什麼是創新的來源，許多人會認為創新來自於更好的產品功能或是更高階的設計概念。然而，也有人會認為創新來自於使用者。 如果創新來自於使用者，那麼我們是否可以要求他們描述自己的需要，便可以知道如何創造新的產品或服務呢？ 從上述例子我們可以推論，使用者不一定明白知道自己真正的需要，若沒有完善的輔佐機制，使用者無法成為產品/服務創新的來源。 本研究發現，深入瞭解使用者的情境脈絡，可以發現新的創新來源。為了分析使用者的情境脈絡如何影響到組織對於資訊安全的需求，本研究調查六個來自不同產業的個案，並檢驗不同使用者的情境脈絡，如何影響到該組織對與資安的看法與行為。 事實上，個案的田野調查真實地呈現了如何將使用者的”洞見”轉化成產品/服務創新的最佳來源。來自五個不同產業的個案不但展現了大相逕庭的資安痛點，同時也廣泛地觸及了五個在未來具有高度發展潛力的領域，資安相關人員所關心的資安議題。 本研究強調，當我們試著瞭解使用者在不同產業處理資安議題時，深入地探索與思考使用者所處的情境脈絡時，我們一定會發掘到許多產品/服務創新的機會，以及相對應的組織管理議題。 / What are the sources of innovation? Many people would consider better technical functions or superior industrial designs as innovations. Currently, more people would argue that innovative ideas come from users. Therefore, if we ask users to describe their needs, we will know how to innovate our products or services. But, users’ inputs might not always be right because they might not know what they really want. Our research suggests that ideas of innovation may better be inspired by user’s local practices. To analyze how local practices may influence an organisation’s security requirements, this paper presents five case studies and examines the contextual details affecting the expectations of different organizations. Indeed, this field study illustrates how customers’ insights could become a rich source of product/service innovation. It not only underscores the security pain points in each firm, but also exposes broader security issues in five different market segments. The findings indicate that when we come to appreciate how users make sense of computer security in their actual business situations, we are able to identify viable ideas for innovation in products, services and organization management.

組織在持續發展的進程中會逐漸的由有機型轉而為機械型組織的狀態，然而隨著外在環境趨向超競爭的型態，使其核心技術將有過時之虞，所以組織必須成立新部門以隨時觀察並利用外在之機會，因此組織內新舊部門並列的現象成為企業運作實務的常態。不過新舊部門之間並非必然只能夠各自獨立運作，其間能夠透過持續倡導「可容納新舊部門」的願景下，讓新舊部門透過組織高層主持的跨部委員會之居中協調達到提升彼此績效之正向螺旋效果，如此之組織形式在文獻上稱為「雙面式組織」。 本研究之進行首先由內而外探討雙面式組織定義與內在核心構成要素：其核心概念分為由高層主導之結構性雙面式思維，其用意在於由高層設立跨部會機制以影響成員行為，而系絡性雙面式思維在於由基層員工主動引導跨部會行動，進而影響高層做出相對應之措施，而以上概念對應外在的組織構成形式則可分為結構性、系絡性與混合結構與系絡性之雙面式組織三種；而其間之知識管理模式主要概念在於「先讓成員從共同擬定價值觀，之後再使成員自發性的針對議題進分享彼此知識並進一步及於知識的整合與創造」。 接續以NTT DoCoMo研發i-mode系統為例，說明雙面式組織在企業實務運作之「從封閉平台之電信加值思維到開放平台之網路創值思維」的策略重思考、「透過具跨部門性質之策略性社群與凝聚各策略性社群共識之領導性策略事業群」的組織轉型與「主持策略性社群內 / 間互動與雙面式組織內部之知識發掘、擴散與累積」之變革管理的議題，並透過對個案評論與不同個案之輔助以期使雙面式組織之具體運作使說明更為全面。 在個案描述與評論之後，本研究針對雙面式組織的運行提出以下的三個推論：第一，組織高層應在可容納新舊部門思維之共同目標前提下，確立新舊部門之間的分工與合作機制，以免新舊部門因為彼此爭利而落得兩敗俱傷的局面；第二，在雙面式組織的有效運作中，各社群領導人富有包容力的領導方式與具備前瞻性的領導眼光是其成功的關鍵；第三，組織結構式雙面性與系絡式雙面性思維之運作過程是一體兩面且環環相扣，而且當雙面式組織的運作模式被長期使用時，組織內部的運作會同時包含以上所提及之兩種思維。 / As time goes by, organizational structure will be transformed from organic to mechanic form. However, organization must start a new division because the condition of hyper-competition would make core technology become obsolete. Therefore it is so common that new and old divisions co-exist in an organization, but they are not necessarily operated independently. Between them can both attain higher positive-spiral performance through the cross-division committee under “compatible of new and old divisions” vision and such the organizational structure is called “Ambidextrous Organization” in literatures. In this research, ambidextrous organization will be discussed from inner sides to outer ones: starting from the definition and core composing thoughts: structural ambidexterity, which means training employees’ behaviors to be ambidextrous through structural changes, and contextual ambidexterity, which means upper managers’ ambidextrous actions are stimulated from middle or lower employees. Following the core composing parts matches not only the external structural forms: structural ambidextrous organization, contextual ambidextrous organization, and organization which mix the thoughts of structural and contextual ambidexterity but also the process from value resonance of co-workers to knowledge sharing and creation. Following the case analyzing method will be used to explain the operation of ambidextrous organization putting into practice: Take NTT DoCoMo for instance, this research will show the strategic rethinking of” from close platform of telecom value-added concept to open platform of internet value-creation concept”, the corporate transformation of” cross-divisional strategic community and leadership-based strategic community which converge a common consensus of all strategic communities” and the change management of” directing the interaction among strategic communities and knowledge discovering, distributing, and accumulating”. Case comment and other supportive cases will be mentioned to fully analyze the concrete operation of ambidextrous organization. After the case description and comment, this research will further propose three propositions: First, high level managers should take visions comparable of new and old divisions or they would be in serious wrangling over the resources. Second, considerate and visionary leading competence is the key to successfully managing the operation of ambidextrous organization. Third, structural and contextual ambidexterity thoughts are interactive and mutual-inclusive, especially when using the system of ambidextrous organization for a long time.