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.

茲因公部門正處於追求行政效率提升及作業流程改造之趨勢中，於組織中推行創新管理作為乃屬刻不容緩，復鑑於創新管理議題之研究，絕大部分皆是聚焦在私部門企業範疇，爰此，本研究乃聚焦於公部門組織推動創新管理作為之探討，並以台北市政府民政團隊所推行之提案制度實務個案研究以為成效檢視，本研究採質化分析方法對區公所、戶政所及民政局人員進行訪談，而為利探討，並以組織結構、激勵誘因、人員屬性及制度設計等四個研究構面進行研究分析。 從本研究之訪談資料分析結果發現，為能確實提升公部門創新提案制度績效，應有以下作為：(一)在組織結構方面，應成立跨課室之任務小組及落實分權化之組織設計；(二)在激勵誘因構面，應強調正面獎酬之誘導、避免結果導向之激勵作為、並審酌差異性需求，訂定彈性激勵；(三)在人員屬性構面，應培養提案帶動者，形塑組織創新氛圍、持續學習激發屬員創造力、建立公務人員自身的成就感與責任心、轉換管理者之創新提案干預角色；(四)在制度設計構面，應於提案審查小組委員中納入區公所及戶政所人員代表、改善提案審查機制、規劃合理的提案獎酬制度、落實提案回饋追蹤措施。 本研究認為公部門推行創新管理作為需因應自身組織特性，許多公部門管理者認為其所處的環境與私部門截然不同，因此往往對專家、學者所建議公私部門皆可適用的創新管理作為，經常先入為主的予以否決，然而我們可以預見的是，公部門雖然是提供公共服務的獨占組織，但鑑於公部門未來所處的環境系絡是更具挑戰性的，爰其管理方法實應朝更具彈性，更具實益之創新作為規劃，惟須確實正視並因應自身之特質因素，尤其是公務人員永業保障屬性所產生之限制性。

本研究的目的，旨在探討新竹縣、新竹市及苗栗縣國民中學校長實施科技領導與學校行政創新管理的現況，以及國民中學校長科技領導對學校行政創新管理的預測力。 本研究採用問卷調查法，以新竹縣、新竹市及苗栗縣三縣市公私立國民中學、完全中學國中部、公私立高中附設國中部(不含特殊學校)之學校教師為對象，共發出780份問卷，回收605份，回收率77.6%，剔除回收樣本中資料填答不全者，有效樣本資料為591份，回收後之問卷，其可用率為97.7%。以描述統計、t 考驗、單因子變異數分析、皮爾遜積差相關分析、多元及逐步迴歸分析等方法進行資料分析，得到結論如下： 一、整體而言，新竹縣、新竹市及苗栗縣國民中學教師對科技領導之運作現況的知覺屬於程度普通，其中以「科技與基礎設施支持」層面較高，「評鑑與研究」層面較低。 二、擔任行政工作的教師或專任教師、新竹縣與新竹市的教師、學校歷史為21-30年的教師對校長科技領導運作情形之知覺程度較高。而男性教師對校長科技領導之「評鑑與研究」層面知覺程度高於女性。 三、整體而言，新竹縣、新竹市及苗栗縣國民中學教師對學校行政創新管理之運作現況的知覺屬於程度良好，其中以「人員創新」層面較高，「策略創新」層面較低。 四、擔任行政工作的教師或專任教師、新竹縣與新竹市的教師、學校歷史為11-20年的教師對學校行政創新管理運作情形之知覺程度較高。 五、新竹縣、新竹市及苗栗縣國民中學校長科技領導整體及各層面與行政管理創新，具有高程度的正相關。 六、校長科技領導對學校行政創新管理整體與各層面皆具正向預測力，其中以「人際關係與溝通技巧」層面最具預測力。 最後，依據研究結果，提出具體建議，俾供教育行政機關、國民中學、校長以及後續研究者之參考。 關鍵字：國民中學、校長科技領導、學校行政創新管理

本研究針對台灣IC設計公司，探討其創新資源、創新活動、創新能力與產品轉型能力的關係，本研究希望能從中找出因不同個案所造成的模式，提供IC設計業在選擇新產品開發策略的最佳模式。 　　本研究歸納分析研究如下： 　　【研究發現一】IC設計業的創新能力來源為知識的吸收、創造與蓄積，並以核心能力四個構面的知識和技能、實體技術系統、管理系統、價值觀和規範為平台。 　　【研究發現二】IC設計業的創新活動以原型試製之專案為主。 　　【研究發現三】IC設計業者可以創新能力區分為兩種：一為創新能力較高的市場領導者，另一為創新能力較低的市場跟隨者。 　　【研究發現四】IC設計業者的新產品開發模式，其技術路徑相依度較高者，新產品技術由公司自行開發，而區分為增加新產品線的多產品線產品轉型模式與精進原產品線的集中漸進產品轉型模式。 　　【研究發現五】IC設計業者的新產品開發模式，其技術路徑相依度較低時，新產品技術透過購買、合資、合作開發、購併與技術授權取得，而區分增加新產品線的為多元化產品轉型模式與轉換產品線的脫胎換骨產品轉型模式。 　　【研究發現六】市場龍頭者由於核心能力介面多、有較多之創新資源，故可採用集中漸進、多產品或多元化轉型方式，永續經營。 　　【研究發現七】跟隨者由於核心能力少、創新資源欠缺，故以集中資源方式，切入利基型產品之脫胎換骨的轉型。 　　【研究發現八】跟隨者由於核心能力少、創新資源欠缺，故以集中資源方式於現有領域，爭取市場龍頭而形成集中漸進式的產品轉型。 　　【研究發現九】IC設計公司可以取得授權或買斷IP，配合既有核心能力，快速使產品轉型。 　　【研究發現十】由於市場競爭，IC設計業者須先爭第一名才能賺大錢，最終目標才是多元化Diversification，增加產品線、擴大營運規模以分散風險。 　　研究結果發現，IC設計業者的創新管理是產品轉型的基礎，且四種產品轉型模式可提供IC設計業在選擇新產品開發策略的參考。因此本研究建議IC設計業者在做產品轉型時可依自身的條件選擇適合自己的新產品開發策略。 / This thesis is focused on the relationship of Taiwan IC design companies’innovation resources, innovation activities, innovation capabilities and products transition ability. Also hope to find a model based on different cases, and provide IC design industry an optimal model when choosing new product develop strategies. 　　We could summarize this thesis to the following findings: 　　(1) The innovation capability of the IC design industry comes from absorption of knowledge, creation and accumulation, and as a platform of the four construction (knowledge and skills, real technology system, management system, value proposition and regulation) of the core capability. 　　(2) The innovation ofIC design industries is focused on the projects of prototype pilot run. 　　(3) There are two kinds ofIC design industries based on their innovation capability, one is the market leader with higher innovation capabilities, and the other is the market follower with lower innovation capabilities. 　　(4) Regarding the new product develop model of the IC design industries, those companies with higher technology path dependence will develop their own product technology, and therefore separating into multi-product line product transition model and original product line central incremental product transition model. 　　(5) The new product develop model of the IC design industries, those companies with lower technology path dependence will get the new product technology by acquirement, joint venture, co-development, merge and technology transfer, and separating into adding new product line product transition model and revolution product transition model. 　　(6) Market leader have higher core capability and innovation resource, so they can use the method of concentrate incremental, multi-product or multi-way transition, and therefore their business could last long. 　　(7) The follower has less core capability and lack of innovation resource, so they use central resource way and cut in niche product transition model. 　　(8) The follower has less core capability and lack of innovation resource, so they use central resource way in the current field, and fight for the market leader position to become central incremental product transition. 　　(9) IC design companies accelerate their product transition by acquiring IP and with their own capability. 　　(10) Due to the market competition, IC design companies need to fight for number one to make money. The last objective is to reduce risk by diversification, add product line and increase operation scale. 　　The innovation management of the IC design companies is the base of product transition, and the four product transition models can provide references for choosing new product develop strategy. So this research recommends IC design companies to choose their own new product develop strategy based on their own condition when doing the product transition.

中小企業在台灣的經濟發展過程中的地位是眾所皆知的，然而，有關科技型中小企業的創新行為的研究，無論是國內或國外都不是很多。本研究即以個案研究法，針對台灣的中小型資訊軟體公司，探討其軟體專業類型、中小企業特質與研發創新專案的技術知識特質，對創新行為之關聯性及影響。本研究之主要研究發現如下： 一、不同軟體專業類型之中小型資訊軟體公司，其技術知識特質不同。 二、技術知識特質會影響中小型資訊軟體公司的創新行為.： 1.創新專案之技術知識特質會影響：(1)共同解決問題時，團隊成員背景異質／多元性；(2) 共同解決問題時，問題時，藉由鼓勵創造性摩擦產生創造性的知識結合；(3)組織鼓勵實驗的風氣；(4)是否藉由參加教育訓練課程作為知識吸收之來源。 2.創新專案之技術知識的標準化程度高低不同，使用原型溝通的方式不同。 3.創新專案之技術知識的路徑相依程度會影響創新行為中鼓勵智慧型失敗的風氣。 三、中小企業特質會影響中小型資訊軟體公司的創新行為： 1.中小型資訊軟體業由於軟體專業類型不同，使得企業主參與程度不同，組織的創新行為（鼓勵創造性的知識結合與實驗的風氣）亦不相同。 2.中小型資訊軟體業的正式化程度與組織的創新行為無明顯關聯性。 3.中小型資訊軟體業的研發人員之自主性越高，對於組織的創新行為越有正面的影響。 四、不同軟體專業類型之中小型資訊軟體公司，其創新行為與管理作法不同。 五、本研究之次要研究發現： 1.中小型資訊軟體公司的軟體專業類型不同，企業主參與程度不同。 2.中小型資訊軟體公司的軟體專業類型不同，其研發人員自主性不同。 3.中小型資訊軟體公司的技術知識特質多元化程度與標準化程度不同，研發人員自主性不同。 4.中小型資訊軟體公司之創新行為中執行與整合新科技與工具時，使用者參與程度以諮詢模式為主。 5.中小型資訊軟體公司之企業規模越大，對於創新行為越有正面的影響。 因此，本研究建議，中小型資訊軟體公司若要持續性的創新以增強企業體質，確實需要瞭解不同的技術知識特質對創新行為的影響，藉由創新活動與程序的管理，來提升企業的創新能力與成效。 / It is well known that the SMEs (Small & Medium-sized Enterprises) have played an important role in the process of economic development in Taiwan. This thesis attempts to take an exploratory study of the relationship between characteristics of technological knowledge and innovation behavior on SMEs in computer software industry in Taiwan. There are primary figures found in the thesis: Ⅰ.Different categories of computer software in SMEs have the different types of characteristics of technological knowledge. Ⅱ.Characteristics of technological knowledge have the effect on the innovation behavior of SMEs, such as: 1. Characteristics of technological knowledge in an innovative project have an influence on a).the diversity of team members, when the team work is held; b).whether there comes a creativity of knowledge combination via creative abrasion or not, when the team work is held; c).the intensity of encouragement of R&D in a company; d).whether the company takes the formal training courses as a knowledge source. 2. The standardization of technological knowledge in an innovative project has an influence on how the prototype is used in the R&D process of the project. 3. The path-dependency of technological knowledge in an innovative project has an influence on the intensity of encouragement of failing forward in a company. Ⅲ. Characteristics of SMEs have the effect on the innovation behavior of SMEs in computer software industry, such as: 1. Due to different categories of computer software, the proprietors of SMEs have different intensity of involvement and then make innovation behavior of the organization different. 2. The organizational formalization of the SMEs in computer software industry has no apparent relationship with innovation behavior. 3. The extent of autonomy of R&D employees in SMEs in computer software industry has a positive relationship with innovation behavior. Ⅳ. SMEs in different categories of computer software have different innovation behavior and management methods. Ⅴ. Other submary figuress of this thesis are as follows: 1. SMEs in different categories of computer software have different intensity of involvement of proprietors. 2. SMEs in different categories of computer software have different extent of autonomy of R&D employees. 3. When SMEs in different categories of computer software have the different diversity along with standardization of technological knowledge, there is a different extent of autonomy of R&D employees. 4. In innovation behavior, most of SMEs in computer software industry take inquiry method as the intensity of involvement of users, when they attempt to implement and to integrate new technology or tools. 5. The larger scale of SMEs in different categories of computer software takes more positive effects on innovation behavior. As the results, this thesis suggests that SMEs in different categories of computer software should understand the how different characteristics of technological knowledge affect the innovation behavior, when they attempt to make the company stronger via continuous innovation. They can also improve the innovative capability and performance by innovation management.

近幾年來關於創新研究的相關文獻，多半著墨於團隊創新之探討，包括團隊知識分享、團隊信任、團隊領導與團隊互動等議題；但「個人」所產生的創新力量，事實上也應不容小覷。本研究將透過資策會的專利提案，針對近十年間所提出的專利資料與訪談進行分析，以探討個人與團隊在研發創新所扮演的角色，以及個人與團隊創新的適用情境、組成特徵與互動歷程特徵。 / 根據資策會1995-2005間專利數據（共426件。專利從申請到取得時間經常需要2至3年，因此，本次研究僅統計至2005年）初步分析後發現：（一）民國90年以前，個人專利總件數比兩人以上組成之團隊的專利總件數多。（二）民國91年起，資策會的專利件數快速增加，而此時兩人團隊所獲得的專利件數最多；到了93、94年，三人或四人以上團隊所獲得的專利數，則超越個人或兩人團隊所獲得之專利。（三）個人專利佔全部專利數的32%，而由2~4人團隊所取得的專利數則佔64%。（四）個人專利共70件；這些由單獨個人提案的獲證專利中，有將近六成（41件）的專利，該提案人只提了這一項專利而已，往後並未有其他專利，表示這些人很可能只是偶然靈光乍現而獲得專利，抑或表示個人專利提案的創新方式有所侷限。（五）另一方面，有部分曾經獲得個人專利的研發人員，也樂於與其他人組成團隊來一同申請專利，並獲得146件專利；（六）有些人不曾獲得個人專利，但透過團隊合作，也獲得210件專利，佔資策會總專利數的近半數。 / 由此可見，個人創新與團隊創新是研發創新的兩種重要途徑，不應偏廢。而個人創新與團隊創新的優劣與適用情境，則值得進一步探討。本研究除了以資策會專利數據比較個人與團隊在創新的效率與品質上的差異之外，進一步也透過實地訪談之方式，分別探究研發創新過程中，個人與團隊創新的組成特徵與互動歷程特徵，並嘗試歸納資策會在專利提案與專利構思的理想方式，作為研發機構進行創新管理、任務指派與團隊編組之參考，以促進研發同仁的創意效能，提升研發創新能量，進而提升專利價值。 / In recent years, the majority of innovative research literature focuses on team innovation such as team knowledge sharing, team trust, team leadership, and team interaction. The contribution of individual innovation, however, should not be overlooked. This study will explore roles of individual and team efforts in innovative research, adequate applications of individual and team innovations, and characteristics and interactive features of individual and team innovations through an analysis of patent cases proposed by III (Institute for Information Industry) in past ten years and personal interview with patent inventors. / According to the patents data between 1995 to 2005, results of III preliminary analysis indicated that (1) The total number of individual patents obtained was more than the total number of patents obtained by innovation teams with two or more members before 2001. (2) After 2002, the number of III’s patents increased rapidly. During this period, the innovation teams with two members received the largest number of patents. Between 2004 and 2005, the number of patents received by teams with three or four members exceeded the number of patents obtained by an individual or teams with two members. (3) Individual patents accounted for 32% of the total number of patents, whereas, patents obtained from teams with two to four members accounted for 64% of the total number of patents. (4) The total number of individual patents obtained between 1995 and 2005 was 70. Of these certified individual patents, nearly 60% (41) of patent inventors mentioned that they had only one and no other future patents. This suggests that these people are likely to obtain a patent because of an occasional spurt of ideas. It also demonstrates the limitation of creativities among individual inventors. (5) The III’s data also shows that about 40% of research and development specialists who had obtained an individual patent were delighted to team up with other members to apply for a patent. These people received a total of 146 patents. (6) Those individuals who had not had any patent in the past also acquired 210 patents through team works. These patents accounted for about half of III’s patents. / The above evidence shows that individual innovation and team innovation are both important venues to research and development and they should not be disregarded. The advantages, disadvantages, and adequate applications of individual and team innovations, however, should be explored further in future innovation studies. In addition to the analysis of patents data acquired from III to compare the efficiency and quality between individual and team innovations, the current study also utilizes personal interview to understand the characteristics and interactive features of individual and team innovations during the process of research and development. This study also attempts to summarize ideal patent proposals and conceptions in III and provide exemplars of innovation management, task assignment, and team grouping to research and development institutions. Finally, this study will help promote the efficiency of innovative performance among research and development specialists, enhance research and creative ideas, and consequently increase the values of patents.

歷史上出現許多既有領導企業被新興企業取代的例子，其背後的原因一直引起高度興趣。Christensen (1997)提出的破壞性科技 (disruptive technology)觀念為此現象提供一個解釋的方向。自破壞性創新的提出以來，已有眾多學者投入相關研究探討，但至今尚無一個廣泛被學界所接受且可適用於不同產業的模型，因此仍迫切需要更多的研究投入和實務驗證。評估破壞性創新的困難，就如預測未來般充滿著不確定性。對既有企業而言，藉由評估破壞性創新，可以對即將面對的衝擊早一步採取因應措施，使競爭優勢得以維持；對新興企業而言，評估破壞性創新即是找出成長的利基，並可依此進入主流市場甚至擊倒既有領導企業。 有鑑於評估破壞性創新的重要性和困難度，本研究提出評估成功的破壞性創新時應考量的關鍵構面，包含創新提供的性能對應於主流市場的需求、低價格或創造新的價值、市場擴散速度、以及社會環境。本研究以VoIP產業為破壞性創新個案來驗證各項構面。研究結果顯示PSTN的通話品質和功能已超過既有需求，讓VoIP有進入低階市場的機會。同時現階段VoIP的通話品質已可滿足大眾主流市場的需求，並提供較便宜的解決方案。尤其對既有網路人口而言，VoIP不僅是便宜且簡易的解決方案，更提供了多項應用服務的整合。VoIP破壞性創新正在市場上快速擴散，尤其在美國與歐洲等地區。透過評估構面的提出，使評估成功的破壞性創新能以更系統化的方式進行。評估構面的提出可為未來完整模型的建立提供一個發展方向，同時提供一個分析創新潛力的方法，產業界可以依據分析後的結果擬定相關策略。

本研究以製鞋業為例探討產品與經營模式創新，探討問題包含廠商對於製鞋產品概念如何形成、產品與經營模式創新的方法與來源，而經營模式方面，廠商如何透過顧客價值主張的重新定義，重新設計利潤公式，藉由掌握關鍵資源與關鍵流程而達到經營模式創新的目的。 本研究以美國製鞋公司Crocs為代表，Crocs從水上活動的使用情境，從身為「先驅使用者」發掘未被滿足的市場機會，並掌握Croslite專利塑料所有權與應用能力，將材料廣泛與其他傳統材料混和應用於鞋類或其他用途，並且嘗試提供消費者一種生活風格的提案，做為所有產品設計的核心概念，透過市場使用者參與產品創新，而發掘出如Jibbitz等新市場機會，進而強化顧客價值主張。 另一方面Crocs打破傳統製鞋業經營模式，以向異業學習的方式，利用高階經理人來自EMS科技產業的經驗，習得快速回應市場需求的經營精神，從外部輸入經營模式必要的關鍵資源與關鍵流程，改變其供應鏈與銷售方式。而Crocs產品基於生活風格的展現、材料舒適性多元創新與具彈性的經營模式，成功反應在產品廣受市場歡迎、產品毛利高達20%，以及美國NASDAQ上市上櫃等現象，堪稱近年來製鞋業奇葩。 因此透過本研究整理分析後發現： 一、企業可由使用者的「使用情境」，瞭解市場中「先驅使用者」尚未被滿足的需求，並擷取先驅使用者對產品的想法，該想法時常展現在先驅使用者的「生活風格」中。 二、企業在產品概念形成時，若產品的技術與結構成長空間有限，則元件的關鍵資源取得，「模組式創新」將成為企業經營模式與競爭的基礎。 三、「使用者參與」是企業產品創新的重要來源，使用者可提供企業意想不到的功能改進方式與發展空間，讓使用者共同參與產品創新，強化顧客價值主張，並且利用「外部知識輸入」增加關鍵資源、改進關鍵流程。 四、企業應根據其經營目的，重新檢視其價值鏈，必要時應跳脫產業缺乏效率的規則，以改進其經營效率，例如供應鏈系統與銷售方式的改變。 五、企業是否擁有「專屬技術」、「產品知識」與「材料應用能力」是影響產品創新的關鍵。另一方面，企業應提供消費者以「生活風格」為基礎的產品或服務，可藉由「設計單位的背景」來實現，先訴求產品機能性，再進一步做產品外觀設計，才能成為最終品牌經營的基礎。

3D動畫企業之營運結合藝術、科技與管理，本研究選擇D公司、P公司進行個案研究，希望透過研究的過程，找到我國專注於原創的D公司的優勢，以及與國外重要的原創動畫公司P公司相比，能否有我國動畫公司可以學習的地方，整合訪談與量化研究作出結論與建議，為我國動畫產業發展、為我國管理領域發展盡一份心力。 D公司為我國動畫原創公司中規模最大者，因此本研究選擇D公司進行研究。探討原創動畫公司如何能夠成功，除了經營理念、人才、科技等等因素之外，經由文獻回顧的過程，發現P公司在組織創新氛圍方面亦是有其獨特之處，評估正向組織創新氛圍可能對其創造力有正面助益，因此針對D公司之組織創新氛圍進行研究，利用哈佛大學Amabile的組織創新氛圍量表KEYS量表(政大修正版)作為量化研究工具，並透過訪談進行質性研究。 研究範圍則是涵蓋D公司所有與3D動畫創作有直接關連的部門，計有Layout、Lighting、TD、RD、MIS、Surface、Prop design、Animation、SFX、compose、model、Rigging、APM、音效等十四個部門。在實務面可以探討3D動畫領域相關之管理議題；在學術面可以為我國組織創新氛圍之研究開創新猷；也提出如何優化組織創新氛圍的模型，未來可以更進一步深入研究。 / When talking about art management, we cannot ignore 3D animation industries. The art management in the past did not involve technology, but right now technological aesthetic gradually becomes the mainstream.Technology and art are two discrete fields, but nowadays the upgrade of people’s aesthetic and taste allows the combination of the two. Both in the art and industrial sectors, domestic and foreign scholars start to focus on art management. Also, because the 3D animation's art management is a field that combines art, technology and management, using the 3D animation company as the case study is the first choice. This research will use this industry as case study to discuss the issue of art management and how Taiwan can break away from the limit of agent manufacture and become innovative and creative. The company I choose in this research is D company which emphasizes originality and has the largest scale in Taiwan. I hope through the process of the research to find the advantage of Taiwan’s animation industry. I will also compare with P company, an important foreign animation company, to analyze whether or not we can copy their mode. After all, because of the cultural factors, there may be some problems if we just copy everything. I combine interview and quantitative research to draw a conclusion and make some suggestions, and hope to devote to the development of Taiwan’s animation industry and art management. To discuss how an originative animation company succeeds, aside from the business philosophy, experts, technology, through reflecting on the literatures, I found that there is also some unique part of P company’s organizational innovative atmosphere which can enhance creativity. Thus focusing on the organizational innovative atmosphere, I will also use statistical analysis to assess its influence. With “organizational innovative atmosphere scale” as a tool, improved by NCCU from KEYS of Amabile, we can evaluate the members’ perception of the organizational innovative atmosphere and their confidence in engaging in the innovative activities. The organizational innovative atmosphere perceived by the members will activate their innovative motivation, creativity, and promote the innovation of the organization. Also, through the interview we conduct quality study of D company's organizational innovative atmosphere, and compared that with P company. The scope of the study cover all the fourteen departments related to 3D animation making in D company, including Layout, Lighting, TD, RD, MIS, Surface, Prop design, Animation, SFX, compose, model, Rigging, APM, sound effect, and so. To sum up, this research touches on the art management especially on the part of animation originality. It can also apply the “organizational innovative atmosphere scale” to the other animation-related or art-related industries. It provides the model for how art management can improve the working atmosphere which allows further research.

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.