財產權的發展，具有將外部成本內部化，以及減輕租值消散的功能，同時也會影響誘因機制與市場行為，因此，建立可執行的財產權或契約系統，有助於降低交易成本，促進市場交易的效率。土地使用分區管制是政府用以界定財產權的一項重要工具，但在執行的過程中，會受到資訊不完全的因素所限制，而產生許多社會經濟衝突的問題，所以，在財產權界定不完全的情形下，分區管制制度的執行可能是一種負和、零和或正和的賽局。 在台灣的都市規劃管制制度下，土地使用分區管制一直被視為政府執行都市公共政策的重要工具，但是土地使用分區管制制度變遷的原因及對財產權配置的影響，很少被深入的探討，亦少有相關的實證研究予以論述說明。由於分區管制決策直接影響人民的土地財產權範圍，因此，以財產權為研究的焦點，連結制度及執行層面的動態分析，可以更深入地了解政策運作的過程，檢視分區管制制度設計的問題，藉以提供更佳的制度環境。本研究嘗試以新制度經濟學的基礎，基於財產權的觀點，連結制度變遷及執行層面的分析，研究所有權人及利益團體如何透過與政府的協商，改變土地使用分區管制制度，進而影響財產權配置的問題。在方法上，則透過賽局理論及個案研究，建立參與者行為互動模式及進行實證分析，以剖析制度變遷的原因及問題。 本研究除了進行以上所述的議題，亦同時關注制度選擇、容積移轉的問題，以及違規使用的行為，並將從一系列的行為分析中，進一步探究尋租行為對分區管制制度及經濟發展的影響。研究的結果，除了對分區管制制度提出具體的建議外，亦對制度變遷的行為及政府角色，提供更多的認知面向，值得作為都市研究的參考。 / Zoning institution is regarded as an important instrument for enforcing urban policy in Taiwan. Zoning not only control the quality of urban environment, but affect the price of real estate. However, the reasons of zoning institution changed and the factors influenced the assignment of property rights are very rarely investigated. The decision of zoning will directly influence the scope of landowners’ property rights. Thus, based upon the viewpoint of property rights, incorporated with institutional and enforcing dimension to conduct a dynamic analysis can deeply investigate the process of policy operation and the problems of institutional design so as to provide better institutional environment for zoning. This research, based on the property rights perspective and the approach of property rights analysis of New Institutional Economics, intend to investigate the change of zoning institution and its enforcement. The study pays special attention to the bargaining among private landowners, interest groups and government authority. In order to improve the institutional environment, this paper will also try to find the institutional problems in the process of enforcement through cases study. Cases study is used for further analysis the interaction among the actors participated so as to understand the processes of bargaining, re-assignment of property rights and the reasons of zoning institution changed. After the cases study, the research will address some suggestions of institutional design of zoning and try to review the policy of urban development and land use control in Taipei city. A promise suggestion on the institutional design of zoning will be provided for the reference of understanding and research on zoning institution and behaviors. In addition, the impact of the rent-seeking patterns and the production paths on the zoning behaviors resulting in the change of zoning institution are explored. The results of the research will make further suggestions to the issues of institutional design of zoning, and to the avoidance of the negative effects of rent-seeking behavior. Moreover, the source and process of institutional change of zoning related to rent-seeking behavior, and the ways government responds to the rent-seeking behaviors are provided for the reference of further study of urban planning.

目前中國大陸金融市場伴隨著經濟體日趨成熟與影響力的情形之下，已逐漸開放，結構型理財產品多元化發展，使中國大陸的衍生性商品市場越趨活躍，相繼陸續開放承作各類型的金融商品，金融市場更加完備。不論是發行商或是投資人，皆應更深入了解結構型理財產品，才有助於中國大陸衍生性商品市場的拓展。 本文針對中國大陸金融市場上已發行的股票掛鈎型與利率掛鈎型的結構型理財產品進行個案評價與風險分析，第一個評價個案為「追蹤能源類股股權掛鈎結構型理財產品」，以封閉解作為評價基礎，並採用蒙地卡羅法模擬本商品的提前到期機率；第二個評價個案為「每日計息雙區間可贖回結構型理財產品」，採用BGM模型進行評價，並利用最小平方蒙地卡羅模擬法，考慮發行商提前贖回條款並計算每一期的配息；分別對兩個個案進行評價，針對評價結果分析發行商的利潤與避險策略，並給予投資人投資與避險的建議。

新藥開發是需要大量的資金投入，同時需要專業的技術實驗人才、以及具產業經驗的管理團隊，但是其所獲取的價值和領域也是相對較大的。生技製藥產業包括新藥、學名藥、中草藥、基因及蛋白質製劑、遠距醫療、預防醫學、醫療器材等。台灣在生技製藥已經投入許多資源，但是所獲得的成果並不如預期，主要原因除了缺乏像國際大廠的充足資金之外、且沒有完整的生技製藥產業鏈，更重要的是缺少了對生技製藥智慧財產管理的經驗、沒有國際行銷能力去取得市場。起因點則為台灣生技製藥公司仿照國際成功的生技製藥大廠模式，卻沒有自己的價值創造和創新模式，為了替台灣生技製藥廠商尋找新的利基和成功模式，本文分析了國內與國外的生技製藥公司，以尋找適合台灣的價值創造模式。 台灣生技製藥廠商主要缺乏的並非是技術，而是結合智慧財產的法律議題、並且發展出市場導向的生物技術研發模式。智慧財產相關議題在生技製藥產業更是最關鍵的因素，因為新藥研發動輒10年，而一般資金來源的銀行和創投都無法忍受所投資的公司必須要十年才可以獲利退出，因此透過不同臨床時期開發的新藥，其價值也會有顯著的不同，再透過技術移轉、授權和相關合約的簽訂，才能促使台灣中小型的生技製藥公司可以生存。本文要提出價值創造模型之前，必須要針對生技製藥產業的技術研發特性進行分析，接著必須透過智慧資本與財務會計的方式計算生技製藥產業無形資產的價值，最後透過個案中不同公司的營運策略，找出最適合現今生物製藥產業發展的模式。 生技產業需要相當多的資金去做新藥研發與市場行銷，這也是生技產業特殊的供應鏈上最重要的一環。因為，創投公司不只會投資金錢，它還會幫忙被投資公司尋找人才、市場、和策略發展。因此，本文第三個個案公司Burrill&Company為美國生技創投公司，最近幾年也可以看到它在大中華地區尋求投資機會。Apex International公司選對人才創造出優良品質的委託臨床試驗、和NexMed透過技術授權所產生平台技術，三家公司所創造的價值，去印證本文所提出的生技製藥產業價值創新模式的適用性。 論文研究結果顯示生技製藥產業最成功的關鍵因素至少有兩點，第一點就是核心能耐(Core Competence)的建立、第二點就是選擇對的人才。由本論文的價值創造模式中心出發，便是透過紮實的研究發展技能；建立優良的管理技巧以降低研發風險；透過創造新的技術和產品價值的核心能力建立，再選擇正確的人才組合，創造出外部的價值，最後達到整體價值創造的綜效。希望台灣不光只是擁有科技基本法與生技新藥產業發展條例等政策，而是可以透過本論文提出之價值創造模式，有效提升整體生技製藥產業的環境，以期產生更多成功的故事。 關鍵字：生技製藥、智慧財產、實體審查、無形資產鑑價、價值創造、技術移轉。 / Biopharmaceutical is driving force of the global healthcare economy transformation. In order for a biopharmaceutical company to gain value from a new drug during its clinical development, capital investment, professional talents, and management team with industrial experience are needed. Biopharmaceutical industry are included of new drugs, generic drugs, Chinese herbal medicine or traditional Chinese medicine, genetic and protein preparations, tele-medicine, preventive medicine, medical devices and so on. Taiwan has invested a lot of resources at biopharmaceutical fields but the results are not as expectation. The main reason is the lack of adequate funding from international big pharma, and the operation is no integrity of the value chain at biopharmaceutical industry. More importantly is the lack of management experience on Intellectual Property, and no marketing ability to access to the global technology supply and demand market. The key point is that they copy of the format of big pharma but lack the spirit of the creativity and innovation. I analyzed the three cases in the thesis and tried to find a niche and successful model for the value-adding on the Taiwan’s Biopharmaceutical industry. Taiwan does have the technology know-how, but most of the companies’ problems are the lack of market-oriented R&D model and the Intellectual Property issues. IP issues including management know-how related to biopharmaceutical industry are the most crucial factors. Most companies tends to spend ten years on developing a new drug. Most of the investment banking and venture capitals are hard to endure by the long-term exit mechanism. The value will be totally different if the investors can exit at various clinical stage of new drugs at various stages with the strategy of technology transfer and licensing agreement. Such business model can make Taiwan’s small and medium-sized biopharmaceutical companies easier to survive. To verify this value creation model, I analyzed the characteristics of the industrial research and development and calculate the value of intangible assets on the technology by the methodology of intellectual capital and financial accounting. Finally, I will identify the most suitable model by compared with the different business models in three representative cases. The biotech industry needs a lot of funding to do R&D and marketing of new drugs which is the most important on this special supply chain. Not only to invest money, venture capitalist should help the company to recruit the talent, target the market, plan and execute the strategy. Therefore, the third case is the U.S. venture capital firm called Burrill & Company. In recent years, it moved to the Great China region to seek the investment opportunities. Apex International recruit the right talents to the right position and create a great world class quality project on the clinical trial, and NexMed bring their value through the platform technology and technology licensing. All the cases are selected to examine the availability and suitability of the value creation model. At least two key successful factors for biopharmaceutical industry has been revealed by the research of the thesis study. The first one is the establishment of the core competence on the technology in their respective business, and the second one is the management know how in putting the right person on the correct position. Overall, the value creation model is build on a solid research and development skills, a great management know-how to reduce the risk, and the spirit of entrepreneurship to create the true innovative products or services. With all the core competences, we can integrate the team with multidisciplinary talents to expand the value with the outside resources, and give the synergy of the whole value-added model. Hope that with the recent enactment of the Basic Science and Technology law and New Pharmaceutical Development Act in Taiwan, more successful stories can be created by this value-added model discussed in this thesis.

90年代歐美國家，對於人口增加、土地面積驟減、過量電子產品等所帶來的環境問題日益重視。歐洲最早發起「延伸生產者責任制」，透過制訂法律與政策提升資源再生利用的效率。並且陸續頒佈WEEE廢電機電子指令、RoHS有害物質限用指令、REACH化學品限制、ELV廢車輛指令等，透過污染控制、回收利用、減廢、污染預防、清潔生產等步驟，朝零污染方向進行，顯示資源再生的重要性。 資源再生產業在台灣為新興產業，規模以中小企業形式居多，雖然經營回收事業容易，但要經營技術層次較高的再生事業則需獲得政府許可證使得成為再生機構。近年來資源再生廠商利用廢棄物資源再生的技術，提煉出黃金、白銀、鉑等貴金屬，隨著全球原物料價格高漲，其所生產的二次原材料行情提升整體產值，預估到2010年總產值為580億台幣。 智慧資本目前普遍被認為是企業能形成競爭優勢的無形資產總和，即企業能用來作為開創財富的知識、資訊、智慧財產、經驗等。找出適合企業的智慧資本項目，讓企業投入在重要項目而獲取價值成為企業的重要課題。本文主要研究資源再生產業智慧資本經營方式，探討一般經營策略與智慧財產管理，對智慧資本運用與累積的影響。總結文獻探討與個案訪談分析的結果，根據研究問題，主要研究發現如下： 一、 資源再生產業為一特許經營行業，其經營需獲得政府所頒發之許可同意，同時易受上游產業廢棄物種類以及全球環保再生法規的影響。 二、 智慧財產需要透過企業策略與功能性活動執行才能提升成為智慧資本。 三、 策略目標不同將會影響智慧資本各構面投入的重要性判斷。 四、 智慧資本經營必須搭配策略與智慧財產管理制度才能達到創造、保護、管理、運用之功效。 五、 資源再生產業的智慧資本經營必須考量各國差異產生在地化的經營型態。 / Since the 1990s, the United States and the European Union (‘’EU’’) have become aware of the crucial environmental problems stemming from overpopulation, reducing residential areas, and growing quantities of end-of-life electronics. To protect the environment and diminish the impacts of household consumption and production, the EU took initiatives to devise environment policies and came up with the idea of Extended Producer Responsibility(‘’EPR’’), a strategy designed to promote the integration of environmental costs associated with products throughout their life cycles into the market price of the products. This concept is inspiring in the waste management, and urging industries to think over recycling process and use recyclable materials to produce products. Moreover, there are four important directives and policies in effect in the Europe, such as Waste Electrical and Electronic Equipment Directive (‘’WEEE’’), Restriction of Hazardous Substance Directive (‘’RoHS’’), End-of Life Vehicles Directive (‘’ELV’’), Registration, and Evaluation, Authorization and Restriction of Chemicals (‘’REACH’’). Those legislations and standards are intended to encourage companies to voluntarily adopt environmental management systems or procedures to minimize waste and emissions and to meet the goal of zero pollution. Recycling industry in Taiwan is an emerging industry and many of them are small and medium enterprises. To operate recycling business, companies have to acquire the certificate of waste management from the Environmental Protection Administration Executive Yuan. Recently, some recycling companies make it technologically possible for kinds of wastes or unwanted products to be recycled. They have developed technologies to recover from waste to precious metals like palladium, platinum, gold, or silver. Those precious metals are valuable secondary raw materials and will contribute good revenues to recycling market. Therefore, the value of recycling market in Taiwan is estimated to rise to NT$5.8 billion by 2010. Intellectual capital is widely considered as a firm’s intangible assets and is often a major determinant of the companies’ profits. It plays a crucial role in business management and needs to be analyzed in a systematic way to find out the appropriate components. This research focuses on how the companies in recycling industry manage their intellectual capitals, and how the generic strategies and the intellectual property management influence the way of creating and accumulating the intellectual capitals. The important findings of this research are as follows (extraction): 1. Recycling industry is a kind of franchising business and needs to acquire the government’s agreement to operate. The development of this industry is highly influenced by the kinds of wastes of the upstream industries and the global environment legislation. 2. Intellectual assets will be converted into valuable intellectual capital by the implementation of business strategy and functional activities. 3. Different goals of strategy bring about different priorities for the resources input of intellectual capitals. 4. To achieve the goal of value creation, protection, management, and execution, the intellectual capital management needs to combine with strategy management and the intellectual property management. 5. The intellectual capital management in recycling industry must include the consideration of different local business environments of different countries.

知識經濟時代的來臨，代表知識早已經取代勞力、土地、資本，成為最重要的生產要素，而知識創造的具體果實就是智慧財產，此項無形資產占企業財產的重要性已遠超過有形資產。個人、企業和國家唯有專注在智慧財產的創造、保護、管理和運用上，方可成為知識經濟下的大贏家。 近年來，隨著人類科學知識與生活智慧的增長與演進，與人類日常生活和生命安全息息相關的生物醫學技術日益突破且其重要性與日俱增，國際間生技產業發展迅速，並帶領生技產業走向多元化的發展；除此之外，生技產業也是台灣兩兆雙星計畫中所追求的新興產業之一。然而，台灣在這股趨勢洪流中，整體生技產業的發展上並不蓬勃。歸根究柢，生技產業乃為典型的高附加價值、知識導向型產業，智慧財產的重要性不言可喻並且更加突顯。智慧財產如同其他企業資產一樣，需要善加管理與運用才能發揮其價值，若企業擁有大量之智慧財產，但對該智慧財產欠缺有效之管理運用，亦無法為公司創造任何價值。因此，如何為智慧財產尋求正確的運用管道，應是智慧財產所有人最為關心的議題。由於生物技術產業十分重視技術的掌握與應用，故本論文研究將焦點放在與技術知識保護有關的「專利授權與技術移轉」上，並特別針對屬於智慧財產行銷管理層面的策略進行探討。 《時代》雜誌年度風雲人物華裔科學家何大一曾說過要用人才賭生技，其需要的是什麼樣的人才?又該如何賭?本論文研究希望能提出相對應之見解，藉由個案研究方法分析找出台灣生技企業在「專利授權與技術移轉」上的策略思考邏輯，並更加釐清智慧財產行銷管理對產業發展影響的角色與位置。 由於台灣生物技術公司目前本身先天條件不佳且資源不足，無法透過商品化與產業化之智慧財產實施方式來創造最大利益，因此透過智慧財產交換方式乃是其最佳模式，而考量相關環境條件後，其中又以「專利授權與技術移轉」為最具經濟效益且最可能成功之智慧財產商業模式與型態，因此本論文研究便針對此方面進行深入探討，以提供產業後續發展之參考借鏡。 本論文研究目的包括：1.探討推動台灣生物技術產業公司發展過程中，考量「專利授權與技術移轉」的重要因素。2.瞭解台灣生物技術產業公司目前在「專利授權與技術移轉」方面的運作機制。3.介紹台灣生物技術產業公司之指標性個案，分析其智慧財產行銷策略，歸納其關鍵成功因素，以茲其他業者參考。4.了解智慧財產行銷策略的核心結構，提出智慧財產行銷策略規劃上的建議。5.綜合研究結果，提出對台灣生物技術產業公司「專利授權與技術移轉」策略之建議，並分析該產業之潛在問題與可能限制。 本論文研究提出理論強調台灣生物技術產業公司必須考量智慧財產行銷的六大要素(6P)，以『主導產業鏈』、『控制價值鏈』、『分配供應鏈』等三鏈為目標，因而決定採取「專利授權與技術移轉」之正確的智慧財產商業模式後，站在目標被授權人的立場思考，透過「策略九說」來作檢驗，以找出最適合的智慧財產行銷之執行策略，並在執行時確實考量組織行銷之特性。 本論文研究方式採用個案研究法以及質化研究法，獲得以下結論： 1. 「專利授權與技術移轉」必須著重於專利品質，以更貼近產業與市場需求，進而強化技術移轉之成效。 2. 「專利授權與技術移轉」是屬於相當複雜且專業性高的領域，與市場互動至關密切。 3. 任何產業的任何公司當其智慧財產行銷策略之方向目標正確，且手段方法合理，則成功便是可以預期的。 4. 一旦擬定正確的智慧財產行銷策略，則後續的執行力，便成為是否成功之唯一重點。 / The coming of Knowledge-based Economy Era indicates the fact that knowledge had taken the place of labor, land and capital to become the most important production factor. The results of knowledge creation are Intellectual Property (IP). The Intangible Assets are much more important than Tangible Assets for industries in nowadays. It becomes crucial for individuals, industries, and countries to achieve success in the Knowledge-based Economy Era to concentrate on the creation, protection, management and application of intellectual property. In the recent years, because of the developments of scientific knowledge and life wisdom, the progress and importance of the biomedical technology which closely related to human life and safety advances rapidly. Besides, the biotechnology industry is also one of the booming industries of Taiwan “Two Millions, Two Stars” projects. However, the Taiwan Biotechnology Industry does not follow the trend well. The biotechnology industry is a typical high value added and knowledge oriented industry, and the importance of IP is much more distinct. Same as other corporation’s property, intellectual property needs to be managed and put to use well to manifest its value. If a corporation owns a lot of IP without effective management and application, none value or benefit will be produced for the corporation from the IP. Therefore, for the IP owner, how to find out the correct application ways of IP will be the most important concern. Since technology familiarity and application is a highly emphasized issue for biotechnology industry, this study will focus on the technology knowledge protection concerning “Patent Licensing and Technology Transferring,” especially on the IP Marketing Management Strategy. David Ho, a Chinese American scientist and the Man of the year 1996 of “Time” magazine, once said that “we have to bet on biotechnology with talents”. The question is what talents are needed, and how to bet? This study aims to provide some corresponding thoughts and find out the strategy of “Patent Licensing and Technology Transferring” for Taiwan biotechnology corporation through case study. Furthermore, the study will manifest how IP Marketing Management will influence industry development. Due to the immature company structure and small business size of Taiwan biotechnology corporations, these corporations are unable to create the best profit through IP commercialization or industrization. Thus, the best model for them will be through IP Exchange and the “Patent Licensing and Technology Transferring” will be the most effective and feasible IP Business Model given the conditions of Taiwan biotechnology industry. This thesis will concentrate on this aspect and provide advices for industrial developments. The purposes of this study include: a. the important factors and the significnace of “Patent Licensing and Technology Transferring” in the promotion of Taiwan biotechnology corporation development; b. the current mechanism of “Patent Licensing and Technology Transferring” of Taiwan biotechnology corporation; c. a case study of Taiwan biotechnology corporation, including the IP Marketing Strategy analysis and the key successful factors as reference for other corporations; d. the core structure of IP Marketing Strategy and IP Marketing Strategy planning; and e. strategy suggestions for “Patent Licensing and Technology Transferring” and the potential problem analysis of the industry to Taiwan biotechnology corporation. This study proposes that the Taiwan biotechnology corporation must put the 6P factors of IP Marketing into consideration and target to dominate Industry Chain, to control Value Chain, and to allocate Supply Chain. They should also take the correct IP Business Model of “Patent Licensing and Technology Transferring”, and then think in the position of the targeted licensee through the examination of “9 Theories of Strategy” to find out the most suitable IP Marketing strategy. They should also take the characteristics of “Organizational Marketing” into consideration in practice. This study comes to the conclusions below with case study and qualitative methods: a. The quality of patents is always important in “Patent Licensing and Technology Transferring” to meet the industry and market demand and thus to reinforce the technology transferring achievement. b. “Patent Licensing and Technology Transferring” is complicated, highly professional and closely related to the market. c. The success of any corporation of any industry lies on a correct IP Marketing Strategy and a legitimate method. d. Once the correct IP Marketing Strategy is settled, the only key factor to success will be how to enforce the strategy.

2007 年1 月9 日的MacWorld 活動中，Apple 公司的執行長在其每一屆Macworld 活動都會給予的演說 (Keynote) 中，介紹了一款Apple 公司最新的、具革命性的研究成果－iPhone。iPhone 隨及引爆了話題，並在2007 年 7 月上市時引爆了搶購熱潮，這是第一款能讓手機廠商和營運商分享利潤的手機，也是極少數的一款毛利高達50%以上的手機，更直接影響了整個手機產業。本研究從iPhone 的產品、技術探討iPhone 包含軟體、硬體的研發成果暨智慧財產，從商品化與商業模式的角度試圖討論Apple 公司如何以手機產業的新進入者而推出高附加價值的手機並在短時間內建立品牌，進而與營運商分享利潤，更以手機廠商的身份建立內容服務平台而創造高價值。最後，本研究將總結Apple 公司iPhone 研發成果與智慧財產的商品化與商業模式，以及iPhone 為產業帶來的衝擊，並給予台灣廠商幾點建議，僅供參考。 / In the Keynote of Macworld 2007 on January 9th, Steve Jobs, the CEO of Apple Company introduced the latest and revolutionary product of Apple Company whitch is actually a mobile phone, and its name is iPhone. The term“iPhone” was getting hot soon. On Junly 29th, iPhone was onto the market, and its sales soared in the market. No doubt, iPhone is the first phone earns Apple the shared revenue from mobile operater, a very small number of phones with a more-than-50% profit margin rate, and a phone changes the whole communication industry. This article starts from the product structure and technology view of iPhone, and then tries to discuss the commercialization and the business model of iPhone. It would try to probe into the key elements of the commercial success of iPhone, including the high value-added product feature, the branding of iPhone, the innovated platform providing contents and services to iPhone user, and the cooperation and revenue share with mobile operators. Finally, the article would summarize the Research on the Commercialization and Business Model of R&D results and Intellectual Properties of Apple iPhone with an additional discuss on the impact that iPhone brings to the communication industry, then give some suggestions to the Taiwan companies.

企業內勞資雙方所扮演的角色屬於社會夥伴的形式，此種社會夥伴關係的發展，牽涉到整體經濟發展的成果分配形式；然而社會經濟的發展不應僅以工資及盈餘作為分配企業經濟成果的唯一管道，加上我國近年來貧富差距不斷的擴大，政府應當盡可能擴大勞動者的儲蓄，直接參與生產資本的投入，分享企業的經營成果，以創造更多的社會財富分配管道。 所謂勞工財務參與乃勞工參與企業經營成果之形式，不論是以利潤分享或是股票持有的形式，均得以自歐盟過去十五年的議程之間所見。因此，本研究透過比較研究之方式，以歐盟六個成員國（包含法、德、 英、愛爾蘭、荷蘭及比利時）為研究對象，藉此分析其勞工財務參與制度及社會夥伴觀點。此外，本文歸納整理歐盟成員國實施勞工財務參與所產生之問題，並介紹其建議解決方法，作為我國參考之經驗。 最後，本研究自歐盟勞工財務參與之角度，將我國企業內勞工財務參與計劃之內容（包含年終獎金、利潤分享計劃及員工所有權計劃三種類型）作一比較後，提出相關制度缺失；透過檢視歐盟勞工財務參與之八大原則，我國於制度上缺乏平等原則，成為圖利少數管理人員之工具。因此，為有效推行我國勞工財務參與制度，本研究建議勞資政三方自以下方向著手：一、政府層面：明確定義計劃中「勞工」之範圍，董監事兼具勞工身分者應排除適用；條件式地提供稅賦誘因，以促進計畫的實施；儲蓄理財制度的健全發展，協助勞工財產之形成。二、勞工層面：加強勞工財務參與之教育宣導，增進勞工的認知；建議政府設立專責主管單位監督勞工財務參與計畫之設立及運作，以確保計畫之公平性。三、雇主層面：促進企業實施勞工財務參與制度；實施廣泛勞工基礎的財務參與計劃，避免淪為少數高階人員自肥的工具；不應限制計劃的投資標的，分散投資風險性；並訂定實施辦法及專責機構辦理，以便於企業推行、增加勞工的參與率。

本論文共分七章，主要係探究兩岸人民關係條例中婚姻之規定，故自第二章首就《兩岸法律衝突之定位及性質》揭開臺灣地區與大陸地區間法律適用之問題，並進一步探究臺灣地區與大陸地區間已而形成之特殊區際法律衝突，包括其意義、形成之原因，並說明兩岸人民關係條例於法律上之定性及應用之分際；最後提出解決兩岸交流衍生之法律衝突問題可行之立法模式。而後進入本文探討兩岸人民關係條例所制定之各準據法之適法性，如兩岸人民關係條例第五十二條結婚與離婚要件之準據法、第五十三條結婚與離婚效力之準據法及第五十四條夫妻財產制之準據法，透過與涉外民事法律適用法規定之比較，檢討兩岸人民關係條例是否有修正之必要並提出立法建議。除此之外為因應涉陸假結婚事件頻傳及有關婚姻成立生效要件論述之完整性，亦一併討論涉陸假結婚等相關問題。而於第六章則論及兩岸因歷史及政治因素所造成重婚之問題，本章乃以兩岸人民關係條例第六四條有關重婚之特別規定作為楔子，自釋字第二四二號解釋出發，類型化各種重婚之類型，提出司法院大法官會議作成之解釋並評析其適當與否，末以兩岸面對所謂「變相的重婚問題-包二奶」必須具備的應有態度及應對方式作結。本文之撰寫乃係期待兩岸朝向正常的婚姻交流模式發展的同時，在規範兩岸私法問題之相關規範亦能與時俱進，給予兩岸人民最適切之法律保障。

University of Macau / Faculty of Law

台灣的產業型態已逐漸由勞力密集的傳統產業轉型為知識密集的科技產業，已成為資訊電子生產大國，共有十多項資訊設備佔有率高居世界第一。而我國以中小企業為主的產業結構，研發經費的投入往往無法與國外大廠相比，產學研合作研發便成為我國產業創新中相當重要的一個環節，大學與研發機構在研發創新上的成果是提升產業技術水準的重要來源。 智慧財產權在科技業可說是重要的競爭武器之一，智慧財產權管理更為各企業亟欲增進的能力。立法院於1998年底通過科學技術基本法，通過將合作研發成果的智財權中政府出資部分的權利下放給研發單位，對我國產學研合作的智慧財產權管理具有相當之影響，而後如何執行以達成技術擴散，更是需要深入探討。 本文希望從管理面與法律面來探討產學研合作的智慧財產權管理，透過（1）國內外文獻探討；（2）專家深度訪談；（3）先進國家產學研合作與智財權管理之探討；（4）國內產學研合作與智財權管理之個案分析等方式來進行探討。借重國外經驗，發現國內實行時的問題，以期經由良好的合作與技術移轉制度，使學研單位獲得經費補助與權利金回饋，且亦使廠商獲得切合需要之技術的使用權，讓創新成果獲得保護，並讓知識能充分移轉流通，強化我國國家創新系統。 本研究建議如下： 一、 對政府而言 （一） 以藏富於民的原則將智財權下放 （二） 例外介入以使成果充分使用 （三） 專利成果應用的限制 （四） 建立產業技術移轉服務體系（ITTS） （五） 修改相關法令 二、 對大學而言 （一） 應設立專責的智慧財產權管理單位 （二） 與中介機構合作執行智慧財產權管理 （三） 將研究方向分為基礎研究導向與產業技術導向 （四） 鼓勵大學教授投入產業服務 （五） 設立創新技術公司 三、 對研發機構而言 （一） 研發機構應更積極鼓勵研發人員投入研發 （二） 積極與民間企業合作並從事技術推廣與技術移轉 （三） 加強智慧財產權管理能力 （四） 落實R＆D人數/智財權業務人數比例 四、 對廠商而言 （一） 培養本身研發能力與技術承接能力 （二） 善用外在技術資源 （三） 建立智慧財產權權管理制度 （四） 與學研單位合作應秉持多次合作的誠意 （五） 與學研單位建立長期合作關係並合理的給予回饋 目錄 表 目 錄 3 圖 目 錄 5 第一章 緒論 7 第一節 研究背景 7 第二節 研究動機 10 第三節 研究目的與問題 12 第四節 研究大綱 13 第二章 文獻探討 15 第一節 智慧財產權 15 第二節 科技基本法 26 第三節 產學合作 29 第四節 產研合作 39 第三章 研究方法 45 第一節 研究取向 45 第二節 研究方法 47 第三節 訪談對象 48 第四節 個案範圍 49 第五節 研究限制 50 第四章 先進國家產學研合作與智慧財產權管理 51 第一節 美國產學研合作與智慧財產權管理 51 第二節 日本產學研合作與智慧財產權管理 83 第三節 德國產學研合作與智慧財產權管理 101 第五章 國內個案分析 119 第一節 工業技術研究院 119 第二節 台大慶齡工業中心 155 第三節 宏□電腦 175 第六章 結論與建議 191 第一節 結論 191 第二節 對政府的建議 195 第三節 對大學的建議 201 第四節 對研發機構的建議 204 第五節 對產業界的建議 206 第六節 對後續研究的建議 209 參考文獻 213 / Taiwan’s industry has transferred from traditional labor-intensive industries to knowledge-intensive technology industries. Furthermore, Taiwan has become a leading country for information and electronics manufacturing industries. According to statistical data, Taiwan has leaded more than ten items of components in their industries in the world and their marketing shares are getting up. But our industrial structure is based on Small Middle Enterprise (SME). The R&D capability can’t keep up with the oversea big companies. The collaboration between industry, university, and research institute is very important for Taiwan’s industries. SME depend universities and research institutes’ research outcomes to bring up the industrial technology level. Intellectual Property Right (IPR) is one of the most important competitive weapons for industry. As a result, IPR management ability is what every firm would like to cultivate. In 1998, the Legislative Yuan passed the Science and Technology Basic Law which allowing the IPR releasing from the government sponsored projects to the research institutes and universities. It would have a tremendous effect on the IPR management in collaborated research between industry, university, and research institute. From the management and law’s point view, the purpose of this thesis is to (1) clarify and analyze the international and domestic data of IPR management; (2) compare the collaborated research between industry, university, and research institute in advanced countries such as the United State, Japan, and Germany; and (3) study the case of Industrial Technology Research Institute (ITRI), Taiwan University, and ACER to discover the practical IPR management problems in Taiwan. With proper university and industry collaboration and technology transfer system, universities will get proper return for the research fund and industry will be able to utilize the invention well. Therefore the innovative research outcomes would be protected and the knowledge would diffuse smoothly that reinforce Taiwan’s National Innovation System (NIS). Consequently, this thesis makes the following suggestions for government, universities, research institutes, and industries: 1. For Government (1) Allow the university and research institute to own the Intellectual Property Right. (2) Government own the exceptional involvement right in order to apply the R&D outcomes well. (3) Proper restriction to patent application. (4) Establish Industrial Technology Transfer Service (ITTS). (5) Amend the relative regulations and laws. 2. For University (1) Establish specific IPR management office. (2) Collaborate with the agency institute to executive IPR management. (3) Divide research direction into basic research orientation and industrial technology research orientation. (4) Encourage professors devoting the industrial service. (5) Fund the innovation technological company. 3. For Research Institute (1) Encourage R&D staff devoting more effort in their job. (2) Actively collaborate with industry and engage in technology transfer and promotion. (3) Enhance IPR management ability. (4) Improve the R&D staff / IPR management staff ratio. 4. For Industry (1) Cultivate R&D ability and technology receiving ability. (2) Utilize outside technology resource well. (3) Establish IPR management system. (4) Remain condor when collaborate with universities and research institutes. (5) Establish long-term partnership with universities and research institutes then give them reasonable feedback.