本研究旨在探究幼稚園園長藍海策略知覺與幼稚園創新經營之關係。本研究方法為文獻分析法、問卷調查法及訪談法，問卷調查樣本以宜蘭縣、基隆市、台北市、台北縣、桃園縣公私立幼稚園園長為研究對象，共600人，樣本回收350份，回收率達58.3%；樣本可用349份，可用率達58.1%。研究工具包含採用自編之「幼稚園園長藍海策略知覺調查問卷」、「園所創新經營調查問卷」。本研究統計方法為描述性統計、t考驗、單因子變異數分析、皮爾森積差相關分析、多元逐步迴歸分析、結構方程模式（SEM）分析及內容分析等方法進行分析討論。根據研究結果與分析後歸納之研究結論如下： 一、幼稚園園長藍海策略知覺含聚焦願景以重建市場邊界、超越現有需求、克服組織障礙、執行納入策略。 二、幼稚園創新經營含前瞻思維、開放多元、品質卓越、持續改進、容忍錯誤、發展特色。 三、幼稚園園長藍海策略知覺的得分程度佳，並以「超越現有需求」課程得分最高，而「克服組織障礙」課程得分最低。 四、幼稚園創新經營的現況得分程度佳，並以「開放多元」能力表現最佳，以「發展特色」能力得分最低。 五、園長背景變項中，園所規模、園所性質、園長年齡、最高學歷、園長年資在幼稚園園長藍海策略的知覺差異達顯著水準。 六、園長背景變項中，園所規模、園所性質、園長年齡、園長年資對幼稚園創新經營的情況差異達顯著水準，但最高學歷未達顯著差異。 七、幼稚園藍海策略知覺得分高分組者，在幼稚園創新經營得分顯著優於中、低分組；幼稚園園長藍海策略知覺得分中分組者，在幼稚園創新經營得分顯著優於低分組。 八、幼稚園園長藍海策略知覺與永續領導能力間呈顯著正相關。 九、幼稚園園長藍海策略知覺對幼稚園創新經營具有高度預測力，且以克服組織障礙原則最具有預測力。 十、幼稚園園長藍海策略知覺對幼稚園創新經營的模式經驗證後適配度佳，具有顯著影響力。 最後，本研究依研究結果分別提出以下建議： 壹、對教育行政機關的建議 一、舉辦幼稚園經營相關之研習活動 二、調整公立幼稚園經費使用方法 三、國小附設幼稚園行政獨立 貳、對幼稚園園長的建議 一、加強自身在創新經營之「發展特色」能力 二、園長使用引爆點領導以克服組織障礙 三、園長重新檢討園所成本結構 / The main purpose of this research is to study of relationship of kindergarten principal’s Blue Ocean Strategy senses and innovation management of kindergarten. The research methods used was literature review, questionnaires investigation, and interview. The research instrument was distributed to 600 kindergarten principals in Yilan County, Keelung City, Taipei City, Taipei County, Taoyuan County and 349 valid samples were used in this study. The data obtained was interpreted using descriptive statistics, t-test, one-way ANOVA, Scheffé posteriori comparison, Pearson’s product-moment correlation, Multiple Regression and SEM model through the use of LISREL 8.71, and content analysis. The conclusions drawn from the study were as follows: 1. The kindergarten principal’s Blue Ocean Strategy sense includes: focusing on big picture, not the number to reconstruct market boundaries；reaching beyond existing demand；overcoming key organizational hurdles ；building execution into strategy. 2. The kindergarten innovation management includes: foresighted and thoughtful, open and diversified, quality and excellent, continuing and improving, charity and tolerance, development and feature. 3. The kindergarten principal’s Blue Ocean Strategy sense “reaching beyond existing demand” rank first and “overcoming key organizational hurdles” rank last. 4. The kindergarten innovation management received a positive outcome and “open and diversified” rank the highest, “development and feature” rank last. 5. The kindergarten principals’ kindergarten size, kindergarten type, age, highest educational degree, year in service has significant difference on kindergarten principal’s Blue Ocean Strategy senses. 6. The kindergarten principals’ kindergarten size, kindergarten type, age, , year in service have significant difference on kindergarten innovation management. But kindergarten principals’ highest educational degree do not have significant difference. 7. Kindergarten principals who got high score on the Blue Ocean Strategy senses were gotten better score in the kindergarten innovation management than low and middle ones, who got middle score on the Blue Ocean Strategy senses, were gotten better score in the kindergarten innovation management than low ones. 8. The Blue Ocean Strategy senses for a kindergarten principal is positively correlated with the kindergarten innovation management. 9. The Blue Ocean Strategy senses for a kindergarten principal could positively predict kindergarten innovation management. 10. The model of the Blue Ocean Strategy senses to kindergarten innovation management for a kindergarten principal is proper. In the last, based on the research results, the researcher propose some suggestions for “Educational Administrative Agencies” and “principal of kindergartens”, hoping to benefit the of the kindergarten principal preparation systems in the future.

學校經營發展歷程中，許多學校在教育市場的競爭與學校組織變革的趨勢，面臨必須創新或轉型的危機，學校是否能夠掌握教育改革契機，主動採取積極創新的學校經營策略，取得競爭優勢，校長是重要的關鍵。本研究旨在瞭解校長在學校經營的創新理念與領導策略，學校創新經營的實際作為、遭遇的困境與解決方法，進一步分析個案學校創新經營前後的差異，獲致足資學習的學校創新經營經驗。 本研究為質性研究，利用文獻探討、訪談、文件資料分析進行資料蒐集，探討、詮釋及思索國民中學校長推動學校創新經營之歷程、策略及促成因素。經研究後獲致以下結論： 壹、校長學校創新經營的辦學理念 一、重視學校發展的有利條件 二、重視創新經營，發展學校特色 三、重視創新多元的思維 四、堅持用心創新，達成共同願景 五、結合多元創新，打造創意校園 貳、校長學校創新經營的領導策略 一、行政管理革新 （一）講求行政服務，支援教學活動 （二）利用各種場合，分享創新策略 （三）注重因勢利導，堅持永續創新 （四）整合人力資源，提高工作績效 二、課程與教學領導創新 （一）發揮教師專業，設計多元化課程 （二）推展教師專業成長，重視知識分享 （三）激勵教師接受新挑戰，創新教學內容 （四）重視楷模學習，進行專業對話 三、學生多元展能 （一）開發學生多元智慧，發展特色活動 （二）整合多層面創新經營，成就學生的學習 四、校園環境美化 （一）重視境教功能，創新組織文化 （二）尊重校園草木，啟發生命教育 （三）創新環境美化的作法，落實環境教育 五、社會與環境資源運用 （一）引進各類資源，實現學校創新經營 （二）充分運用資源，創造優質學習環境 最後依據研究結果與結論，提出具體建議，以作為國民中學校長推動學校創新經營、教育行政機關與後續研究的參考 關鍵詞：組織創新、學校創新經營、校長學校創新經營 / In the development of school management, many schools are facing a trend where they must make a change or innovation from the current school system and become more competitive in the education market. To become advantageous in the market, there must be vigorous and active action taken. School principle becomes the key to succeed in this innovation. The objective of this research is to understand the management philosophy and leading strategy of school principles. We will take the case study on innovative management in junior high schools and how they these strategies were applied, practice and resolve in different circumstances, and then analyze the differences between before and after the strategies were applied. In this method, we will be able to acquire sufficient experience in innovative management in schools. This is an academic research. The research will conduct document analysis, interviews, information analysis, data collection, discussion, annotation, and discussion on the philosophy and innovative strategy, in how to drive school system, behind junior high school principles. A few sample topics are as the following. I. strategy and tactic on school admission A. focus on the benefit to favor school development. B. focus on innovation; develop on schools’ distinguishing features. C. focus on dynamic thinking D. focus on emotion attachment, and to develop a better future together. E. integrating dynamic innovative ideas, and to create a school of originality. II. innovative strategy on management A. Change in administration system 1. focus on admin services, and support educational events 2. share innovative strategy in different occasion 3. focus on continuously innovation 4. integrate staff and human resource to enhance productivity. B. innovative changes in school material and content 1. to elaborate teacher’s profession, and design dynamic class content. 2. popularize teacher’s professional development, and encourage knowledge sharing. 3. encourage teachers to take challenges, and put new ideas into the education material. 4. sample study on model case, and carry discussion between professionals. C. Dynamic development of students. 1. develop students knowledge in dynamic field, and further expand distinguish educational events. 2. integrate different management strategies to help students’ learning. D. enhance and embellish school environment 1. focus on on-site education, and develop new management culture. 2. respect school plants, and education on humanity and life. 3. innovation tactic on embellish school environment. Fully put environmental education into practice. E. Application of existing social and environmental resources. 1. to bring in all kind of resource, to help to achieve the goal of innovative school management. 2. fully use the available resources, and make the learning environment better. After the analysis and conclusion, we will raise concrete suggestion, and make it the reference of innovation of management in junior high school, education board, and other post-research. Key word: innovation in management; innovation in school management. School principle’s innovative strategies in management.

2008年金融海嘯後，企業對資訊科技的投資開始下降，造成資訊技術以及資訊服務市場成長的趨緩，但同時卻為雲端運算服務市場創造了良好的商機，預估到2012年為止雲端運算服務市場每年的平均成長率可達37%，遠高於資訊服務市場5%的成長率。 本研究希望了解以雲端運算為基礎的成功創新經營模式之策略，探討雲端服務大廠IBM、Amazon.com、Google、以及Salesforce.com，歸納整理這些企業運用雲端運算產生成功創新經營模式的策略，了解在雲端運算出現後，這些企業如何清楚定位自己在產業中的角色。本研究進一步比較這四家企業運用雲端運算的策略，整理出這些策略的共同點為： 一、 運用雲端運算發展企業的核心價值並進行服務創造： 運用雲端運算的特性讓企業提供更即時、功能範圍更廣的服務，同時透過租用、訂閱的模式降低了服務的使用成本，擴大了使用服務的客戶群，並且從傳統單一方向的服務提供方式轉變為服務與服務之間、服務與使用者之間、以及使用者與使用者間產生連結，透過服務社群網路的不斷互動及服務的擴散產生差異化的經營模式，進一步形成專業的服務社群強化企業的核心服務價值。 二、 運用雲端運算整合價值鏈中的資訊並提供資訊仲介服務： 企業運用雲端運算的特性以及在產業中的經驗能有效的獲得價值鏈中上下游廠商的資訊與了解尚未滿足的需求，同時整合不同平台、軟硬體設備、以及商業流程，發展出資訊仲介角色的經營模式，有效整合價值鏈中的資訊並依照需求提供給合作廠商，幫助上下游廠商專注於其核心作業，並透過雲端運算主動地提供給顧客更方便、更靈活的服務，同時加強與價值鏈中上下游廠商的連結以及上下游廠商對資訊仲介者的依賴程度。

未來屬於知識創造型的組織，組織要駕馭未來，就必須不斷創造知識與革新。研究者感興趣的是，學校行政組織身為校內改革的火車頭，其創新經營的表現為何？組織成員知識分享的表現如何？又這些表現是否受到學校文化的影響？據此，本研究主要目的即以探討知識導向文化、知識分享與創新經營之理論為基礎，發展相關量表並以問卷調查全國85所國民中學，回收76所，可用問卷共967份，來瞭解國民中學行政團隊知識導向文化、知識分享與創新經營之現況與差異情形，並探析知識導向文化、知識分享與創新經營三者之關係與實施策略。最後根據研究結果發現與文獻分析，提出結論與建議。 本研究之主要發現有: 一、國民中學的知識導向文化現況屬正向而良好，有利於推動知識創新與管理。二、國民中學知識導向文化中，專業取向、開放取向與信任自主三者表現最好，主動學習、經驗分享、緊密合作、關係和諧與強調創新則相對較弱。三、國民中學行政團隊知識分享的表現上屬積極而良好。四、國民中學行政團隊成員知識分享意願很高，實際知識分享行為則相對不足。五、國民中學行政團隊創新經營的表現上屬積極而良好。六、國民中學行政團隊個人作為創新經營與行政管理創新經營表現較好，外部關係創新經營與資訊科技創新經營則相對較弱。七、不同性別、學歷、現任職務、學校規模與地區之學校行政團隊成員，在學校知識導向文化知覺上有差異。八、不同性別、學歷、現任職務、學校規模與地區之學校行政團隊成員，在個人知識分享知覺上有差異。九、不同性別、學歷、現任職務、行政服務年資與學校規模之學校行政團隊成員，在所處團隊創新經營知覺上有差異。十、國民中學行政團隊知識導向文化能有效預測知識分享，尤其「信任自主」、「經驗分享」、「開放取向」三層面影響力最顯著。十一、國民中學行政團隊知識導向文化能有效預測創新經營，尤其「強調創新」、「關係和諧」、「主動學習」與「專業取向」四層面影響力最顯著。十二、國民中學行政團隊知識分享能有效預測創新經營，而「個人知識分享行為」比「個人知識分享意願」影響力大。十三、國民中學行政團隊知識導向文化、知識分享與創新經營之整體因果模式具有良好的適配度。十四、知識分享雖僅具有微弱中介效果，確為知識導向文化與創新經營間之中介變項。 根據上述研究發現，研究者提出若干建議，以供教育主管機關、國民中學行政主管與未來研究之參考。 關鍵詞: 知識導向文化；知識分享；創新經營。

本研究旨在探討我國學校創新經營與學校效能的實際效果，藉由整合2003到2009年的25篇博碩士論文的研究數據，探討學校創新經營與學校效能兩變項的相關性、調節變項的影響力、及跨變項相關作用的結果。 在研究方法上採用後設分析技術進行，結果分析共分三部分，第一部分是學校創新經營與學校效能的後設分析，有25篇研究納入分析；第二部分在確認調節變項的存在與其對兩變項平均相關的干擾效果，分別以地區及轉型領導等2變項投入；第三部分在釐清跨變項間的相關情形，兩兩變項間須至少有5篇以上的數據才會投入分析。 綜合研究結果及文獻，得到三項研究結論： 一、 學校創新經營與學校效能的效應量有顯著相關，且在程度上為大效應量。 二、 轉型領導為學校創新經營與學校效能間的調節變項。 （一） 地區特徵不會影響學校創新經營與學校效能的相關性。 （二） 轉型領導是影響學校創新經營與學校效能的異質因素，其與效應量有同方向變動關係。 三、 學校創新經營與學校效能跨變項間均具有顯著相關，且各效應量在程度上均為大效應量。 （一） 整體學校創新經營與個別學校效能間均有顯著相關存在，其中以行政績效表現與整體學校創新經營的平均效應量為最高。 （二） 整體學校效能與個別學校創新經營間均有顯著相關存在，其中以行政管理創新與整體學校效能的平均效應量為最高。 （三） 個別學校創新經營與個別學校效能間均有顯著相關存在，其中以行政管理創新與行政績效表現的平均效應量為最高。 爰依上述研究結果，提出五項建議如下 一、 各縣市政府可多辦理獎勵型的創新經營比賽。 二、 進行學校創新經營時，建議校長使用轉型領導策略。 三、 建議學校從事創新經營應重視組織文化之改變。 四、 建議學校創新經營策略之擬定，宜先確定效能標的。 五、 對未來研究在取樣地區、方法使用及變項設定的建議。 / The purpose of this study is to confirm the effect size of school innovative management and school effectiveness. Researcher analyze mean correlations, moderators’ effect, and correlation across two variables which are school innovative management and school effectiveness by collecting data of 25 theses published in 2003-2009. Meta-Analysis divides results into 3 parts. The first part takes 25 theses into calculation for estimating mean correlations between school innovative management and school effectiveness. The second part is trying to examine the existence of moderators and their moderate effects on the mean correlation. This study sets 2 possible moderators that are areas and transformational leadership for analyzing. The third part is to clarify the relationship across variables. For the sake of keeping a stable effect size, every analysis must build on 5 valid theses’ data. The main conclusions are as follows: 1.There is significant correlation between school innovative management and school effectiveness, and the effect size is demonstrates high effect. 2.Transformational leadership is the moderator that influences school innovative management and school effectiveness. 2.1 The area variable did not moderate the effect size. 2.2 Transformational leadership is the variable that moderates the effect size of school innovative management and school effectiveness. 3. Every Analysis across variables shows significant correlations, and the effect size is demonstrates high effect too. 3.1 In dimension of total school innovation versus single school effectiveness, all effect sizes are significant, and the strongest mean correlation is administrative effectiveness. 3.2 In dimension of total school effectiveness versus single school innovation, all effect sizes are significant, and the strongest mean correlation is administrative innovation. 3.3 In dimension of single school innovation versus single school effectiveness, all effect sizes are significant, and the strongest mean correlation is administrative innovation versus administrative effectiveness. According to the above conclusions, some suggestions have been proposed: 1. Local governments can hold innovative race with award to encourage schools. 2. Principals can use transformational leadership strategy to initiate innovation. 3. Change the rigid organizational culture when schools execute innovation. 4. Define the effective target before the innovative strategies are formed. 5. Suggestions for future researches: About area, method and setting variables.

本研究旨在探討臺北市國民小學教師心理契約、教師幸福感與學校創新經營之關係，採用問卷調查法，以臺北市國民小學教師作為研究對象，共發出600份問卷，回收421份有效問卷，問卷回收可用率為70.17%。資料處理統計方法採用描述性統計分析、t考驗、單因子變異數分析(ANOVA)、Pearson積差相關及多元逐步迴歸分析。本研究分析結果分述如下： 一、臺北市國民小學教師心理契約屬中高程度，以「體察教師使命」最高，「接受學校期望」最低。 二、臺北市國民小學教師幸福感屬中高程度，以「樂觀表現」最高，「身心健康」最低。 三、臺北市國民小學學校創新經營屬中高程度，以「課程與教學活動創新」最高，「行政管理與環境創新」最低。 四、不同「年齡」、「服務年資」之教師知覺心理契約的整體或分層面上有顯著差異。 五、不同「性別」、「年齡」與「學校規模」之教師知覺教師幸福感的整體或分層面上有顯著差異。 六、不同「性別」、「年齡」、「年資」與「學校規模」之教師知覺學校創新經營的整體或分層面有顯著差異。 七、臺北市國民小學教師心理契約、教師幸福感與學校創新經營呈現中度正相關。 八、臺北市國民小學教師心理契約、教師幸福感對學校創新經營具有預測作用。 / The purposes of this study was to explore the relationships among teachers’ psychological contract, teachers’ well-being and school innovative management in elementary schools in Taipei City. The questionnaire survey method was applied. Elementary School teachers in Taipei City were adopted as the research objects.600 questionnaires were sent out. Valid questionnaires of 421 were collected. The validity of the responded questionnaires was 70.17%. The data was analyzed by using statistic method of descriptive statistics, independent t-test, One-way ANOVA, Pearson’s product-moment correlation and multiple stepwise regression analysis. The conclusions of this study are as follows: 1.Elementary schools teachers’ perception of teachers’ psychological contract is above average, in which the item “observe the teacher mission” was the highest, and “accept school expectations” was the lowest. 2.Elementary schools teachers’ perception of teachers’ well-being is above average, in which the item “positive cognition” was the highest, and “Physical and mental health” was the lowest. 3.Elementary schools teachers’ perception of school innovative management, in which the item “innovation of curriculum and teaching activities” was the highest, and “administrative management and environmental innovation” was the lowest. 4.There are significant differences in the elementary schools teachers’ perception of teachers’ psychological contract in terms of age and the length of service of school. 5.There are significant differences in the elementary schools teachers’ perception of teachers’ well-being in terms of gender, age and the scale of the schools. 6.There are significant differences in the elementary schools teachers’ perception of school innovative management in terms of gender, age, length of service of school and the scale of the schools. 7.There is a positive correlation among the teachers’ psychological contract, teachers’ well-being, and school innovative management. 8.Teachers’ psychological contract and teachers’ well-being have a predictive effect on school innovative management.

本研究旨在探討新北市國小教師組織學習與學校創新經營之研究。研究目的有： 一、瞭解目前新北市國民小教師學習組織、學校創新經營之現況。 二、探討新北市國民小學不同背景教師、學校背景變項在教師學習組織、學校創新經營現況上之差異情形。 三、分析新北市國民小學，教師學習組織與學校創新經營之間的關係。 四、探究新北市國民小學教師學習組織對學校創新經營是否有顯著之預測力。 五、依據研究結果提出建議，作為相關單位及後續研究之參考。 本研究採用問卷調查法為主，以新北市209校，分為一般地區學校（都會區）有155校、偏遠地區學校（郊區）有54校。550位教職人員為受試者進行調查，並以改編之「國民小學學校狀況調查問卷」，包括二種量表，分別是「「教師學習組織量表」、「學校創新經營量表」進行研空。，實際發出516份，回政有效問卷為501份，問卷回收率為97％。資料以SPSS/PC17.0 統計套裝軟體進行描述性統計、t 考驗、單因子變異數、積差相關、多元逐步迴歸分析與討論，所得主要結論如下： 一、新北市國民小學教師對「資訊蒐集」、「系統思考」、「溝通思考」、「團隊學習」教師學習組織的知覺現況良好 二、新北市國民小學教師對「環境設備」、「組織氣氛」、「教學專業成長」、「行政管理」學校創新經營的知覺現況良好 三、年齡大、年資資深者、兼任行政工作的教師，學校歷史「未滿100年」，在教師學習組織知覺程度較高 四、、男性教師、年齡大、年資資深者、兼任行政工作的教師，學校歷史「未滿100年」、一般地區學校，在學校創新經營知覺程度較高。 五、教師學習組織與創新經營各層面有明顯正相關 六、教師學習組織影響學校創新經營以「溝通思考」影響力最大 最後，依據本研究的結果與結論，提出具體建議，己供「教育的實務」與「未來研究」之參考。 / The purpose of this Study was to explore a study on the relationship among teacher organizational learning and school innovative management in elementary school of New Taipei City. The purpose of this Study includes: 1. To understand the current teacher learning organizations in elementary schools of New Taipei Ciy and the current status of school innovative management. 2. To explore difference among different background teachers in elementary schools of New Taipei City, variations of school background on teacher learning organizxation, and the current status of school innovative management. 3. To analyze the relationship among teacher learning organizations in elementary schools of New Taipei City and school innovative management. 4. To explore wheher teacher learning organizations in elementary schools of New Taipei City have significant prediction on school innovative managemen. 5. To offer suggestion as per the study result to be provided as a reference for consequent research proceeded by the related units. This Study mainly adopted questionnaire survey aimed at 209 schools in New Taipei City., as being divided into general area school (urban area)., totaling 155 schools, and remote area school (suburban area)., totaling 54 schools. The survey was proceeded on 550 teachers and staffs as interviewee with modified “Survey Questionnaire on School Condition of Elementary Schools”., of which includes two evaluation forms as “Evaluation Form on Teacher Learning Organization” and “ Evaluation Form on School Innovative Management” respectively to proceed the said study. It actually issued 516 copies and recovered 501 copies of valid questionnaire, the recovery rate was 97%. The data was analyzed by SPSS/PC17.0 package software to proceed descriptive statistics, and also adopted t test, single factor variances, related accumulated difference, multiple stepwise regression analysis and discuss, the major conclusion obtained is as follows: 1. The current status on cognition of “Information Collection”, “Systematic Thinking”, “Communication Thinking”, “Teamwork Learning” shown by teachers in elementary schools of New Taipei City, that is very good. 2. The current status on cognition of “Environmental Equipment”, “ Organizational Atmosphere”, “Growth on Teaching Profession”, “Administrative Management” of school innovative management as being realized by teachers in elementary schools of New Taipei City, that is also very good. 3. More ages, senior, or teacher with administrative duties taught in the school less thant hundred year history, they have higher extent of cognition on teacher learning organization. 4. Male teacher, more ages, senior, or teacher with administrative duties taught in the school of general area, they have higher extent of cognition on school innovative management. 5. Both teacher learning organization and innovative management have significant and positive relation on each aspect. 6. The most influential force on teacher learning organization is “ Communication Thinking”. Finally, this Study offers a concrete suggestion as per the result of study to be provided for the reference of “Education Practice” and “Future Research”.

本研究旨在探討臺北市國中校長轉型領導行為、教師幸福感受與學校創新經營之關係。研究目的有： 一、瞭解當前國中校長轉型領導、教師幸福感與學校創新經營之現況。 二、探討國中校長轉型領導與學校創新經營之關係。 三、探討教師幸福感與學校創新經營之關係。 四、探討國中校長轉型領導與教師幸福感對於學校創新經營之間是 否有顯著影響力。 五、根據轉型領導、教師幸福感與學校創新經營的相關文獻與實證研究，提出可供相關教育行政機關、校長、學校與未來研究參考之建議。 研究採用問卷調查法為主，以臺北市59所公立國民中學的教職人員為對象，共抽取30所學校，540位教職人員為受試者進行調查，並以改編之「校長轉型領導量表」、「國民中學教師幸福感量表」與「學校創新經營量表」進行施測，共回收496份，有效問卷為485份，問卷回收率為92 ％，可用率為98 ％。資料以SPSS/PC 17.0統計套裝軟體進行描述性統計、t 考驗、單因子變異數、積差相關、多元逐步迴歸分析與討論，所得主要結論如下： 一、國中校長轉型領導層面以「激勵共成願景」最高，其次為「願景與承諾」與「尊重信任」、而「個別關懷」相對較低。 二、國中教師幸福感的表現以「樂觀表現」、「生活滿意」為最高，「工作成就」、「身心健康」相對較低。 三、學校創新經營方面，以「資訊科技」、「行政管理」與「課程與教學」創新經營較高，「知識分享」與「外部關係」創新經營相對較低。 四、兼任主任的教師知覺校長的轉型領導行為較高。 五、學校規模較小的教師知覺校長轉型領導和學校創新經營的程度 較高。 六、國中校長運用轉型領導有助於學校創新經營之實踐；其中轉型領導之「個別關懷」、「願景與承諾」、「親近融合」對於整體學校創新經營最具預測效果。 七、在教師幸福感方面，以「工作成就」與「身心健康」最有助於學校創新經營。 最後，根據研究結果與結論，提出具體建議，以供教育行政機關、校長、學校、教師與未來研究之參考。

自2000 年以來，行動通訊市場以驚人的速度成長，目前為止全世界的行動 電話已經超過三十三億台，這是個驚人的數字，這也代表著行動電話的市場規模 以及影響性難以用人類歷史上所出現過的任何一種科技產品來相互比擬。同時行 動通訊有許多先天上的優點使得我們相信它有機會取代網際網路與電視，成為最 為主流、最為強大的廣告媒體。 在這個新媒體的商業價值被大多數是人所體認之前，如何應用行動通訊的特 點創造出一些非常有效並且新穎的行銷方法、獲利模式以及經營模式是一個非常 值得研究的商業性課題。一旦研究出具有創新性又有可實踐性的經營模式或是廣 告行銷的操作方式，將會有機會獲取龐大的商業機會與投資報酬。 本論文透過對「獎勵式行動廣告」與「適地性行動廣告」兩種行動廣告方式 的國外成功個案研究以及台灣的行動廣告公司的企業深度訪談進行個案企業的 經營模式分析，並企圖歸納出這兩種新型態的行動廣告模式的關鍵成功因素，以 作為有志投入行動廣告產業者的創業參考。

本研究旨在瞭解桃園市公立國民中學教師知覺校長正向領導與學校創新經營效能之現況，分析不同個人背景變項及學校環境背景變項的桃園市公立國民中學教師對校長正向領導與學校創新經營效能知覺的差異情形，並探討校長正向領導與學校創新經營效能之間的關係及國中校長正向領導對學校創新經營效能的預測力。 本研究主要採問卷調查法，問卷內容包含「國民中學校長正向領導量表」及「學校創新經營效能量表」，分層隨機抽樣，將學校規模分為大型學校、中型學校、小型學校三類共抽取36所學校，以桃園市公立國民中學教師為施測之母群體，按比例分配抽樣人數，共發出748份問卷，將調查所得資料整理後，獲得有效問卷711份，編碼建檔並以IBM SPSS Statistics 21 中文版進行統計分析，分別採描述統計、獨立樣本t考驗、單因子變異數分析、皮爾遜積差相關及逐步多元迴歸分析等相關統計方法進行資料處理，得出研究結果與歸納結論如下： 一、桃園市國民中學教師知覺校長正向領導現況達到中高程度。 二、桃園市國民中學教師知覺學校創新經營效能現況達到中高程度。 三、桃園市國民中學教師以男性、兼任主任、學校歷史30年以下或 61年以上、學校位於北桃園之背景變項教師對於校長正向領導的 知覺程度較高。 四、桃園市國民中學教師以男性、兼任主任、學校規模49班〈含〉 以上、學校位於北桃園之背景變項教師對於學校創新經營效能的 知覺程度較高。 五、桃園市國民中學校長正向領導與學校創新經營效能為中高度正相 關 六、校長正向領導對學校創新經營效能具有預測力 最後，根據研究結論，提出相關建議，希冀對教育行政主管機關、國中校長、國中教師及後續研究者有所助益。 / The study aimed to investigate the status of public junior high school principals’ positive leadership and effectiveness of school innovation management in Taoyuan City , furthermore, to analyze the differences of perceptions from different background teachers about principals’ positive leadership and effectiveness of school innovation management, and to investigated the predictability of principals’ positive leadership towards effectiveness of school innovation management while this study also examined the relationship among these two variables. The study will first develop the theory and research frame, and then design the research through reviewing literature. The researching tool includes " principals’ positive leadership questionnaire" and " effectiveness of school innovation management questionnaire". The study method,questionnaire survey, used stratified sampling method to sample 36 junior high schools of 748 teachers for the subjects.Totally,711 questionnaires was effective .Survey data，through IBM SPSS Statistics 21，were analyzed by descriptive statistics, t-test, one way ANOVA, Pearson product-moment correlation coefficient, and stepwise multiple regression. The conclusions are summarized as follows: 1.Currently， in Taoyuan City， the perception of public junior high school teachers towards principals’ positive leadership was above average. 2. Currently， in Taoyuan City， the perception of public junior high school teachers towards effectiveness of school innovation management was above average. 3. The perception of public junior high school teachers towards principals’ positive leadership varied due to gender, current position , school history， school location，the difference was significant. 4. The perception of public junior high school teachers towards effectiveness of school innovation management varied due to gender, current position , school location, the difference was significant. 5. Principals’ positive leadership was positively correlated to effectiveness of school innovation management. 6. The predicted relations between principals’ positive leadership and effectiveness of school innovation management were supported. This study made concrete suggestions to educational authorities, junior high school principals, teachers and future related studies based on the findings and results.