation strategy, innovative technology project management and intellectual property right management. According to this study result, we concluded a few successful factors for corporate research center in C Company. There are innovative clamping economics model for operation strategy, Dorothy’s theory based technology project phase management and project based IP mining system. All the above factors should work together to make the whole research center running smoothly.

在知識經濟(Knowledge Economy)的時代中，企業經營最重要的生產要素已由知識取代機器、資金、原料或勞工，亦是在商場上競爭與存活的重要武器。所以，能夠針對知識做重大投資的企業，其成長率最快，且其價值與產值亦最大，例如資訊業、半導體業、通訊業等的知識密集之產業。 我們可以發現許多高科技上市櫃公司的股價均很高，但其所擁有的有形資產並不多，其中更有些公司的市值可能達到有形資產的數十倍甚至百倍，其中的差距，並無法從財務報表一窺究竟，其實就是無形資產，也是所謂的智慧資本(Intellectual Capital)。因此，對企業而言，如何充分利用此智慧資本，將知識整合進新的核心能力，轉型成為一個知識導向的組織，就成為一個很重要的課題。 因此，在智慧資本議題受到普遍重視的同時，另外一個很重要的議題亦引起大家的注意，那就是知識管理。如前所述，知識管理乃透過創造、儲存、分享、維持等活動，進而鞏固企業的競爭優勢。然而企業的競爭優勢究竟為何？知識管理活動該如何有效地協助競爭優勢的建立與維持？知識管理活動的成效又是如何得以衡量？ 本研究的目的即希望能夠透過瞭解企業知識管理及智慧資本運作機制，並深入探討高科技公司創新研發中心的知識管理模式，包含其型成過程與要素，以辨別公司是否有足夠人力、結構，並適時由人力資源策略、組織學習來調節並幫助決策者做出正確的調整策略，順利推動知識管理制度，不致於使知識管理活動流於形式，而使得企業活動毫無目標與方向。 / In the “Knowledge economy” era Knowledge is being substituted for the machine, capital, materials or labors, and to be the most important competitive weapons for the enterprise. We observe many high technology companies, which have the very high stock price, but they do not have many tangible assets. Although some of them have hundred times of marketing values compare with their tangible assets. The main difference is the Intellectual Capital which can not be expressed by the financial statement. Therefore, for the businesses, it is the most important issue to integrate the knowledge and enterprise core competency. Furthermore, there is another important issue is “Knowledge Management.” Knowledge management is through creation, storage, sharing, and maintenance to consolidate the competitive advantage of enterprise. However, what is the exactly competitive advantage of enterprise? How to help enterprise to establish and maintain competitive advantage effectively by Knowledge Management? How to evaluate the performance of Knowledge Management related activities? In this study, we hope through understanding the business Knowledge Management and Intellectual Capital operation mechanism, and probing into the Knowledge Management model of innovative research and development center in high-technology business to clarify the company if they have enough human power, structure with appropriately human resource and organizational learning strategy to help the decision maker to make the right strategy, thus can advance the knowledge management system.