自從90年代以來，網際網路商業化的普及，打破了時間和空間的限制，使得諸多不合理的商業制度有了新的解決方案。雖然在蝴蝶蘭產業裡，我國蝴蝶蘭的出口量為世界排名第一位，占全球60%的產量，然而在國際市場上始終只是扮演的生產者角色，最終通路一直為國外中間商所把持。因而長久以來，我國的蝴蝶蘭栽培業者，獲取的利潤非常微薄，議價能力非常有限，風險更需自行承擔。面對即將加入世界貿易組織的壓力，必須及早為產業未來發展的方向做好準備。本研究運用網際網路及資訊科技輔以流程再造的理念來改善蝴蝶蘭運銷上遭遇的瓶頸，從而增進我國蝴蝶蘭產業在全球的競爭力，進而增加花農的利潤。 / The e-commerce is popular since 1990, it breaks the limit of the time and the distance, and it let unreasonable business models get new solutions. The exportation amount of phalaenopsis in Taiwan has sixty percent in the world, however, we have been playing the role of original supplier, and overseas importers have been monopolizing the marketplace. Therefore, the phalaenopsis planters of Taiwan gained slender profits, had limited ability of price negotiations, and should take risks by themselves. To come up against the pressure of joining World Trade Organization, it is necessary to plan a future business model as soon as possible. This paper tries to use Internet, information technology and take advantage of business process reengineering (BPR) to improve the phalaenopsis business, and then to strengthen the competition and to increase profits of planters.

許多新概念或新技術的擴散通常不僅耗時甚長、擴散範圍十分廣泛，再加上社會網路在其中扮演了重要的角色，使得創新擴散本質上就屬於一種動態、非線性的複雜現象，事實上，近來研究發現，創新擴散的諸多特徵，包括「動態、非線性的複雜行為」，「正向回饋的自我組織現象」，以及「對初始狀態一些微小因素的敏感度」等，都與複雜理論中所強調「複雜系統」中的諸多特徵不謀而合。 另一方面，近來創新擴散研究逐漸將擴散視為一個創新者與採用者雙向互動的傳播過程，在擴散過程中，創新的演化與成員間的動態互動成為主要焦點。過去的擴散研究較少討論個體與總體層次間的結構化過程，亦即成員如何互動而產生系統層次的創新秩序，而系統層次的創新結果又如何進一步影響成員的互動，而複雜理論正好可以提供跨層次架構來回應此一理論缺口。 因此，本論文的研究問題包括以下兩者：一、由複雜理論觀點來看，概念型創新擴散的動態過程為何？二、由複雜觀點來看，在概念型創新的擴散過程中，相關因素如何影響創新擴散的動態過程？這些因素間存在何種互動與回饋關係？承上所述，本研究的範圍界定為「概念型創新」，在此「概念型創新」指的是近似於典範的一種具有複雜多元內涵的創新。 在研究方法上，本論文採用序列性多元方法的研究設計。利用歷史法、實驗法與個案法三種研究方法，針對相同的兩項問題，總共進行三項實證性研究，透過「質性方法--量化方法--質性方法」三種研究方法的截長補短，提高本研究的理論效度。 研究一利用歷史研究法對蒙特梭利教學法的擴散過程進行研究，將蒙特梭利教學法的擴散分為三階段，透過三階段成功、失敗與成功三種不同結果，發現不同的初始狀態變數情況，主要是再創造可能性與體制開放與自由度，將導致創新擴散的不同結果。研究二新概念擴散實驗進行兩階段實驗設計，操弄五項自變數進行重複多因子實驗，共取得二十八個實驗數據；比較不同變數情境與採用結果，除了驗證初始狀態變數對創新擴散的影響外，也發現自變數間存在明顯的交互關係。研究三進行蝴蝶蘭產業創新擴散個案研究，比較台糖進入蝴蝶蘭產業前後的創新擴散過程，以及蝴蝶蘭、嘉德利雅蘭，以及國蘭三種蘭屬的發展過程。隨著三項實證研究的進行，變數內涵逐漸豐富化，證據力也進一步強化。在研究三結束後得到修正後的觀念性架構，成為本論文的結論。 在結論部分，本研究有三大主張。首先，系統的初始狀態，包括創新導入者的網路位置、體制自由與開放性、再創造可能性、創新內涵豐富性、擴散誘因與採用人數等六項因素，將影響創新擴散成功的可能性。其次，創新擴散過程中包含許多的演化與正向回饋機制。最後，創新擴散是一個自我組織的過程，系統秩序從低一層次成員之間的互動自然突現，而非走向無序；但在自我組織過程中，秩序的出現有賴於中央協調機制（標準版本）；同時系統需要不斷輸入的能源，使其維持在自我組織行為出現的臨界點之上，這些能源通常來自於新採用者所帶來的量與質的效果。 / This dissertation applies a new perspective, complexity theory, to discuss the diffusion of “conceptual innovation”. Here conceptual innovation indicates a paradigm-like innovation with various content. By using “metaphor”, I treat diffusion as a self-organization process, and adopted important concepts from complexity theory, such as initial conditions, positive feedback, and self-organization, and then develop a dynamic process model of innovation diffusion. In this dissertation, a multi-method research design is adopted. To draw on the strength of each and offset the weakness of the others, three empirical studies were conducted. First study, the pilot study of this dissertation, is concerning the diffusion process of Montessori method, in which the different result of three diffusion stages was compared. Second, a laboratory experimental study simulating diffusion process of a new concept has been conducted. In each experiment, a new concept was announced and counted the number of adopters. Each experiment has different scenario design that is one specific combination of all variables, and then the number of adopters was compared. Third, the diffusion process of Phalaenopsis (Moth Orchid) industrial innovations was studied, in which the development process of early/late stage and three category orchids was compared. This dissertation concludes with the following findings. First, innovation diffusion is a dynamic, nonlinear complex process; factors in initial conditions will influence the result of innovation diffusion. Secondly, evolution and positive feedback effects work continuously all through the diffusion process. Finally, diffusion of conceptual innovation is a self-organization process, which depends on energy injecting into the system continuously and the existence of central coordination mechanism in the system.

台灣蘭花業者過去憑藉著優異的育種技術以及豐富的種源，在全球蘭花市場上佔有一席之地。由於蘭花經濟價值高，近年已吸引許多國外業者投入栽植與生產，目前包括荷蘭、美國、日本、韓國、泰國、加拿大以及中國大陸等國家的業者都開始切入蘭花市場。就蘭花的銷售而言，影響蘭花價值的因子除了有商品定位形象外，隨著建築風格的改變、空間配置的調整，新的消費需求將決定未來的蘭花價值。 美國蘭花市場是台灣第二大外銷市場，台灣蘭花外銷美國的外銷量在過去3年中平均每年有超過60%成長（外銷值平均則是每年有超過38%的成長），因此美國蘭花市場的變化將可牽動國內蘭花業者的獲利空間。 本研究目的在於分析美國蘭花市場的供應鏈的現況以及批發市場現況、並調查美國政府對於蘭花進口的相關法規制度以及台灣蘭花輸美現況，進以剖析美國蘭花市場以及找尋台灣蘭花在美國市場的商業機會。 經調查發現：美國蘭花市場主要是盆花市場，在1999年至2007年間，美國蘭花盆花市場的批發值（約1.2億美元/每年）約為蘭花切花 批發市場的10 – 16倍；以進出口的比例來看，美國蘭花盆花的進口價值為出口價值的6倍以上，因此美國屬於蘭花盆花淨輸入國；美國蘭花盆花的主要輸入源為：台灣、泰國、荷蘭、加拿大、中國與韓國；其中過去9年中，美國每年自中國、韓國、加拿大以及泰國進口的蘭花價值或是重量的複合年成長率都超越台灣；因此雖然目前台灣仍是美國的蘭花的最主要進口源，但是未來在開創美國市場時，除了應注意荷蘭業者的動態外，亦需注意中國、韓國、加拿大以及泰國的蘭花業者狀態。 美國蘭花切花進口量在2004年達最大以後即開始下滑，雖然進口量下滑但是進口總值提升，足見進口單價明顯提升。 就美國的蘭花進口法規來看，美國農業部認為絕大部分的貿易用蘭花切花都是來自於人工繁殖的植株，因此不屬於CITES的限制範圍；除非有明顯證據證實是採集自野外，否則，在檢查後，蘭花切花的商業性運輸將會被海關放行；另外，美國政府主要是依CITES的規定來執行蘭花盆花進口的查核，而目前CITES中關於人工繁殖的雜交蕙蘭（Cymbidium）、石斛蘭（Dendrobium）（血色石斛蘭（Dendrobium cruentum）除外）、蝴蝶蘭（Phalaenopsis）以及萬代蘭（Vanda）的蘭花有相同的標準，蝴蝶蘭並不是唯一的豁免種類。 就美國國內交易市場現況來看，荷蘭業者以及加拿大業者已將花卉公開拍賣市場機制引進美國，並會透過快遞業者進行蘭花遞送。 總體而言，台灣蘭花盆花以及蘭花切花在美國市場都有發展機會；建議未來的發展方向可包含：1. 依據不同地理區位市場的氣候環境與人口組成，透過育種技術來提供適地適境並符合市場期待的蘭種，並透過主張植物品種權及/或專利權及/或透過營業秘密的方式掌握育種優勢；2. 開始植根美國當地，直接引進台灣的育種與育苗技術進入美國境內（或是鄰近國家）進行蘭花的生產；3. 充分掌握國際與美國國內法規變化、定期調查美國市場需求變動，並善用美國多元化通路，不疏漏美國蘭花切花市場，也不輕忽蝴蝶蘭以外的蘭花盆花市場。 / Taiwan is a major worldwide supplier of orchids due to its outstanding seeding and breeding techniques and the natural environment. In the recent years, the lucrative economic value of orchids has prompted many industries from other countries, such as Holland, United States, Japan, Korea, Thailand, Canada and China to invest in orchid productions. In addition to the merchandise image of orchids that affects their price, demands resulting from the changing architecture styles and interior designs further determine the future value of orchids. The US orchid market is the second biggest place for orchids exported from Taiwan. Over the past three years, the average annual growth rate of orchid export weights from Taiwan to the US is over 60%, while the orchid export value on average has increased by over 38%. Therefore, the role and the possible commercial opportunities of orchids from Taiwan in the US market require further attention from the orchid farmers and the government in Taiwan. The aim of this study is to analyze the possible commercial opportunity of orchid from Taiwan in the US market by understanding the current supply chain and wholesale value of the US orchid market, ascertaining the relevant import and export laws and regulations, and investigating the current state of orchids from Taiwan in the US orchid market. According to previous investigations, it is realized that the potted orchid is the major type purchased in the US. Between 1999 and 2007, the wholesale value of potted orchids is around 120 million dollars per year, which is about 10-16 times more than that of the cut orchid. Furthermore, the US is a net import country of orchids, where the import orchid value is 6 times more than the export orchid value. Taiwan, Thailand, Holland, Canada, China and Korea are the main sources from which orchids are imported to the US. Over the last 9 years, the compound annual growth rates of both the quantity and the value of orchids imported from China, Korea, Canada and Thailand have exceeded those from Taiwan. Therefore, although Taiwan is still the major source where orchids in the US are imported from, the orchid industries from China, Korea, Canada and Thailand in addition to Holland should also be monitored. The peak of imported cut orchid quantity was in 2004 before starting to decline. Meanwhile, however, the imported cut orchid value increased. Therefore, the price for imported cut orchid thrived over the last few years. Based on Cut Flowers and Greenery Import Manual, Animal and Plant Health Inspection Service (APHIS)of United States Department of Agriculture considers that “the great majority of orchids encountered in the trade are from artificially propagated plants and therefore fall outside the scope of the CITES Regulations; therefore, INSPECT and RELEASE commercial shipments of cut orchids unless you have convincing proof that the orchids were collected in the wild; neither permits nor certificates are necessary for orchid blossoms from artificially propagated plants”. This indicates that the US government holds a relatively open attitude towards the international cut orchid trades. Moreover, based on CITES appendices valid since July 1, 2008, it is known that “artificially propagated hybrids of the following genera are not subject to the provisions of the Convention, if conditions, as indicated under a) and b), are met: Cymbidium, Dendrobium, Phalaenopsis and Vanda”. Therefore, Cymbidium, Dendrobium（except Dendrobium cruentum）, Phalaenopsis and Vanda are under the same protection level based on CITES. Moreover, companies from Holland and Canada have introduced an auction mechanism for orchids into the US orchid market, and the auctioned orchids are delivered by express. The orchid industry in Taiwan has the experience and ability to export a variety of orchids to various countries, and the US orchid market is relatively open to various orchids. Both potted and cut orchids from Taiwan show commercially competitive advantage in the US market, but new marketing strategies of orchids from Taiwan in the US market are required to be implemented prior to the development thereto. Suggestions for the orchid industry in Taiwan include the following. 1. to develop customised orchid plants that are most suitable for specific markets based on the natural environment and/or the demographic make-up, and to allow further development of these dominant species by applying protection under PVPA, plant patent and/or utility patent; 2. to directly introduce the seeding and breeding experiences and techniques from Taiwan to the US or nearby countries to shorten transportation time and to allow for mass production; 3. to regularly acquire information about the changes to the CITES, US import laws and/or regulations and trends in the orchid market, and to fully utilize the diverse orchid distribution routes and the resources from research institutes for the full development of cut and potted orchid markets.

1985年開始，台糖公司在不與民爭利的原則下拓展蝴蝶蘭事業的發展，延續台灣社會對於蝴蝶蘭的喜好與優勢，進行花卉產業之商業化；產業的萌生源於隸屬於國營事業體制下的正式化組織，基於組織中制度企業家之社會技能動員組織中的成員且策動策略變革，而讓組織固有的制度優勢得以發揮，也克服了體制僵化的瓶頸，而成就了蝴蝶蘭產業於台灣甚至在世界的發展。 本研究透過田野調查以及非線性之質化比較方法，試圖分析台糖開創蝴蝶蘭產業組織新制度的建構模式。研究時間點的劃分，主要以1985年蝴蝶蘭產業小型試種至2001年組織邁入新紀元為止。事實上，在制度環境的架構上，台糖公司發展新興產業的抉擇，隨時間而有階段性的選擇，凸顯了新制度理論在制度環境變遷上歷史性之偶然的觀點(Mizruchi et al. 2006)。事實上，台糖公司落實蝴蝶蘭產業之發展並使之商業化，必須透過三個面向予以說明，首先，制度環境上，組織透過鬆散式結合之運作邏輯化解正式化組織過於僵化的運作模式，並藉此運用正式化組織之資源，結合組織內外之正向的制度環境，發展領先的蝴蝶蘭經營與栽培能力。另外，能夠如此地善用組織資源與變革制度環境，關鍵在於推展產業時，組織任用具有社會技能的制度企業家，不僅聯繫組織內外之菁英，也創造了獨特的經營模式。最後，制度能夠逐漸形成，必須觀察個體行動對於制度環境日常生活實踐的情形，台糖公司在產業開創之時，因其農業企業公司之特質具備優異的農業知識，又基於台灣民間蝴蝶蘭知識資源深厚，經由非正式的接觸，創造了蝴蝶蘭知識，也透過互動的模式擴散知識的分享。 / Taiwan Sugar Company developed an Orchid industry in 1985. It turns flower planting into business in order to continue the advantage in Taiwan. The industry originated from State-owned enterprises, which is the formal way of organization. The organization succeeded in developing orchid industry in the world. It helps that there are entrepreneurs who have the social skills to mobilize members and alter strategies in the organization; therefore, the organization can expand these useful institutions and resolve the institutional myth. The study used field research and qualitative comparative analysis to analyze the structural model of the organizational institution when Taiwan Sugar Company initiated orchid industry from 1985 to 2001. In fact, choosing the produce for this developing industry depends on different stages. It appears that the viewpoint of new institutional theory is that institutional transformation is historically contingent (Mizruchi et al. 2006). Actually, there are three levels that Taiwan Sugar Company uses to develop orchid industry and turn flower planting into business. First, the organization is loosely coupled with formal organization in order to resolve inconsistencies. Moreover, it uses the resources of formal organization and links institutional environment. There was positive feedback about becoming a pioneer in managing and planting in the orchid industry. Second, because there are entrepreneurs who have social skills, the organization can use the advantage of resources and institutional environment. It not only connects the people who own high capability in orchid, but also creates special business model. Finally, the study surveys individual action in the institutional environment, in order to research and understand how to form an institution. When Taiwan Sugar Company created the orchid industry, it was a state-owned enterprise and had rich knowledge in agriculture; in addition, there is rich knowledge about orchids in Taiwanese society. From interaction between the members in the organization and farmers in society, it has created knowledge in orchids and diffused the knowledge in the field.

臺灣農業有優良的傳統，曾經以優越的生產技術，良好的品質，在外銷市場上，屢創佳績。本文首先探討當前農業發展的困境，源自於過度注重生產導向思維，忽略產業鏈上下游息息相關的產業結構，忽略行銷通路的發展，忽略知識經濟中，創新服務的附加價值。 近年來，蝴蝶蘭產業揚名國際，博得蝴蝶蘭王國美譽。分析蝴蝶蘭產業的價值傳遞過程，發現台灣蝴蝶蘭產業，正逐漸步入早期傳統農業的後塵，策略發展以生產能力為核心。這個營運策略為擴張規模，增加產能，以期降低成本，在市場上以價格競爭為手段。對於一個產業而言，這是一個危險的訊號。 今以蝴蝶蘭產業為例，深究台灣農業是否可以從企業經營觀點，健全產業結構，發掘更多附加價值。這個問題的答案存在於以無形資產創價的觀念，以現有良好的生產技術為後盾，結合農業科技智慧財產、聯合行銷與品牌經營，是未來台灣農業應該努力發展的三大策略主軸。 在此一策略思維主軸下，許多創新事業模式可以發展，包括農業生物科技公司，品質認證公司，拍賣公司，行銷公司，溫室營建公司等，或為周邊產業，或為上下游，唇齒相依。農產業一如其他產業，應思考佔據產業關鍵地位，方能提升議價能力，擁有競爭優勢。這些創新事業的特色為科技運用，服務事業，重視品質，最終以品牌經營為依歸。活絡創新事業，將現代化科技與服務精神引入農產事業，這是一場無產經營的變革，成功關鍵在發揮合作精神與善用優質人力。創造的無形資產價值，有一天可以超越農產品本身的價格。 / Agriculture had helped Taiwan earn economic advance in the early time, but went in vain and into history without sustained development. What constrains agriculture itself is the production-centered mind setting. Recently, moth orchid export has become a rising star among other horticulture products. Through analysis of Taiwan orchid value chain, it is found that orchid industry is stepping into the same path of traditional agriculture practice. Individual orchid farmers focus on enlarging greenhouse coverage in order to reduce cost and to win a price-based war. Discussion is made to ask if business management can be integrated into Taiwan agricultural practice. With good field practice technique supporting, intellectual property protection of biotechnology, brand operation and cooperative marketing should be three main strategies for future development of Taiwan agriculture. Agriculture, just like other business operation, should develop strategy to gain advantage in key position to win competition advantages. The characters of these innovative operational models are applications of current technology, service oriented, emphasis on quality, and ends in good brand management. Taiwan orchid farmers should also realize only through cooperative efforts, they can prevail. In the future, agriculture should recruit quality human resource in all aspects including business management, technology, engineering and service. Value generation by new business models producing intangible assets are proposed and discussed.

台灣在蘭花產業上扮演關鍵地位，近年來受到許多已開發國家消費者喜好，再加上蘭花高經濟價值特性，使得近年來許多國家業者紛紛投入生產，影響台灣業者原有的市場，更加上台灣蘭花業者以往對於智慧財產的不重視，許多優良品種缺乏專利或品種權保護，而紛紛遭受國外竊取流失，對於智慧財產權的管理及應用，也缺乏一套完整的方法論，來體現智慧財產的價值。本研究企圖以周延鵬老師所提出之「智慧資源規劃」方法論，並針對主要蘭花市場國家，包括美國、歐盟、日本、台灣，分別以產業結構（產業面）、各國植物品種保護制度（法規面）和業者實地訪談（市場面）所遭遇之現況及面臨之問題進行分析。針對三構面的分析結果，本研究提出「蘭花產業智慧資源規劃模型」，以蘭花產業結構、智慧財產群集與組合、企業營運機能作為整體模型之基礎，並以該基礎架構進行蘭花產業商業模式設計，以產業整合、品種權佈局、產品組合和智慧財產之交易與行銷進行設計，最後再以資訊網路平台將各段之資訊進行分析及流通，配合組織營運規劃，使公司能藉由本論文所提出之智慧資源規劃模型，加強於全球之競爭力。 / Taiwan acted as a crucial role in the worldwide orchid industry these years. Orchids become more popular in many countries and the high economic value attracts lots of the companies to involve in. The ignorance and depreciation of intellectual property in the past cause that many unprotected plant varieties were copied by foreign industries without licensing. Moreover, the lacks of IP management methodology make it difficult to embody the value of orchid intellectual property. This thesis aims to offer some possible solutions for the dilemma of Taiwan orchid industries in a way of “Intelligence Resources Planning (IPR),” proposed by Yen Pong Jou. The analysis will begin with the comparisons of some major countries of orchid industry, including the U.S., Europe, Japan and Taiwan, from their industrial structure, legal regulation concerning plant patent protections and interviews with industries. Following the situation and difficulties observed, this thesis proposes an ”Intelligence Resources Planning in Orchid Industry Model.” The model is design on the base of industrial structure, intellectual property combinations and business management mechanism, including integration of industry, IP strategy of plant variety in different countries, product combinations, and IP marketing and trades. This information will be circulated and analyzed through an internet platform. Through the information sharing, the model aims to enhance Taiwan orchid industry’s competitiveness in the global market.