絕大多數在台灣的企業屬於年輕的中小企業，他們所熟知的商業模式是生產代工，並無技術與市場的不確定性問題。如何從生產代工的商業模式跳躍到美國新創公司的知識經濟模式實在是一個對雙方都是很大的挑戰。由於雙方的不對稱性太大有必要讓其它人界入並彌補中間落差。開放式創新中需要技術仲介聯結買方與賣方。而技術仲介則是辦識(破壞式)創新機會的來源之一。在維興國際公司目前所專注的四個不同技術中，同時包括B2B及B2C的產品領域。但無論是B2B及B2C，市場拉力與技術推力在技術仲介的領域中均同樣必須受到重視。 本研究由相關文獻探討，推展出以(買方)目標工業的選擇與管理、(賣方)管理並降低市場的不確定性、技術仲介的需求缺口三構面的研究架構來探討技術仲介業在美國新創公司的技術仲介服務活動的關鍵因素與管理項目。本研究採用個案研究法深入訪談個案公司的高階主管以了解其新創過程的實務作為。由個案分析與研究發現得出研究結論如下： 結論一：成功的技術仲介業對技術賣方的選擇與管理應考慮(1)新創公司生態(2)新創公司的動態管理(3)新創公司的選擇(4)新創公司的管理。 結論二：成功的技術仲介業對技術買方的管理應考慮到(1)社會氛圍與使用者的認知(2)使用者的吸收能力(3)創新與使用(4)降低技術與市場的不確定性。 結論三：技術仲介的成功因素包括(1)技術仲介的加值能耐(2)技術仲介的承諾(3)專利/技術加值增加原供應商的仰賴(4)經營策略的創新與新事業開發。 結論四：技術仲介屬於知識管理的一環，在開放式創新中需要技術仲介聯結買方與賣方。而技術仲介則是辦識(破壞式)創新機會的來源之一。 結論五：台灣目前的技術服務業的主導者是以工研院技轉中心為主要的供需中心，輔以少數私人的智財買賣。 結論六：全世界都在鼓勵創新，國家的競爭力表現於創新與創業教育的養成。 / Most companies in Taiwan are belong to young SMEs, their business model is known for everybody and mainly the foundry model, there is no technology and market uncertainties. It is indeed a great challenge from the production foundry jumping into the knowledge based US startups. Since the dissymmetry from both sides are huge there exist a need for others to bridge the gap. Technology broker links buyer and seller in the area of open innovation. It is also one of the sources of innovation opportunities. WH International currently focused on four different technologies, including both B2B and B2C products. But whether it is B2B and B2C, market pull and technology push in the field of technology brokers are also to be taken seriously. From the related literatures survey, based on a technology transfer company, this study is to promote the technology sales (the seller) and management of technology uncertainty, to help (the seller) to manage and reduce market uncertainty, to meet market demands of the technology broker, and compose the three dimensions of framework: the seller, the buyer and the broker. This research adopts case study method to analyze the practice of the case company. The research results are as below. 1. The selection factors of a successful technology broker facing technology vendor should consider (1) ecosystem of start ups (2) the dynamic management of start ups (3) the choice of start ups (4) the management of start ups. 2. The management of technology buyers from a successful broker should take into consideration of(1) the user's cognitive and social atmosphere (2) the absorptive capacity of users (3) innovation and the diffusion (4) reduce uncertainty of market. 3. The successful factors for technology broker include (1) the value-added capability (2) the commitment to technology (3) patents / technology development to increase value-added services to suppliers (4) innovation of business strategy and new business development. 4. Technical brokering is a part of knowledge management. Technology broker links buyers and sellers in open innovation while it is also one of the sources of innovation opportunities. 5. Technology Transfer Center of the ITRI is the clear leader of technology services industry in Taiwan. There also existed some small private firms that handled intellectual property transactions. 6. Innovation is encouraged worldwide and national competition is reflected in the cultivation of innovation and entrepreneurship education.