我國的數位學習環境，自政府於2003年啟動「數位學習國家型科技計畫」開始，市場需求與產業發展日漸加溫，近年更是有許多創新產品的誕生。另一方面，從文獻回顧中不難發現，關於學校與企業用戶所使用的學習帄台，由於市場規模較大且發展得早，因此產品開發的相關文獻也較為豐富；而在個人市場中，不論產品所使用的技術或是產品本身的商業模式都比學校與企業用戶來得更加多元化，但很可惜的，關於個人市場中廠商如何進行產品開發的文獻卻是非常的少。 　　本研究以我國個人數位英語學習產品為例，來探討數位學習產品的特性對開發活動的影響。故本研究的構面為數位學習產品的特性與開發活動兩大部分，前者包括以學習者為中心、教材重複使用性、知識多元性、資金回收期長、師生互動性、客製化的內容與媒體互動性等七個特性；後者則試圖以較整體性的方式，來探討數位學習產品的開發活動，其中包括概念的形成與發展、專案的組織與分工、專案的領導、問題解決與溝通、時程的控制與測詴、高階主管的角色。而本研究選擇四家數位學習廠商作為深入個案分析的研究對象，其中包括教材、工具軟體與整合服務類別的廠商，來進行專案層次的探討。 　　本研究所得到關於數位學習產品開發的結論包括：(1)數位學習產品的開發專案多由CEO發起。(2)產品在初始創意的產生上，多由具有相關產品開發經歷或技術專長者依據當時代重要的數位學習產品特性來提出；而在之後概念的發展上，為了強化產品與學習理論的連結，則會由教育專長的成員來進行細部規格的設計。(3)產品開發專案多採用固定式工作團隊型式，且成員的專職性高；並且，專案普遍透過組織外部網絡來分擔製作上的工作量。(4)數位學習產品皆具有「以學習者為中心」、「教材重複使用性」、「知識多元性」和「資金回收期長」的特性；而隨著數位學習產品的定位與所使用的技術之不同，產品可能具有「師生互動性」、「客製化的內容」或「媒體互動性」的特性。(5)數位學習產品具知識多元性，因此，其概念的發展需要跨領域的知識交流，在團隊組成上也較為多元。(6)數位學習產品具資金回收期長的特性，因此，高階主管對於產品開發專案涉入程度高。(7)具師生互動性的產品，其概念的提出者具網路服務業的背景，且課程部分的規劃會強調由具有豐富實體教學經驗的成員來執行。(8)具客製化內容的產品，其開發團隊會透過與外部內容商合作來取得部分或全部的教材；反之，團隊多自行開發教材。(9)具媒體互動性的產品，其測詴大多會由專職的測詴人員來執行，並且會透過外測以了解使用者實際使用產品的狀況及找出其他尚未發現的程式錯誤。本研究最後對企業經理人與後續研究者分別提出實務上與研究上之建議。 / When talking about the e-learning industry development in Taiwan, it has become prosperous since our government laughed “Taiwan Digital Archives Expansion Project” in 2003. Moreover, a large number of innovative products are developed in this industry. But unfortunately, the literature about how companies conduct product development is very insufficient. 　　This study which takes English learning products as example researches on how the characteristics of e-learning products affect product developing activities. Therefore, the framework of this research includes two parts, one is characteristic of e-learning products, and another one is product development activity. The former part includes learner-centeredness, reuse of materials, knowledge diversity, long payback period, interactivity, customizable content, interactive media; the latter part includes idea generation, project organization and staffing, project leadership, problem solving, schedule control and testing, role of high-level managers. This research adopts four Taiwanese e-learning companies as case studies. The major conclusion of this study includes (1) E-learning product development projects are most launched by CEO. (2) Ideas of products are most produced by the people who are not educational background, and the linkage of the products with learning theory are strengthen by people who are educational background in later stage. (3) Projects most adopt the team type “fixed team,” and outsource partial works. (4) All the e-learning products are learner-centered, reuse of materials, knowledge-diversified, long payback period; with different positioning and technology, products are or are not interactive, with customizable content, with interactive media. (6) E-learning products have long payback period, so high-level managers deeply involve the projects. (7) Products which are interactive, the concept of products are most proposed by people with background of internet service industry. (8) Product with customizable content, some part or all of its material are acquired by cooperating with content providers. (9) Products with interactive media, their testing work are most executed by individual testing member and most projects have external testing.

根據KPMG的研究顯示(2014)，生技製藥廠商間的合作是產業發展的趨勢，但合作的目的已經從原先的降低成本，發展到加速創新的產生。眾多國際製藥公司已經與外部夥伴進行合作，其中合作研發最能發揮合作夥伴間的效用，越緊密的合作越能使得合作網絡中多樣化的技術、能力結合，從而增強對於未被滿足醫療需求的理解。由此可見，跨國研發合作成為全球生技製藥廠商的企業策略。過去已有許多學者研究我國科技產業與國際廠商之研發合作，但甚少探究生技製藥廠商與國際生技製藥廠商間的研發合作。 本研究選定具有跨國研發合作豐富經驗的台灣生技製藥廠商為研究對象，探討其企業策略、核心能力及跨國研發動機如何影響跨國研發合作的管理。本研究從跨國研發合作影響因子以及跨國研發合作管理之內容兩個構面探討台灣生技製藥廠商與國際生技製藥廠商進行研發合作的互動關係。研究方法採取多重個案研究法，文獻探討部分包含生技製藥產業、企業策略與核心能力、國際研發合作、合作夥伴篩選因素、知識移轉與智財管理，研究者結合研究問題與文獻回顧導出觀念性研究架構，再依研究架構為主軸進行個案訪談與資料收集，實地深入訪談我國兩家生技製藥廠商，得出以下結論： 本研究發現，台灣生技製藥廠商與國際生技製藥廠商研進行發合作的動機一致，為降低及分散風險、分攤固定成本、技術與資源的互補與移轉、夥伴間營運策略的互補與相容性。篩選合作夥伴的主要考量也大致相同，包含資源及技術的互補、過往合作經驗、夥伴間營運策略的互補及相容性及財務能力。另外核心技術能力會影響台灣生技製藥廠商與合作夥伴合作起始的階段，研發合作起始階段的差異，更會影響知識移轉機制、以及合作方式的不同。另外，本研究也發現到，台灣生技製藥廠商在國際合作夥伴上的選擇會以不具直接競爭關係者為主，且與合作夥伴選擇以營業秘密的方式來保護技術知識。 / According to the research of KPMG in 2014, R&D collaboration between biopharmaceutical firms is the trend of biopharmaceutical industry. Under the circumstance of globalization, product life-cycles are gradually shortening. The purpose of R&D collaboration change from cost reduction to speeding up innovation. Therefore, multinational R&D collaboration has become a global business strategy for biopharmaceutical firms. Most of the past studies of multinational R&D collaboration focus on ICT industry in Taiwan. Few specially investigate biopharmaceutical industry. Consequently, a research gap can be found as multinational R&D collaborating between biopharmaceutical firms of Taiwan and biopharmaceutical firms of other countries. This research focus on the biopharmaceutical firms of Taiwan, explore how multinational R&D collaboration influence factors (business strategy, core competencies and the motivation of multinational R&D collaboration) affect multinational R&D collaboration management of firms. This research adopts two biopharmaceutical firms in Taiwan as case studies and conducts interviews with managers to understand multinational R&D collaboration influence factors and multinational R&D collaboration management. The conclusions of this research are as below: This research finds out that the motivations of multinational R&D collaboration of Taiwan firms are coincident, including cost reduction, diversification of risk, resources and technologies complementarity. The evaluations of partner selecting are also coincident, including resources and technologies complementarity, collaboration experience, operating strategy complementarity and financial capability. In addition, core competencies may affect the initiation stage of R&D collaboration and the initiation stage of R&D collaboration may affect the mechanisms of knowledge transfer and the way of multinational collaboration. Moreover, this research also found out that the biopharmaceutical firms of Taiwan might primarily choose to collaborate with international partners who have indirect competitive relationship with them. Last, the biopharmaceutical firms of Taiwan and their partners protect their intellectual property in the way of trade secret.

隨著商業環境的快速變動，企業為因應市場快速變化，管理階層傾向於將專案規模縮小、目標明確來定義專案的範圍，以助於專案的執行，因此企業大多會執行一個以上的專案，然而專案彼此之間或多或少都會有些關聯與互動，良好的互動關係對於專案執行成效與企業均有其正面助益，因此本研究的目的在探討軟體專案特性對專案管理與專案間互動的影響之研究。 本研究以全球防毒軟體領導廠商-趨勢科技為例，其獨特的企業文化和指標性的企業管理模式，皆已成為國際型企業的典範。因此探討該公司運用雲端運算技術所成立的兩個專案進行研究，藉以探討專案特性、專案管理、專案間互動之關係。本研究經由個案訪談以及次級資料的分析探討，本研究之發現如下： 1.企業在執行軟體專案管理時，充分授權有助於激進式創新專案的開發進行。 2.領導者在軟體專案管理各階段所扮演的角色不同。當技術為外部來源時，領導者需要扮演協調溝通角色；當技術為內部來源時，領導者需要扮演技術支援角色。 3.企業在執行軟體專案管理時，會用師徒制來進行隱性知識的傳承；並利用文件管理系統來管理外顯知識。 4.當激進式創新的產品開發專案運用外部技術來源時，提供員工自我學習的空間，並透過知識分享討論會、知識管理系統、非正式溝通的多個群體協調活動，有助於專案間互動。 / In order to adapt to rapidly changing markets, cooperate managers tend to downsize the scales and define specific goals of projects for effective execution. Therefore, cooperates simultaneously deal with multiple projects which are inter-connected to each other. Good interactions benefit both projects and cooperate itself. Hence, the objective of this study is to investigate how the characteristics of software projects influence the managements and interactions of projects. The study subject is Trend Macro Incorporated, the world-wide leading company of antivirus software. Its unique culture and foremost management style have become the model example of international companies. Therefore, this study investigated two projects of this company, which apply cloud computing, to explore the relationships of the characteristics, management and interactions within and between projects. By case interview and secondary databases, the main findings of this study are listed below. 1.Enterprise in the implementation of software project management, the fully authorized to contribute to the development of radical innovation projects carried out. 2.Leader in software project management role of the different stages. When the technology to external sources, the leaders need to play the role of coordination and communication. When the technology for internal sources, leaders need to play a technical support role. 3.Enterprise in the implementation of software project management, we will use the apprenticeship system to carry out transmission of tacit knowledge; and to use document management system to manage explicit knowledge. 4.When the radical innovation of the product development project the use of external technology sources, to provide space for staff self-learning and knowledge sharing through seminars, knowledge management systems, informal communication between the various groups of coordination activities to facilitate interaction between projects.

公共工程為國家建設的基礎，其攸關人民生活品質並影響國家經濟發展。當今政府公共工程建設多以委外方式進行，然而對於公共工程績效之影響因素進行研究，將有助提供政府機關在招標時評選廠商之參考，以及在公共工程專案進行時，作為與專案經理溝通協調之依循。 依過去之研究多聚焦於控制層面，並認為提升技術方法將能帶來有效的管理，進而提高專案的績效。然除了控制管理之外，仍有許多關鍵外在因素影響公共工程專案的成敗；創新即是其中之一。而過去政府機關及營建專案管理者經常忽略創新的重要性，最終導致公共工程的失敗。因此探討創新對於公共工程專案的實益是有其必要性。 本研究最基本的目標在於調查創新實務作法之應用對於公共工程專案績效的影響；其中創新實務作法包含管理與服務創新、施工方法創新、建物功能創新、環保永續創新，而公共工程專案績效則表現在安全、品質、時程、成本以及業主滿意度。另一項研究目的則為探討公共工程專案類型(分為建物工程專案、基礎工程專案及工業工程專案)，在創新實務作法之於公共工程專案績效的影響中，是否扮演干擾效果。 有關本研究問卷調查時間自2015年9月至同年11月，有效問卷共計168份，每一份問卷代表一個公共工程專案的執行與績效表現。另本研究再以實際案例-成功及失敗的個案，剖析此兩個相似案例在創新實務作法與公共工程專案績效表現之間的關聯性。研究結果顯示，創新實務作法之應用與公共工程專案的績效表現具有顯著正向的影響；且公共工程專案類型在兩者之間具有干擾效果，亦即是創新的影響程度會因公共工程的類型而有不同，其於建物工程專案與工業工程專案之應用上對於品質績效的正向關係較為明顯。最後依此分析結果提出未來研究及政策建議。 / Public construction projects are associated with the infrastructure of a nation. Developing public construction projects is also important for the economic development of a nation. Recently, most of public construction projects are outsourced. Research on factors influencing the success of public construction projects can assist government with selecting suitable partners and communicating with project managers. Most of the previous work has focused on project control problems, assuming that the better methods or techniques would lead to better management and thus the successful performance of projects. However, there are many factors outside the control of management which may lead to the success of a project. Innovation may be one of the major causes of public construction project success. However, many construction organizations ignore innovation leading to a poor public construction project performance. Thus, there is a need for exploration of the benefits of innovation on public construction project performance. Accordingly, the primary objective of this research was to investigate the effect of innovation practices (including management and service innovation, construction method innovation, facilities function innovation, and environmental protection and sustainability innovation) public construction project performance in terms of safety performance, quality performance, schedule performance, cost performance, and owner satisfaction. The second objective was to determine whether innovation practice on public construction project performance was moderated by project type (i.e., building, infrastructure, and industrial projects). The data were collected from September to November 2015. A total of 168 valid questionnaires were analyzed. Each questionnaire is representative of a public construction project. In addition, case studies were used to assess the relationships between innovation practice and public construction project performance. Accounts of two similar projects, one successful and one not, were used to investigate the associations. The results suggest that adoption of innovation practice has a positive effect on public construction project performance. The results also show that project type has a moderating effect on the relationship between adoption of innovation practice and public construction project performance. In other words, the relationship between adoption of innovation practice and public construction project performance depends on project type. This indicates that the association between adoption of innovation practice and quality performance is more strongly evident for industrial and building projects. Finally, the paper proposes directions for future research and recommendation for policy development according to the findings.

籃球場上背後妙傳常是得分的關鍵，那種流暢的默契也是所有團隊協作者夢寐以求的境界。這種默契絕非一蹴可幾，而是有賴團隊成員透過持續互動而共同培養出來的；有默契的成員以類似的方式解讀任務環境且彼此了解，基於這種共通理解，團隊成員不須外顯的溝通就能精準預測夥伴下一步的行動，藉此做出相容互補的行為。如此透過成員互動培養出來的共通理解即團隊共享心智模式(team mental model, TMM)。 TMM過往在球隊、飛航、航管、作戰等行動團隊方面有紮實的研究，卻鮮少成功應用在以整合不同知識為目標的團隊上，這在跨領域協作越來越重要的趨勢下是很可惜的。本研究即在延伸TMM對話田野的呼籲下，探索跨領域團隊形成TMM的歷程。 研究採單一個案研究法，透過半開放式訪談，和專案成員共同回溯專案二十二個月過程中的事件，以及互動過程中的心境。彙整訪談逐字稿以重建專案歷程後，本研究得到以下結論： 一、跨領域專案團隊有一先行者，先行者心中的初始構想形成團隊發展TMM的基本方向。 二、一構想成為TMM成分，是該構想從「出現為議題」，轉變成「隱藏為前提」的過程。 三、成為TMM成分的構想以專案團隊特有的術語呈現在日常討論或行動中。 四、被團隊捨棄的和被接受的構想都是TMM的成分，影響團隊後續的討論和行動。 五、TMM是以核心/中介/周邊順序疊層起來的共形結構，核心TMM相對穩定，並透過中介TMM界定各成員/次團隊的介接規則，各成員/次團隊據以發展周邊TMM。 六、在核心/中介/周邊結構TMM下，成員共享的知識有些相同，有些重疊，也有些互補分布在不同成員間，卻不致彼此衝突或背離整體任務目標。 七、跨領域專案團隊是先就任務模式培養共通理解，然後據以發展協調模式。 在理論方面，本研究放鬆了過往TMM研究的外部預設最佳解、任務目標明確、單一線性收斂、成員均質等研究預設，重新檢視TMM跨越個人和團隊層次動態循環發展的歷程，並且提出從團隊互動層次掌握TMM的方法，促進TMM研究與跨領域團隊之間的相互滋養。 在實務方面，本研究指出跨領域專案團隊形成TMM的關鍵角色之功能和管理重點，也提供管理者根據「議題、前提、術語」的表徵，診斷跨領域專案團隊之TMM發展狀態，以及導引團隊朝向收斂效率還是發散創意的方法。 / This dissertation explored the developmental process of team mental model (TMM) in an interdisciplinary project team. TMM has been recognized as one of the most relevant constructs in collective cognitive and team learning. Prior researches acknowledged the contribution of TMM to team performance; teams with better TMM perform better. Limited empirical TMM researches were focused on action teams working on structured tasks like PC-based command and control simulations, cockpits, air traffic control towers, or military missions. Disagreed results emerged in teams dealing with knowledge integration however. This student attributed said discrpancy to some presumptions due to traditonal TMM researches. The objective of this research was to investigate how TMM is developed with those presumptions lifted. This study used a single case approach. In this interdisciplinary project, artists and engineers alien to each other were recruited to build a mechanical flower in twenty two months. Team members were interviewed to rebuild the process from which following findings were inferred in a team that requires knowledge integration: 1. A project initiator inherent to an interdisciplinary team substantially defines the initializing vector of the TMM. 2. The process by which a proposal becomes part of the TMM can be operationalized as a role transition of that proposal from a theme to a premise in the team. Each TMM ingredient is characterized as a team-specific jargon. 3. Proposals accepted and rejected by the team both constitute the TMM and influence the following development. 4. The TMM is developed as a layered conformal structure. More stable and shared by all members, the core TMM is interfaced by the intermediary TMM to the peripheral TMM. The peripheral TMM is shared only by subgroup members. With such a structure, decisions and actions are locally performed without departing from the core TMM. This research contributed to the TMM community by explicating the complex process and contents of the TMM developed in a cocreating team. The goal as well as the strategy was negotiated and cocreated by team members along their way to the end. Thus, both the research method and the findings of this study paved a way to facilitate cross fertilizing between TMM researchers and interdisciplinary fields. This research also provided interdisciplinary team leaders with tools to deploy key members, to diagnose the TMM development, and to balance the team between inertia and momentum. Finally, research limitations and future research suggestions are discussed.

軟體專案承諾升級現象發生時，可能會造成更多資源成本的投入，若投入更多的資源，而專案依然失敗，則會造成更多的浪費，是企業界最不希望看到的情形。本研究利用推敲可能性理論探討此現象，了解不同的說服方式如何影響受測者的決策過程。根據遇到專案的狀況，依照訊息訴求分成理性訴求與感性訴求的敘述方式，加入框架效應 (正向／負向) 以及訊息強度 (低／中／高) 兩變數，以自我責任作為調節變項進行探討，研究在不同情況敘述下，決策制定者接收專案訊息描述後其決策過程中的推敲可能性，以及推敲可能性與決策之間的關係。 研究發現如下： 1. 單一效果影響下，訊息強度中比起其他兩個強度較容易引起訊息接收者運用中央路徑思考。 2. 訊息訴求、訊息框架以及訊息強度會交互影響受測者推敲可能性，在正向框架下，訊息訴求與訊息強度對訊息接收者運用中央路徑做決策有顯著的交互作用。 3. 在訊息強度中與強的情況下訊息訴求與訊息框架對訊息接收者運用中央路徑做決策有顯著的交互作用。 4. 在感性訴求、正向框架與訊息強度強的訊息描述下，訊息接收者運用中央路徑思考時，較不容易做出承諾升級的決定。 5. 在自我責任調節下，則是感性訴求、負向框架與訊息強度弱的訊息描述，會引起訊息接收者運用中央路徑思考時，較不容易做出專案繼續的決策。 / Escalation of commitment is common in software project development. There are a few theories that have been used to explain this behavior, including the framing effect and self-responsibility. This study investigates the issue from the dual-path elaboration likelihood model (ELM) to examine how different persuasion routes may play roles in the decision process. An experiment was designed to study the effect of different descriptions of project status that may lead to different decision routes (central versus peripheral routes). The experiment design includes message appealing (rational vs emotional appealing), message strength (strong, medium and weak), and framing (positive vs. negative) as main variables and the responsibility as a moderator. The subject was asked to decide whether s/he would continue the project under a given scenario. Our results includes the following: 1. Message appealing, message framing, and message strength have significant interaction effect on the subject’s decision routes; 2. In positive framing, message appealing and strength has significant interaction effect on the use of the central route; 3. When message strength is medium or strong, message appealing and framing has significant interaction effect on the use of the central route; 4. Regarding to decision escalation, the likelihood of escalation is lower when the decision route is central (thinking) under the emotional appealing, positive framing, and strong message; 5. The likelihood of escalation is lower when the decision route is central under the emotional appealing, negative framing, and weak message description.

今 (2008) 年，全球規模排名前三大的電腦展，從1月開始美國拉斯維加斯的CES展、3月的德國漢諾威的CeBiT展，到6月在台北的Computex展，數千家之參展廠商，數十萬之買主與參觀人士，不約而同，大家的主訴求都是「綠色」與「節能」。向來，三大電腦展都是未來產品的風向球，加上從美國前副總統高爾的紀錄片「不願面對的真相」看到地球暖化現象日益嚴重，石油價格也不斷再創歷史新高，的確讓人感到這個世界將變得更為綠色，當人們愈來愈重視自己居住的這個環境與資源，也宣告「綠色產品、綠色消費」的時代正式來臨。 近年來一波波的綠色浪潮，如同過去十餘年間的網路興起，所產生巨大的改變一般。全球環保意識覺醒，尤以歐盟一向以高環保標準為最，陸續在2005年8月起推行的三大環保指令：WEEE(回收化)、RoHS(無毒化)、EuP(節能化)，超過80％的環境衝擊都跟產品設計有緊密關聯；是故，整合環境考量因素而成綠色產品的生態化設計作法，將會是企業最有效的方法。 上述WEEE 及RoHS兩項已於2006 年7月1日後，正式對輸出到歐盟各國的產品中全面實施管制，而日本、韓國、中國等國及美國(部分州)等，亦在2007年初立法通過並已實施，此股全球化之綠潮，已是勢不可擋；第三項的EuP (Energe using Product)「耗能使用產品之生態化設計指令」，歐盟各國已大多立法制定完成，部分國家還一併通過違規罰則，預計在2009年第一季起開始啟用，屆時勢必又將再度啟動第三回合的環保大挑戰。 我國對歐盟之貿易額佔了總體的比重極大，於2007年，我國出口到歐盟各國之電機、電子產品等金額超過逾NT$3,000億，企業也決不容忽視這廣大的市場商機。本研究的個案公司向來對環保意識相當重視，亦積極地關注在永續發展與環保議題上，所設計製造的綠色產品也行銷全球；現今的設計趨勢都以綠色、節能為導向，身處電子、電機產業的一員，面臨這項嚴峻之挑戰，更需即早因應，通過這些環保規範檢測，才能確保產品順利銷往歐盟。 本研究乃透過個案公司於過去三、四年中，利用 6 Sigma 的DMAIC循環改善手法，搭配ISO 9000/14000品質/環境管理系統以有效整合，組成專案團隊運作，成功導入6 Sigma WEEE / RoHS等專案，且比2006年7月1日的法定實施期限日，提早一季的時間完成歐盟WEEE及RoHS所有綠色產品之設計，並在符合法定時程/品質要求/客戶滿意等情況下順利出貨。 爰此，以綠色設計為整體考量因素，建置成一套標準化的流程機制，應用到EuP新環保規範中，進行產品節能、生命週期等多項評估，提升生態化設計能力。EuP雖與RoHS/WEEE的指令訴求內容互異，但本著6 Sigma RoHS過去分析及改善等手法，藉由嫻熟運作之科學管理模式，來縮短研發時程；目標為：提早一季時間完成產品設計，且品質符合環保規範驗證之出貨準備；期間雖會遭遇諸多問題與困難，但以6 Sigma經驗豐富之優秀成員組成的團隊，將採絕佳默契、合作無間的精神，順利於今年底達成任務，也為個案公司大幅提升環保戰力之全球競爭優勢。 關鍵字：限用有害物質指令、耗能使用產品指令、生態設計、國際標準組織、六標準差專案管理。 / In the world’s top three exhibitions of the electronic industry this year - namely CES of Las Vegas in January, CeBIT of Hanover in March, and Computex of Taipei in June, the main theme is the same: Green Technology and Energy Saving Products. Mr. Al Gore’s ‘Inconvenient Truth’ has unfolded future disasters caused by global warming, together with recent oil price hikes over US$140 a barrel, all these environmental and energy crisis have hastily ushered in the ‘Green Product Epoch.’ The European Union led the wave of Green Products by issuing the WEEE (Waste Electrical Electronic Equipment) directives in August 2005 which aimed at reducing E/E waste disposal through reuse, recycle and recovery, followed by the RoHS (Restriction of Hazardous Substance) directives enforced on July 1, 2007. EuP (Energy using Product) is the latest set of directives which will be implemented in 2009. Since more environmental impacts relate to product design, the green product ecological design incorporating environmental factors is most effective method. These regulations will greatly affect members of global E.E product supply. Taiwan had a big trade count with EU in the past time, so it will be caused more impacted as well. Therefore, many countries have regulated new national standards, many Taiwanese firms are making great efforts on the issues of Eco Design for energy saving to meet the trend on environment protection as earlier as possible and to provide operational producers for the business toward green global supply chain. For enterprises to implement environmental management system and to establish green product design and production by ISO9000 / ISO 14000 systems, and there are many procedures, validation and testing need to by 6 Sigma DMAIC improvement methodology. This case study proposes a model to include the RoHS green product into quality system successfully in 2 years ago, next case is provided to verify the model and justify how a firm can efficiently use the proposed model and empirical experience to meet product certification requirement into the system. The findings of this research can support other enterprises to implement appropriate model to integrate green product with framework of ISO9000/14000 quality/environment management system by 6 Sigma process. This is also suitable for a firm to upgrade its management system to meet various green requirements as WEEE, RoHS and EuP. The study is still enphasised many Taiwan manufacturers are tempted by the success of 6 Sigma in the western world and are now in the process of introducing 6 Sigma into their organizations. The push to further reduce costs has urged the firms to use 6 Sigma to regain their competitive positions in the global economy. Keywords: RoHS, EuP, Eco Design, ISO, 6 Sigma Managment

新創科技公司源源不斷的產生，是經濟發展的主要動力。美國1995年後崛起的公司，其中大部份為科技公司，所創造的股東價值是《財星》500大企業的二倍。台灣新竹科學園區，20年以來成立了300多家公司，創造出台灣GDP約10%的產值，新創科技公司之重要性可見一斑。 新創科技公司具有新創公司及科技公司兩者的特性，其營運不確定性高，創業者的創業精神及意志力是公司成敗關鍵，建立團隊、資金募集、及產品研發是創業者最主要的工作。 由於資本市場與產業市場快速的變化，新創科技公司在資金募集及研發管理上，面臨從所未有的變局。過去一年，在矽谷有上千家新創科技公司因資金募集不順或研發管理失利，而關門大吉。這是矽谷從所未有的現象。 究竟新創科技公司的資金募集及研發管理，有何關鍵要素以及資金募集及研發管理二者績效之關聯性如何，本研究以矽谷及台灣19家新創科技公司為研究對象，所包含產業有IC設計業，光電業，光通訊業，IC設備業，醫療設備業，及電子材料業等，獲得『影響新創科技公司資金募集及研發管理績效之關鍵要素』，以及二者之關聯性之結論如下： 一、資金募集 根據文獻研讀，影響新創科技公司資金募集績效的關鍵要素有：創業團隊能力因素，環境因素，及報酬與風險因素；而根據個案研究結果，創業者必須在不同發展階段，掌握不同的關鍵要素，分述如下： １　種子期 (1) 完善的營運計劃 (2) 募資時機的掌握 (3) 創業者所具備達成超高報酬率之條件 (4) 具號召力股東的參與 (5) 明確了解募資對象的決策特質，投資偏好、及投資策略 ２　創建期 除了種子期之關鍵要素之外，另產品要獲得關鍵客戶之認可，研發進度要等合原設定目標，關鍵股東或董事對募資的持續支持，亦均為關鍵要素。 ３　擴張期 公司商品化及量產能力，行銷、財務管理能力之優劣為此時期資金募集成敗之關鍵要素。 二、研發管理 根據文獻探討，影響新創科技公司研發管理績效的關鍵要素有：產品定位，外部資源運用及整合能力，內部資源管理及整合能力。另經個案研究發現，新創科技公司因研發資源有限，所以要研發什麼產品，不但要有方向感（即產品定位），同時尚要能因應技術及市場的變化，降低研發風險，所以要有產品組合之規劃。且創業者不但要具備良好技術背景，同時要藉創業精神及領導力，來吸引優秀人才加入『前途未卜』的新創科技公司。另外，新創公司之研發進度往往落後於設定目標，所以利害關係人（董事、股東、顧客、供應商、及員工）的耐心支持，亦是非常重要的。歸納個案研究發現下列五項影響研發管理績效關鍵要素： 1　明確的產品定位及產品組合 2　良好的研發專案管理能力 3　CEO或CTO應具良好的技術背景及領導力，以吸引優良技術人才加入 4　公司內外部研發資源良好之整合能力 5　利害關係人的支持 三、資金募集及研發管理二者績效之關聯性 依個案研究分析結果，對於二者之關聯性可獲得下述之結論： 1. 研發管理績效不佳者，資金募集通常難以成功，而研發管理具良好績效者，其資金募集較易成功。 2. 資金募集績效良好者，必須具備良好之研發管理，而資金募集績效不佳者，未必研發管理績效不佳。 / High-tech start-ups are the powerhouses of economic development. The total market value of high-tech start-ups that launched after 1995 is twice of that of Fortune 500 companies combined. The Hsinchu Science Park of Taiwan has incubated some 300 companies since her inception 20 years ago. To date these 300 companies generate in total a revenue of about 10% value of Taiwan’s GDP. High-tech start-ups have the attributes of start-ups and high-techs. As start-ups, they face so many uncertainties along the way. And as high-techs, they face dynamic market environments and short life cycle of products. Only through the founders’ entrepreneurship and strong motivation, can the high-tech start-ups survive and prosper. Team building, fund raising and R&D are the main jobs of every founder. Recently, because of the unpredictable change of capital markets and industry markets, the high-tech start-ups have experienced a great challenge in fund raising and R&D management. For the past year alone in Silicon Valley, there have been more than 1000 high-tech start-ups filed Chapter 11 or Chapter 7, out of the failure of funding or R&D. A cruel scene has never been seen for the past two decades. OBJECTIVE The objectives of this thesis intend to explore the key success factors (KSFs) of fund raising and R&D management for high-tech start-ups, and the relationship between the success of fund raising and R&D management. This study was conducted by using case study methodology covering 19 samples of high-tech start-ups. The accidental sampling was collected from 9 samples located in the Silicon Valley and 10 in Taiwan, with industries ranging from IC design, opto-electronics, opto-communications, IC equipment, health care equipment to electronics components. The data was obtained by interviewing the top management of these companies and venture capitalist to validate the information. CONCLUSION The result of this study found that the KSFs of fund raising are as follows, 1. According to the research papers and readings, three key factors determine the success of fund raising--- the core competence of the management team, the economic, industrial and social environment, and the investment return vs. risk. 2. This study shows that the KSFs are related to the maturity of high-tech start-ups’ development levels. They are not all the same. In embryo stage, the KSFs are the solid business plan, the right timing of fund raising, the team’s track record, and the knowledge to know the prospective investor’s decision criteria, investment preferences and investment strategy. In early stage, the KSFs should add two more points; one is that the products shall have design-wins from strategic customers with the achievement of milestone complying with schedule, the other is the continuing support from strategic investors. In expansionary stage, the KSFs are the products’ marketability and manufacturability. Also the marketing ability and financial ability are no less important. Moreover, the key factors affect the success of R&D management as follows, 1. In the research papers and readings, three determinants to the success of R&D management are the products’ positioning, the application and integration ability of external resources, as well as the management and integration ability of internal resources. 2. In the analysis of this study, the KSFs, emphasize more on the sides of strategic thinking and founders’ entrepreneurship as follows: a. The right product positioning and products portfolio; b. The good R&D project management skills; 　c. The founders’ good technical background and leadership to attract top-notched technical staff to join; d. The good integration ability of internal and external resources; e. The full support of shareholders. Above all, regarding the relationship between the success of fund raising and R&D management, the poor performance of R&D will, in general, leads to the failure of fund raising, whilst the good performance of R&D will help the success of fund raising. However, one with the success of fund raising, must couple with the good performance of R&D, and one with the failure of fund raising, not necessarily goes with poor performance of R&D.