2010年蘋果將已知技術配合使用介面的改變，推出一個全新手持行動裝置「iPAD」平板電腦後，iPAD改變了人們以往對筆記型電腦使用的高度依賴，iPAD平板電腦創造了一個新市場，同樣的它也重挫了筆記型電腦現有的市場。全球主要品牌筆記型電腦的生產大都以ODM代工模式進行，90%的訂單掌握在台灣ODM廠商手中。面對這樣產業的改變，臺灣的筆記型電腦ODM廠商如何透過技術創新來改變現況是本研究所探討。經由對筆記型電腦主要的ODM廠商「C公司」探討，本研究結論如下： 1. 筆記型電腦代工廠商與他重要的品牌客戶對新產品技術的看法會是一致的。 2. 筆記型電腦代工廠商會為重要客戶建立專屬研發、業務團隊，全權處理所有專屬客戶的一切業務要求。 3. 筆記型電腦代工廠商大都採用矩陣式組織管理來進行產品開發管理。 4. 筆記型電腦代工廠商在整個筆記型電腦產業扮演的是技術「跟隨者」角色而非產業的技術「領導者」角色。 5. 筆記型電腦代工廠商的研發團隊較重視零組件的關鍵技術開發。 6. 筆記型電腦代工廠商在技術創新的三個階段中，集中在「產品創新」階段。

我國電機電子中心廠企業透過快速的供貨彈性、具競爭力的生產成本、與深厚的製造能力，以OEM/ODM或OBM的方式將產品銷售於全球，在產業供應鏈上扮演舉足輕重的地位，更成為國際大廠不可或缺的合作伙伴。當產品功能不斷推陳出新與創新式樣的同時，各國政府開始注意到產品所含的有害物質對人體與環境皆產生了威脅；生產端和產品廢棄端也產出大量的廢棄物而影響了生態環境，因此，環境保護和永續發展成了各國所重視的議題。例如，歐盟看準供應鏈間環環相扣的利益關係，積極將環保訴求跳脫以往道德勸說的層面而開始立法，希望以歐盟龐大的商業市場為後盾，讓製造商在研發、生產到回收的產品生命週期中，能夠有效降低有害物質的使用量，並建立方便使用者的回收的機制。 在市場瞬息萬變與激烈競爭的壓力下，企業已習慣以專案管理來滿足各時期不同的任務與市場之需求，因此，跨部門合作的專案團隊運作日益頻繁。我國電機電子中心廠企業接受到歐盟和國際大廠對於綠色產品之要求的環保規範與壓力，紛紛成立跨部門的專案團隊，進行供應商管理、研發和製程變革、及成本控管等任務。以往的文獻對於企業環保議題之研究與討論，大部分著重於企業綠色供應鏈管理之建置與環保法規的因應方式，本研究除了涵蓋這方面的探討，更著重於企業因應環保壓力而成立的綠色專案團隊之運作。。因此，本研究以多重個案的研究方式，針對我國電機電子中心廠企業之綠色專案團隊的組織方式與其知識管理程序進行研究，希望能進一步瞭解企業所面對的主要環保壓力來源為何？以及驅動成立綠色專案團隊的因素、團隊結構、與團隊運作之過程為何？ 本研究所得到的研究結論包括：1.不同事業模式的企業，對同一外部環保壓力來源有不同壓力強度的感受；2. 企業內部環保壓力的自發性改變往往是發生在外部環保壓力的推動之後；3. 專案特性為產品或製程的延伸變動、改良、或品質改進，如綠色產品專案，適合以輕量級團隊進行專案之運作；4. 輕量級專案經理在團隊知識管理程序裡的知識吸收、創造、蓄積與擴散之運作中，扮演主要的角色；5. 由中立的高階主管擔任跨部門專案團隊之專案贊助者（The Executive Sponsor），可避免發生決策偏頗之情形。從本研究對於實務上所提出的建議包括：1. 中心廠企業應有專責人員持續負責綠色產品的推動；2. 企業應創造內部人員成立跨部門專案團隊的機制；3. 由中立的高階主管擔任跨部門專案團隊的專案贊助者。 / When properties and designs of electrical and electronics equipments are renewed more and more quickly, many countries noticed that the waste produce during product life-cycle process by manufacturers, junk by end users, and hazardous substances of products are threatening human healthy and living environment increasingly. Therefore, European Union announced and entered into force of EU environmental directives that induced the industries to pay close attention on the surrounding environment impacts and the healthy & safety risk of people. Thus, we would expect that the electrical and electronics companies in our country faced challenges of Green-Product production. The Taiwanese core factories built up a cross-divisional Green Project Team which coordinated each function to team up with conformed the Green-product regulations by government and customers. However, most of the past studies in the Green-Product issue were focused on how to manage green supply chain efficiently, and how to reply to the Green-product regulations rightfully. Thus, we focus on the organization and knowledge management process of the Green Project team, this issue is rarely touched by researchers. For that reason, this research is more an “Exploratory Research” essentially. This research adopts “Case-Study Method”, looks into the K.M. process of a project team by interviewing with personnel of case companies and reading second-hand materials about the case companies. The study aims to investigate the questions: 1.What is the Green Environmental Pressure a company mainly received? 2. What are the motives of a core factory to build up a Green Project Team? 3. What is the structure of the Green Project Team, and how does the team work together? The preliminary research conclutions include: 1.Companies with different business models face different Green Environmental Pressure. 2. External Green Environmental Pressure influences a company first and then comes the Internal Green Environmental Pressure. 3. Operations of a Lightweight Project Team are suitable for the task of product or processing extension, and quality improvement, just like Green Project. 4. The key person in the knowledge management process is project manager in the Lightweight Project Team. 5. Biased-decision can be avoided by giving the position of cross-divisional executive sponsor to a neutral senior manager.

製造業是台灣經濟發展的重點產業，科技快速的發展加速工業技術的革新，面對全球的競爭，我國製造業需透過持續的創新來維持其在國際上的競爭地位。工業4.0下的技術創新即是製造業在尋求發展與成長的最佳動能。近年來的文獻多半針對工業4.0的概念進行介紹，較少研究工業4.0這個新興的議題，亦較少談論企業如何進行工業4.0的技術創新活動。本研究藉由個案訪談了解我國企業在面對工業技術快速變化之下，推動工業4.0技術創新活動的實際作為，並以「組織方式」與「知識管理」兩大構面為主軸，針對我國三家在不同產業中具優異表現的公司進行研究，得到了以下的結論： 結論一：企業在推動工業4.0下的技術創新活動時，會從公司內部原有業務內容進行延伸，依產業類別的不同而有不同的發展方向。 結論二：企業推動工業4.0技術創新活動的團隊，會具有較高的權力層級及跨功 能整合程度，且團隊領導者特別強調溝通與整合的能力。 結論三：企業在整合工業4.0相關知識時，會同時強調整合的廣度與深度。 最後，本研究提出對於產業實務上以及後續學術研究上的建議。 / Manufacturing industry is one of the backbones of Taiwanese economy. As the rapid development of technology accelerates the innovation of industry, Taiwan’s manufacturing should be more aggressive in innovation in order to maintain its competitiveness in the global world. “Industry 4.0” provides the best opportunity for manufacturing companies for growth. In the past few years, the research and studies of Industry 4.0 focused more on providing an overall preliminary introduce and rarely mention how companies can apply it to the innovation activities. This study aims to investigate the actual responses of companies while doing technology innovation activities in "Industry 4.0". A framework with two major constructs: organizing, knowledge management is adopted for this study. And three leading companies in different industry are selected. Three conclusions from this study are as follows: 1. Enterprises that promote Industry 4.0 technology innovation activities will be usually extended from their existing business, and have different direction for business development according to their industry types. 2. Enterprises that promote Industry 4.0 technology innovation activities will require the responsible teams to have higher level of authority and cross functional integration. The ability to communicate and integrate will be also emphasized by the team leaders. 3. The breadth and depth of integration will be emphasized when the enterprises try to integrate the related knowledge of Industry 4.0. Finally, there are some recommendations for industry and follow-up researcher.