金馬獎是台灣歷時最久，也是最為國內電影界人士所關心的電影獎。而金馬獎從一九六二年開始舉辦，迄二０００年以來，將近有四十年之久。本文藉著《聯合報》對金馬獎(1962-2000)的再現分析，以政治經濟學的角度探討此一電影獎制度背後的成因，並勾勒出金馬獎在台灣電影經過數十年的變遷，其扮演的角色為何。 研究發現：金馬獎早期舉辦的目的，名義上為「獎勵優良國片」，實質則為鼓勵具有宣揚「國家意識型態」的影片。換言之，不論在頒獎典禮的日期、主持人及頒獎人在頒獎典禮上的致詞，呈現濃厚的政治意味。因此，金馬獎充滿官式化的色彩，報紙的再現也充分地反映出此一情況。然而，自七０年代末期，在當時新聞局長宋楚瑜的主導之下，在八０年代，金馬獎官式化的色彩漸褪，金馬獎的主辦也漸漸地移轉至民間，金馬獎自此受到媒體與電影界人士的重視。報紙再現的部分也反映出此時台灣電影文化界的蓬勃，不遇也由於金馬獎回歸到獎勵技術優良的電影獎性質，也產生了台港影片相互較勁的情況。 到了九０年代，台灣電影產量由於種種因素而驟減，但是大眾娛樂文化已然在台灣成形。另一方面，雖然台灣電影產量並未能支撐起一個電影獎的角逐，但隨著華語電影的潮流之下，在九０年代晚期廣納大陸月的競賽，金馬獎轉型為「華語電影獎」，而金馬獎頒獎典禮新聞隨著影劇新聞逐漸受到重視，在報導量及版面（次）的分配上都擴張許多，但是卻流於重視金馬獎頒獎典禮中藝人的服飾花絮報導，對於台灣電影在金馬獎上的邊緣化之議題卻鮮少報導。

本論文是發展成一個方法論，將金融工程、資訊科技、商業模式這三件事情予以結合，使未來更多金融工程的研究，都可以透過這個方法論，得到更好的推廣與應用。 為了證實這個方法論，是可以被接受而且具有實務價值，所以本論文以「可轉債評價暨分析系統」（產品英文名稱為CBPA）為案例，探討可轉債評價模型，商業化成功的過程，並透過本文的方法論，來評估發展過程中的關鍵成功因素與面臨量的風險。希望透過這些業界實務經驗的分享，讓未來的類似應用，提高成功的機會。

台灣動畫產業，長期以來屬於代工的角色，如今面臨產業移轉而要往自製原創動畫發展時，明顯的面臨了很大的障礙，至目前一直沒有顯著的作品發表。就算是當初在網路上紅極一時的阿貴與幹譙龍，始終無法突破網路的限制，創造出更好的獲利機制。而2004年12月終於有第一部台灣原創之電視卡通動畫－魔豆傳奇，在台視上映，這部動畫影集是由創業三年多的電視豆公司發展出來的，不禁讓自己思考電視豆到底是如何完成這部卡通影集的，到底說了怎樣的故事，才能贏得了觀眾與日本製作公司的青睞？而且與日本合作開發的過程，更是讓我感到好奇的。如果說原創是電視豆成功的秘訣，那同樣獲得數位內容國際動畫雛形獎的其他作品，為何無法創造與電視豆類似的經驗與市場價值？而且多數獲獎廠商都比電視豆握有更多的資源。這些現象是很值得深入探討的。 綜合對商業模式與創意商業化等文獻之回顧以及對個案的了解，本研究引用Chesbrough(2002)對創意會影響商業模式之看法，分析Afuah(2003)所提出之「產業因素」、「定位」、「資源」、「活動」與「成本」等商業模式五構面，與其組成要素之變化，並結合Jolly(1997)所提出之技術商業化過程中的橋樑之概念，也就是由「動員興趣與支持」、「移轉證明所需之資源」、「動員市場構型」與「動員互補性資源」等，將商業模式之變化調整轉化成原創商業化之過程。 經過研究個案比較比較分析，本研究發現： 動畫原創內容從創意到商業化之過程可分為「想像」、「孵育」、「修正」與「持續」等四個次分段。 1.原創內容商業化過程中的次分段與橋樑，會因為產業因素與定位之影響，促使各次分段有不同之發展內涵，以及不同之關鍵外部資源之進入與銜接次分段。 2.原創內容商業化過程成功與否，除了有銜接之橋樑外，還要能有內部商業模式之配合。 3.每一次分段的演化循環中，原創內容會驅動商業模式變化，使其能動員橋樑，並利用外來資源強化商業模式本身，且進一步可加值原創內容。 動畫原創內容從創意到商業化之過程會受到商業模式不同構面與其組成要素之影響。 4.影響想像次分段的關鍵成功因素為產業關鍵驅動力、提供之價值與市場區隔。 5.影響孵育次分段的關鍵成功因素為合作力、總體產業環境、提供之價值、個人能力與動畫開發類型。 6.影響修正次分段的關鍵成功因素為組織能力、個人能力與動畫作品和開發類型。 7.影響持續次分段的關鍵成功因素為合作力與無形資產。 原創內容演化之關鍵 8.新創動畫公司可以由肖像或故事兩個角度來發展原創內容，兩者之商業模式雖有很大之差異，但商業化成功之基本條件為具有可商業化之肖像。 9.原創內容不僅要將市場導向之設計策略融入內容與作品創造中，還必須以創意行銷增加原創內容商業化成功之潛力。 10.在想像次分段中，會有外部創意進入讓原創內容進一步演化，或者內部創意移出發展成新的應用。在孵育與修正兩個次分段，是以業界專家之創意移入為主。進入到持續次分段時，作品續集會漸漸轉由內部創意主導，週邊商品則需要相關開發商之創意加入，針對新市場而發展。 較適合新創動畫公司之商業模式特質 11.要擴大獲利能力，必須突破市場之限制。跨入國際市場可以參考分區經營或者全球統合經營兩種國際合作經營模式。 12.在執行商業模式時，較適合採取雙領導人制度。也就是有ㄧ負責管理或籌資之領導人，與另一位管理創意之領導人。另外，組織較適合小規模發展。 / For the past decades, Taiwan' s animation industry focused on playing the role of OEM. Because of that, most of animation companies face a lot of obstacles during converting their positions into the origin al animation, suah as a-Kuei & KoungGiyo Dragon which could not overcome the on-line limitation to create substanti al profit models. Until December in 2004, there was the first original cartoon from Taiwanese company, TVbean, which is an emerging company for less than 3 years. I was wondering how they could attract audiences and Japanese produing company and surpass other comp anies which have an abundance of resources in a short time. Due to the copious processes of developments for the animation movie and the TV cartoon, there are many key success factors which need to be discovered. Moreover, the digital technologies facilitate animation industry to become more diversified than as before. Based on this kind of industry enviroment, animation works should not be saw merely as products. In the other words, we should concern about the effects of cultures and information transmission and transfer them into e xplicit knowledge which can help Taiwanese animation companies to develop. In this thesis, I will describe and analyse completely the process from idea to commercialization for TVbean' s first original animation. Also, I will compare TVbean with other foreign animation companies, VOOZ & Pixar, to draw the evolution process for commercialization and the relationship between business model and c ontents. According to the concepts of Business Model (Afuah 2004) and Open Innovation (Chesbrough 2003), I analysed the research cases by 5 elements, which are industry factors, position, resource, activity and cost, of Business Model and tried to find out the bridges which could connect different subprocesses by the changes of Business Model. After modifying the process of technology commercialization (Jolly 1997), I specified that how innovations make original content evolve into various business during each subprocess. Through studying the comparative analysis of the cases, the discoveries and conclustions of this thesis are described as follows: The commercialization process of original animation content comprises four subprocesses called ‘Imagining’, ‘Incubating’, ‘Modifying’ and ‘Mustaining’. 1.The subprocesses of the original content commercialization process will be influenced by industry factors and position which could push different developments of contents and attract various resources in each subprocess. 2.If we would like to make the original content commercialization successful, we will need a suitable internal business model to cooperate with the connected bridges. 3.During the evolution of each subprocess circulation, the original content will drive the business model change , enable it to mobilize the bridges, and utilize outside resources to strengthen business model itself. Besides, the original content could be added value by the improved business model. The commercialization process of original animation content will be influenced by different constitutions and elements of business model. 4.The key successful factors of ‘Imagining’ subprocess will be influenced by the industrial key deivers, value and market segments. 5.The key successful factors of ‘Incubating’ subprocess will be influenced by the cooperation, macro industry environment, value, individual capability and the cooperation models of animation. 6.The key successful factors of ‘Modifying’ subprocess will be influenced by the organization ability , individual capability and the cooperation models of animation. 7.The key successful factors of ‘Sustainng’ subprocess will be influenced by the cooperation and intangible assets. The key factors of original content evolutions 8.The new star-up animation companies could develop the original content by two directions, characters and stories. Although the business models of these two directions have very great differences, the basic successful factor of commercializtion is creating the character which could be commercialized. 9.It is very important to apply market oriented design strategies to the creating of content and works in order to enhance the potential for commercialization. 10.Open innovation will occur In ‘imagining’, ‘incubating’ and ‘modifying’ subprocesses, but the development of the sequal to the original works will transfer to closed innovation. Moreover, peripheral products need relevant developer join for new market developments. The characteristics of business model which are suitable for new star-up animation companies. 11.It need to break the restriction of the market to expand profit potential. How to get into global market could base on two types of management, separate areas business and global integrated business. 12.While implementing the business model , it is suitable to adopt dual leader system. Because of that, one leader is responsible for managing or raising funds, and the other one is in charge of managing innovations. In addition, the development of the organization is suitable for a small scale.

京都大学 / 新制・課程博士 / 博士(人間・環境学) / 甲第24919号 / 人博第1093号 / 新制||人||256(附属図書館) / 京都大学大学院人間・環境学研究科共生文明学専攻 / (主査)准教授 石井 美保, 教授 風間 計博, 教授 岩谷 彩子, 教授 シンジルト チムディン / 学位規則第4条第1項該当 / Doctor of Human and Environmental Studies / Kyoto University / DGAM

在經濟全球化的後金融危機時代中，技術財產權的交易對於推動產業升級，推動新產品及市場發展和進一步推動技術移轉成對現實生產力仍然具有重要市場貢獻的實際意義。不斷豐富技術財產權交易的商業化方法及流程後充分發揮技術財產權交易在市場的領先及先發地位。本研究著重在技術移轉的成功關鍵因素之研究，所以會同時考量到技術應用、市場需求及供應鏈等方面的議題。另外，政府研究機構與企業間的技術移轉對其本身經營成效均是相當重要。對企業而言，此類型的技術移轉已成為其獲取新型技術的重要來源。對政府研究機構而言，政府研發投資的成效係決定於研發成果能否有效地移轉廠商。本研究主要以研究機構之一工業技術研究院技術移轉為主。研究對研究機構及企業而言，進行技術移轉的主要關鍵成功因素為何?研究有以下四個發現;(1)技術移轉業務牽涉層面廣泛、涵蓋多樣專業，包括技術、法律、管理、財務等，宜達到認知一致及雙方資訊回饋的情形下，一定要和對方保持在高頻率溝通。(2)技術移轉需要整合各方資源，所以為了使技術移轉時技術接受者方的技術達到同一個技術水平的情況下，研究機構應為對方隨時準備。(3)雙方背景的懸殊，會影響技術移轉績效;研究機構在避免開發出不符合市場競爭力的商品的情況下，研究機構應一開始就著手彌補這差異。(4)市場變化多端，建議甚至技術移轉期後，仍然應強化後續與企業在技術商品化的互動來因應市場在不同階段的變化。 關鍵字： 技術移轉、研究機構、技術商業化、新產品開發、成功關鍵因素。 / In the age of post global economy financial crisis, trading of intellectual properties still have real meanings to the market in pushing new products, developing new markets and further pushing technology transfer into producible. After continuous refining IP trading methodologies and processes, business entities will become leaders in their markets. This research will focus on success factor in technology transfer with topics in technology applications, market demand and supply chains. Moreover, we will discuss important factors in technology transfer between government research institutions and private enterprises. For private enterprises, it is an important source of obtaining new technology. For government research institutions, performance of the government research investment is determined by whether the result of research and development can be successfully transferred to private enterprises. In this research, we will be mainly discussing technology from Industrial Technology Research Institute in Taiwan. In this research, the author will discuss four main findings in key successful factors in technology transfer between the government research institution and private enterprises. (1) Technology transfer is very involved in many aspect of business including research and development, law, management and finance, etc. It is best to keep good communication between both entities to reach a common consensus and to keep good feedback. (2) Resources from both entities have to be integrated in the process of technology transfer. Therefore, the research institution have to be prepared to have a plan of support for private enterprises to reach the same technology level. (3) Difference in background knowledge between both entities will have impact in technology transfer performance. In the beginning, the research institution have to prepare to remedy this difference in recognition to prevent developing a product that is not competitive in the market. (4) Market changes fast. The research institution should reinforce interaction between itself and private enterprises in technology commoditization and responds to difference phase of product development and market development. keyword : technology transferring, research institution, technology commercialization, new product development, critical success factor.

學術研究機構向來是科技創新的主要動力來源，許多與人類生活息息相關的發明多半來自於學術研究機構此一孕育創新的搖籃。此外，一個國家的學術研究能量往往也反映了該國的技術能力與競爭力，因此世界各國無不投注大量資源於大專院校及研究機構，期望除了學術產出之外，亦能將原始的創新概念透過研發活動轉化為智慧財產，並進一步將其商業化，滿足市場需求，實現知識之最大價值。 我國之學術研究能量並不落於美、歐、日等主要技術領先國之後，從我國政府投注於學術研發活動之經費、歷年發表於SCI、EI等期刊論文以及取得美國專利之數量等科技發展成果指標便可說明此點，然我國於1999年通過與美國拜杜法案意義相當之科技基本法至今已滿九年，各學研機構之專利申請量雖有成長之勢，然而2007年實際之智慧財產權收益卻僅佔研發總投入費用的0.87%；2005年全國技術貿易額收支比僅達0.23，與美、日、英等國相較，實可謂差強人意，顯見我國在研發成果商業化上已面臨一定瓶頸。 在知識大爆炸方興未艾的二十一世紀，可以預見的是將有越來越多的研發成果持續產出，學研機構花費於取得並維護智慧財產之費用亦將持續提高，如何在產出的眾多研發成果及專利中，篩選出真正有商業化潛力之標的，以將有限的人力、時間、資金等資源投注於其上並轉化為實質的經濟效益，將是學研機構進行研發成果商業化時的重要課題；此外，在學研機構法人化之潮流下，若未來大學等學研單位須自行負擔大部份資金之籌措時，此一評估機制將更顯重要。另，在資訊高度不對稱的情況下，技術需求方難以辨認技術供給方之技術是否為適合之交易標的，因此若能建立一套商業化可行性評估機制，亦能使雙方間之資訊交流更為順暢，促進技術之移轉與商業化。 因此，本研究嘗試提出一研發成果商業化可行性評估機制，以供學研機構進行內部評估，使國內「悶住」的研發能量得以透過有效的評估機制而活化。又，由於不同科技領域所適用之商業化可行性評估方式將有所差異，而生物科技領域為二十一世紀科技發展中之重要領域，且列為政府政策下的重點發展產業之一，加以作者本身之相關學經歷背景，是以本研究選擇生物科技領域研發成果為討論之重點。 本研究分別從5W的角度來探討研發成果商業化可行性之評估機制，分別是進行商業化可行性評估之目的(Why)、進行商業化可行性評估之時點(When)、商業化可行性評估之執行者(Who)、評估所需資訊之取得(How)以及進行商業化可行性評估時所需考量之因素(What)，最後建立一研發成果商業化可行性評估機制，作為本研究之核心概念以及後續個案探討之依據。 此外，本研究針對研發成果商業化可行性評估之各項構面進行介紹，並提出學研機構於進行評估時在各構面應考量之重要項目與問題。依所建立之評估機制與架構流程，將評估構面分為技術、智慧財產、市場、法規與財務五大構面，並以技術與智慧財產構面為探討之重點。 由於本研究之研究對象為學術研究機構，且以生物科技領域為重心，故由大專院校、基礎研究機構及應用研究機構中各挑選一具代表性之單位作為個案研究對象，分別為國立陽明大學、中央研究院以及財團法人工業技術研究院，透過與各機構之研發成果管理專責單位進行訪談，深入了解其運作機制與現況，以期綜覽各類型學研機構之研發成果商業化可行性評估機制，並得出研究發現及建議。 根據個案研究之發現，本研究對於國內學研機構之整體建議，主要包括：研發成果商業化可行性評估機制應依機構之目的、性質、智財管理現況加以擬定；研發成果商業化可行性評估之構面應配合研發成果之性質及開發階段而設定，並以技術構面為基礎，智財構面為樞紐連結市場與法規構面之評估，最後以財務構面進行統合；而學研機構若欲採外部審查方式執行評估工作，須考量可能之缺失；此外，研發成果商業化可行性之評估應由具備跨領域能力之團隊加以執行，並應使具備產業經驗與市場背景之人員有一定程度之涉入；再者，生物科技領域研發成果因其本質上之特殊性，故於進行商業化可行性評估時，有諸多因素需加以考量；最後，政府可主動協助建立專業之機構或團隊，提供學研機構進行研發成果商業化可行性評估甚至後續之技術行銷服務，以有效符合規模經濟、範疇經濟與專業、客觀之考量。 / Academic and research institutes are the origins of technology innovation. Many of the significant inventions were devised in these cradles of innovation. Academic and research power can often indicates the technology capability and competency of a nation. Every government invests vast resources to universities and research institutes in order not only to make academic publication but also to realize the maximum value of the knowledge through converting the innovative ideas into intellectual properties (IP) and further commercializing the R&D achievements to meet the market needs. The academic researches in Taiwan can compete with the technological leading countries such as the U.S, Japan, and E.U. countries, in terms of some science and technology indicators like R & D expenditure, SCI / EI publications, and the number of U.S. patent granted. Nevertheless, the actual revenue generated by IP in 2007 was only account for 0.87% of the total R&D input and the coverage ratio of technology balance of payments was only 0.23 in 2005. The fact indicates that there were some barriers on the path of R&D commercialization in Taiwan. In the 21st century of knowledge explosion, it is predictable that more and more R&D achievements will be generated from academic institutes and the expenses devoted to the acquisition and protection of IP will keep rising. Therefore, it will become a critical issue in academic institutes to sieve out the targets of the higher commercial potential from numerous R&D results and patents so as to concentrate the time, human and financial resources on those targets for its further commercialization. Moreover, under the highly asymmetrical information situation during the technology trading, technology buyers have difficulty in identifying whether the technology is a suitable trading target or not. A well-established feasibility evaluation mechanism will also stimulate the interflow of information and promote the technology transfer and commercialization. Accordingly, this thesis will try to establish a feasibility evaluation mechanism (FEM) for commercialization of R&D achievements in academic institutes in order to activate the stuffy R&D energy in Taiwan. Biotechnology is one of the most important fields of technology in the 21st century and thus be the main concern of the discussion of this thesis. This thesis will investigate the feasibility evaluation mechanism for commercialization of R&D achievements on a “5W” basis, including the purposes of evaluation (why), the time of evaluation (when), the executives of evaluation (who), the information needed in the evaluation process (how), and the factors that should be taken into consideration in the evaluation process (what). Accordingly, a feasibility evaluation mechanism for commercialization of R&D achievements will be established as the central concept of this study and as the ground of follow-up case analysis. In addition, each aspects of feasibility evaluation as well as the significant issues and questions of each aspect will be illustrated in this study. According to the feasibility evaluation mechanism and framework established in this study, there are five main evaluation aspects including the technical aspect, intellectual property aspect, market aspect, legal aspect, and financial aspect. The main subjects of this study were the academic institutes in biotechnology field in Taiwan, the National Yang-Ming University, the Academia Sinica, and the Industrial Technology Research Institute (ITRI). These institutes are chosen as the subjects of case study standing respectively for the higher education institute, basic research institute, and the applied research institute. By way of interviewing the personnel of R&D achievements and IPR management department in the institutes in question, the feasibility evaluation mechanism implemented by different types of academic institutes was investigated to delineate the key findings, followed up with some practical advices. The overall advices proposed by this study for the academic institutes in Taiwan were summarized as follows: (1) The feasibility evaluation mechanism for commercialization of R&D achievements should be devised in accordance with the purpose, the nature, and the IP management status of each institute. (2) The feasibility evaluation should be set to match up the development stage of the R&D achievements and take the technical aspect as the groundwork, IP aspect as the pivot connecting to the market and legal aspect, and the financial aspect as an integrated result. (3) Evaluation executed by external parties may be of some defects that should be taken into consideration. (4) The feasibility evaluation for R&D commercialization should be executed by multi-disciplinary team and the industry-experienced or market personnel should as well participate in the evaluation process. (5) Due to the characteristics of biotechnology, many special factors should be involved in the evaluation process. (6) The government may actively assist in setting up a professional organization or team to provide feasibility evaluation and even the further technology marketing services to meet the consideration of economies of scale/ scope, specialty, and objectivity.