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。

關於產品創新的研究，絕大多數學者均以B2C的企業產品作為研究探討的對象，強調以新的產品設計帶給消費者全新的生活體驗與感受。相較之下B2B的企業產品，特別是客製化零組件產品，業者大多只能以改善製程生產效率、提升良率等手法來維持競爭力。印刷電路板業即為上述B2B客製化零組件產品在台灣地區的代表性產業。本研究即以我國印刷電路板業A公司軟硬複合板的開發為例，探討此種B2B企業的客製化產品之產品創新模式。 本研究由相關文獻探討，推展出以「新產品開發管理」、「製程技術開發管理」與「組織文化」此三個構面的研究架構來探討印刷電路板業在產品創新活動的關鍵因素與管理項目，採個案研究法深入訪談個案公司的高階主管，以瞭解其產品創新過程的實務作為。由個案分析與研究發現得出研究結論如下: 結論一：在B2B企業的客製化產品開發過程中，明確的產品策略，具體的產品概念，和互動良好的客戶參與，是新產品開發成功的關鍵因素。 結論二：機器設備的開發與實驗活動，對B2B製造業的製程技術開發占有關鍵地位。 結論三：有效的知識管理及技術開發人員的管理與領導，是B2B客製化產品企業之製程開發活動中重要的管理項目。 結論四：差異化的企業組織策略，創新的價值觀與高階主管對創新活動的支持，對產品技術創新的成功有正面的影響。 / Regarding product innovation, a lot of studies did focus on B2C business, try to find a way to create “new feeling” product for consumers. For B2B business, especial for customization product, most firms do effort for production efficiency increasing, yield rate improvement, and cost reduction to maintain the competition. Printed circuit board (PCB) is this kind of industry in Taiwan typically. This research bases on a PCB company (A-company) rigid-flex PCB development case, to study B2B business’s product innovation model. The three major constructs of the research framework include new product development and its management, new process development and its management, and organizational culture. This research adopts case-study method to analysis the practice actions in A-company. The research results as below: 1. Clear product strategy, solid product concept, and good customers’ join, are the key points to get new product development success. 2. Equipment development and experiment actions are very important factors for process technology development in B2B firms. 3. Well knowledge management, good R&D people management and leadership, are the important management items for process technology development in B2B firms. 4. Differentiation strategy, innovation value, and top managers’ attitude for innovation action supporting, will lead product technology innovation success.

從2007年至今，兩個系統產品華碩的Eee PC及蘋果的iPhone震撼市場，Eee PC更被稱做為破壞式創新。這兩個產品的發展及演化是非常值得研究，本研究欲探討： 1.企業如何打破既有傳統硬體製造商思惟，將硬體、軟體及服務整合為一個系統產品； 2.企業如何與使用者成功的共創軟體。 本研究經過次級資料收集、訪談、個案分析後，研究發現: 1.企業開發創新系統產品時，其創新組織特色為： (1)一個跳脫出主流產品獨立之開發組織(團隊)； (2)將團隊獨立在主流外之後，給予跨部門團隊一個利於互動的開放環境； (3)更獲得高層的支持與參與，以助於產品創新。 2.企業在開發創新系統產品過程中： (1)使用者資訊的取得來自於產品開發者，其具有使用者及開發者的雙重身分； (2)先從定義產品才決定功能； (3)必須創造原型才能讓使用者親眼見到、摸到產品，以獲得使用者回饋改善產品。 然而，華碩在Eee PC上對於共創的努力成果不如蘋果豐碩，乃肇因兩個案之使用者社群特性不同，分別為集體協作社群及消費者生產社群。因此企業必須制訂出利於適合使用者社群之回饋模式、必須與開發人員建立良好的溝通並將過程透明。本研究亦發現，若欲成功與使用者共創，企業必須建構出優於既有平台之解決方案，以打破使用者習慣，才能有效共創。 / From the year of 2007 to the present-day, two systematic products, Eee PC of ASUS and iPhone of Apple, appear in the IT market and shock the world as best examples of destructive-innovation. It is thought worthwhile to take advantage of our understanding of the development and evolution of these two products in the past three decades to investigate: 1. How an enterprise is able to break through the old ways of thinking of traditional hardware makers, and able to integrate hardware, software and services into an innovative system-product; 2. How to create a platform for successful user- developer co-creating. The research method of this paper includes literature review, interview, and case analysis. The research results reveal that: 1. In order to develop an innovative system-product, an independent task force comprise staffs of different expertise should be set up outside the mainstream organization of the enterprise; and the independent task force should be given strong support and participation from the top level leadership of the enterprise; 2. In order to create an environment of user-developer co-creating, the function of the innovative system-product should be designed according to the demand of users; and the information of the users’requirement comes from the party of developer in the course of development; 3. In order to obtain feedback from the users for further improvement, a prototype of the innovative system-product should be made for the users to perform a trial run. When Asus unveiled their Eee PC in 2007, they did try very hard to integrate services and software, and to develop software market through user co-creating, just as the way Apple had done it. But the outcome was and is still not as successful as that of Apple. Both Asus and Apple tried user co-creating, but the outcome is different. The difference of outcome stems from the different characteristics of user’s society, i.e. Mass Collaboration Community, and consumers production society. It is therefore that an enterprise should set up a feedback model suitable for user’s society. The research of this paper also reveals that a successful user co-creating should be based upon a platform which is superior to the existing one, and that the habit of users can be modified (changed) in compliance with the new development of the user co-creating environment.

本文針對臺灣以技術創新作為策略發展主軸的企業案例，以五芒星模型（Five Star Model），分析其從代工轉為品牌經營商時，在組織設計上，所採取的措施和手段，作為後進者依循的組織設計原則。 五芒星模型，以策略、組織結構、流程、薪酬制度和人力資源五大組織設計的基本元素，分析各項元素中組織設計的原則。而本文以華碩電腦、宏達國際電子兩家分別在個人電腦及手機業內卓然有成的臺灣企業作為分析案例。觀察他們在從代工，轉型到品牌經營商時，在策略、組織結構、流程、薪酬制度以及人力資源上，所採取的行動，並將這五大組織設計元素分析出來的結果，作歸納整理，形成一套可資遵循的準則，俾使後續臺灣其他有心以技術創新作為發展品牌的廠商，能夠在進行組織變革時，依著此準則，降低失敗的風險，提高成功的可能。 / This thesis will focus on Taiwanese enterprises which run their business with innovative technologies. We try to analyze these cases with Five Star Model. Figure out what they have done during their organization changes for transition from OEM to OBM. Through the five basic elements in the model, we could easily observe their actions and build the rules for those who want to find organizational design guidance. The Five Star model list Strategies, Organization Structure, Process, People, and Reward System, as the five basic elements in organization design. Researchers could use this model to analyze the enterprise and identify the organization design principles. In this thesis, Asustek Computers, and HTC are the enterprise which we are interested in. They both are the outstanding Taiwanese companies in PC and Mobile phone categories. Both companies are famous on their innovation thinking and design. They also do the same thing to change their business model – from OEM to OBM (Own Brand Manufacturing). We observe their actions in the transition from OEM to OBM, and use Five Star Model to analyze their policy in strategies, organization structure, process, people, and reward systems. Try to identify what they have done and list their organization change thinking in these categories. We will build the guidance through Five Star Model, and provide them to those who want to use the same scheme to build their own brand. Lower the risk of failure and promote the chances to be successful.