Abstract People are racing with time in the era of knowledge economics. Those who are faster will be the winners. Those who are with original ideas will catch more chances to meet the customer¡¦s needs. Business speed and originality pop out of the performance of R&D. The performance of R&D depends on its member¡¦s personal knowledge and the knowledge prevailing in the origination. The pile of knowledge quantity and speed bases on how fast knowledge is shared. The factors of knowledge sharing situation are related to the characters of the organization and the sharing culture of its departments. This study will discuss the factors of the knowledge sharing situation. Furthermore, what are the performances of R&D? And what is the relationship between the character of the organization and knowledge sharing situation? And will the character of the organization and the R&D¡¦s knowledge sharing affect the performance of R&D? The conclusions of this study are proposed as followings: 1. Factors of the relationship between the character of the organization and knowledge sharing situation: 2. Factors of the relationship between knowledge sharing situation and the performance of the R&D: 3. The impact of the interaction with the organization character and the knowledge sharing situation on the performance of the R&D. Keywords: knowledge sharing R&D performance

Toady, the rapid changes in business environment of shortened product life cycles and advanced technology, drew the attention upon research and development¡¦s (R&D) contribution to competitive advantage. As a result, valuing the performance of R&D has become exceedingly important. This study established a general framework of R&D performance measurements by reviewing and organizing literatures and researches on R&D performance, along with giving an insight on what are the most valued measurements with applying the Analytic Hierarchy Process (AHP) method. The questionnaire which developed from AHP was filled by senior managers of R&D. Valuing from industry and R&D function perspective, we had the results of four similar core R&D performance measurements of Customer Satisfaction, Technology commercialized, Market Share, and Technical achievement. However, the individual ranking from these perspectives, are quite different. In the sense of high-technology and traditional industry, having the same top five measurements of Customer Satisfaction, Market Share, Technical achievement, Technology commercialized, and Profitability, the ranking for each industry is differ. As for new product development (NPD) and process improving function, having the same four out of five core R&D performance measurements of Customer Satisfaction, Market Share, Access to New Market, and Technology commercialized, the ranking for each function is differ. The results for priorities and weights of each R&D performance measurements, are not only giving an insight on the most preferred measurements, but also when coming for measuring performance, the weights upon the measurements should be considered for more accuracy in performance evaluation. Also the indifference of core measurements for differ industries or R&D functions, which indicates when establishing performance measurement in practice, there can be same measurements; however there should be different ways upon valuing, since the priority for them are different.

在主要的文獻中皆認為工業地域能帶來外部經濟，諸如: 廠商在工業地域中能受益於外部知識以及依賴外部知識的資源、仰賴外部知識的關係，而成為廠商創新的動能。 據此，我們以生物科技產業作為觀察對象，觀察工業地域廠商研發績效的研究。首先，將台灣劃分為北、中、南三個主要之工業地域，其次以「工業地域」、「產業群聚」、「地理鄰近性」以及「研發網絡」等四項外部性因素觀察在此區域下廠商之研發績效，第三，我們同時分析影響生物科技產業研發績效的內部因素，包括「研發部門」、「員工人數」、「研發人數」以及「研發支出」。 研究結果顯示，地理鄰近性有利於知識的分享，交互作用在廠商的學習與創新。而我們也發現，產業群聚對生物科技產業之研發績效是很重要的影響因素。除此之外，一般研究所實證的「員工人數」以及「研發人數」對廠商之研發績效有影響，在本研究也得到了一致性的證實，由此顯示豐沛的知識是生物科技產業的核心。最後，我們驗證低研發支出對生物科技產業的研發績效呈現負相關，以及生物科技產業之研發績效在劃分的三個工業地域表現中，無顯著之差異。 關鍵字：工業地域、研發績效 / The body literature tends to assume that industrial district can increase external economies. For example, all the competitiveness firms in a industrial district can get the benefit from external knowledge. Depending on exteral sources of knowledge and relationships will be the energy of innovation. Accordingly, our research examines the effect of industrial district on the R&D performance of biotechnology industry . In this study, first we demarcate three main industrial clustering districts in Taiwan. Second, we observe the R&D performance in the three main industrial clustering districts by four external factors which are industrial district, industry cluster, geographical proximity and R&D network.; and third we also analyze internal factors on the impact of performance of biotechnology industry, which are R&D department, number of employees, R&D personnel and R&D expense. Results show that geographical proximity facilitates knowledge sharing and interactive learning and innovation. Moreover, we find that industry cluster is an important factor of R&D performance of biotechnology industry. In addition, the general claim that number of employees and R&D personnel are helpful to firm’s R&D performance. In our research we find the same conclusion, that shows abounding knowledge is the core of the biotechnology industry. Finally, the empirical results indicate that low R&D expense is negatively related to R&D performance, and there is no different performance on Taiwan’s three main industrial clustering districts. Keywords:Industrial district, R&D performance

With global competition on the rise, all enterprises must try to develop and keep their own core competitive advantage. To compete with other global business, the role of the research and development department is becoming more important. Innovative techniques or products have the ability to become an advantage. Therefore, improvement of the R&D department becomes a significant issue in the Global Business Management field. Enhancing the creative ability of R&D employees to increase the departments performance while confronting multi-national management issues raises some interesting problems. When a foreign-based company relocates to Taiwan, or foreign R&D employees are introduced to a local company, will they bring different cultures, and new approaches to the R&D department? In either case, does the R&D department try to adjust and blend different cultures to improve performance? When culture clashes occur, does the company try to apply some strategic control to match the new culture in the business? In order to solve the above questions, this research will focus on organizational culture, operational strategy and R&D performance. Including the classification of different organizational cultures and operational strategies,. Finally, analyzing the relationship among the organizational culture, operational strategy and the R&D performance and how they influence each other. After organizing the reference research and gathering the survey results from multi-national corporations of the top 500 businesses in Taiwan, we get the following results. 1. When a business leans toward a development culture, it helps to improve the global integration of the operational strategy and to further enhance the R&D performance. 2. When a business leans toward a rational culture, it is helpful to raise the local level of the operational strategy. 3. When a business leans toward a bureaucratic culture, the nature of bureaucracy lends itself to inefficiency. 4. When a business leans toward a development culture or a cohere culture, it is helpful to increase the number of patent rights, published essays from R&D, development of new products and the shift in technique 5. Global integration in multi-national corporations is directly proportional to R&D performance. Key words: multinational corporations, organizational culture, operational stratagem & R&D performance.

The approach of the age of knowledge economy and prosperous growth of IT makes knowledge become one of the most important core resources. The knowledge is also organizations' key point of seeking for survival and development. Knowledge economy emphasizes on transferring ¡§knowledge¡¨ into ¡§profit¡¨ instead of knowledge itself. Therefore, knowledge application is more essential than knowledge possession. At rapid digital age, knowledge management becomes key point of core competence. Hence, this study, knowledge management as variables, will discuss if knowledge management will upgrade the achievement of R&D performance of human capital and organizational culture. This study used questionnaire. This study used convenience sampling to select 1,517 high-tech industries as subjects from Taiwan Industrial Park Directory (published by Taipei County Exhibition Hall, 2005) and the appendix of high-tech industry yearbook (published from 2002 to 2005) as population. Valid questionnaires were 140 copies. This study used LISREL for data analysis and the result are listed as following: 1. Investment in human capital management helps efficiently improve R&D performance. The functional activities of human resources, such as recruit, maintenance and encouragement, connect organizations with employees effectively. Enhancement of employees' contribution, promise and encouragement strengthen value and uniqueness of human resources and also produce remarkable progress of R&D performance. 2. Execution of organizational culture, including participation, strategic vision which aids to organization's evolution, team work and organizational structure, helps to improve significantly for R&D performance. 3. Promotion and execution of knowledge management play as important mediators in organizations. The efficiency of R&D performance in human capital and organizational culture will be enhanced through the mediation caused by execution of knowledge management. 4. The amount of enterprises' employees makes diversity of performance of human capital and knowledge management. The enterprises that own 2,000 employees and above have more remarkable performance in human capital and knowledge management than the enterprises that own fewer employees. It means, large-scale enterprises have more competence because of more cost reduction, which improves quality of products and customer services. Regarding knowledge management, different amount of enterprises' employees also makes diversity of employees' knowledge creation and collection. The result of this study indicates that large-scale enterprises are more capable of invention and acquiring latest knowledge.

In this study we explored the relationship between absorptive capacity, knowledge sourcing strategy, alliance forms, and firm performance. Based on the literature and case study, we proposed the concept of knowledge sourcing strategy in alliance contexts, which can be categorized into two types¡Xknowledge internalization strategy and knowledge access strategy. From organizational learning perspective, we argue that a firm¡¦s absorptive capacity has a positive influence on knowledge internalization strategy, and accordingly a firm¡¦s governance choices of alliances are also influenced. Firm¡¦s R&D performance are also included in theoretical model in order to generate further managerial implications. Instead of using conventional regression method, we adopt Structural Equation Modeling (SEM) to conduct path-analysis, in that SEM is well suited to verifying causal models. We argue that firms should seek a better alignment between absorptive capacity, knowledge sourcing strategy, alliance forms, and firm performance. Our arguments are supported by empirical analysis of a sample of 148 R&D alliances involving computer, telecommunication, LCD/LED, semiconductor, and electronic machinery industry.

由於資訊科技的發達，使全球資訊的分享加速，一方面使得企業創新的刺激源源不絕，另一方面也使得消費者的需求慾望越來越廣，造成產品生命週期不斷縮短，在現今的環境下，企業若要長久經營甚至維持成長，就必需積極從事創新之新產品開發。雖說新產品或技術的創新對企業的貢獻相當大，但研發專案往往存在高度不確定性且耗時耗力，一旦專案失敗，亦會對企業造成相當程度的傷害，導致許多企業望之卻步。因此，1960年代初期，Mansfield(1968)等學者開始從事研發支出費用與產業或公司生產力相關性的研究。其後，由於財報資料取得的方便性與客觀性，加上個別研發專案的效益較難追蹤、亦難以評估，大多數研發投入與研發績效相關的研究，首先，在變數上都是以財報上的財務數字為基礎，如研發費用、研發密度、公司獲利、營收等；其次，在研究個體上則是以企業整體為主。然而，過去許多研發投入與績效相關之研究，不論在投入面或效益面皆提出了許多非財務性的項目，此外，在現今即將邁入第四代研發管理的環境下，組織企業的研究發展工作多以「專案」的方式來進行，而非以年度企業整體預算進行管理。綜合上述兩點過去此類研究與實務上之落差，本研究採用經濟部工業局「主導性新產品開發計劃」之計劃成效追蹤問卷資料，以個別研發專案為研究對象，並將投入面擴大區分為成本、人力、時間三個構面，探討研發專案投入對非財務面之技術產出及財務績效之影響，期能彌補過去此類研究與實務上之落差。 本研究依照研發專案投入所產生之非財務與財務績效構面，分成兩大研究主題，研究結果顯示： 一、研發專案投入對技術產出之影響：專案投資金額對專利權與創新技術數有顯著正向的影響，專案研發人員之教育程度只對創新技術數有顯著正向之影響，研發時間與專案技術產出皆無顯著相關。 二、研發專案投入對財務產出之影響及其遞延效果：專案投資金額與專案研發人員之教育程度對開發產品銷售額具有顯著之正向影響，且從產品銷售第一年起，沒有時間上的落差，且專案投資金額之影響可延續三年，專案研發人員之教育程度之影響可延續兩年，研發時間與開發產品銷售額無顯著相關。 此外，吾人並針對實證結果與實務界人士進行訪談，瞭解與假說不符者之原因，結果發現：專案研發時間較長，不完全是因為企業願意投入較多的心力，有很大的可能是研發瓶頸的發生與研發人員的不效率，這些部份不但對專案產出沒有顯著貢獻，還可能危害專案的成功。 / As a result of the progression of information technology, the speed of information sharing is getting higher and higher. On one hand it makes companies get the stimulation of innovation more easily than before, on the other it also makes the desire of customers becomes wider and wider. Thus, the life cycles of all products in the world then become shorter and shorter. In this environment, companies who want to survive or even get growth have to do their development and research activities more aggressively than before. Although the benefits of R&D is great, lots of companies still shrink back at the sight. That’s because of the high uncertainty of R&D and the needs of huge amount of time and money, and companies always get incredible harm once they fail. Therefore, many researchers have tried to clarify the relationship between R&D inputs and R&D performance. Due to the accessibility and objectivity of financial report, the past researches in this field always used the information from financial reports, and set their research objects as the whole companies. But many researchers have pointed out that there are not only financial inputs and outputs of R&D activities but also non-financial ones. In the global trend to 4th generation of R&D management, R&D organizations have changed their management way form total budgeting to project management. To eliminate these two gaps between theory and practice, in this research we use the questionnaire data of Leading Product Development Programs from Industrial Development Bureau Ministry of Economic Affairs to make our research stand on a project view point and get other non-financial inputs and outputs data that we can’t get from financial reports. Hope we can earn more practical results to help companies making their decisions of R&D activities. According to the two perspectives of R&D project performances, non-financial and financial, we separated this research into two subjects, the results showed that: 1. The effects of R&D project inputs on technical outputs: we found that the project dollar investment has significant effect on the number of patents and innovative techniques, and the education degree of the project’s R&D engineers only has significant effect on innovative techniques but on patents. On the other hand, R&D time of the project has no significant effect on both patents and innovative techniques. 2. The effects of R&D project inputs on financial performance, their time-lag effect and their continuity: we found that project dollar investment has significant effect on sales of the product that developed from the project since the first year it was sold, which means the time-lag doesn’t exist in this situation, and this effect can last for three years or even more. The education degree of the project’s R&D engineers has significant effect on sales of the product that developed from the project, from the first year it was sold. So, there is no time-lag, but this effect can only last two years. Besides, R&D time of the project has no significant effect on any year’s sales of the product that developed from the project. Finally, we have interviewed some practitioners discussing about our results that were not consistent with our hypotheses. According to their opinions, the reason why some projects spend longer R&D time is not just because those companies intend to pay more effort on those projects. It also includes the inefficiency of R&D engineer and the bottleneck of that project. These inefficiency and bottlenecks are not only non-value-added but also sometimes harmful to a R&D project. That’s why we found in this research that there is no significant relationship between R&D time of a project and its performances, neither financial performances nor non-financial ones.

¡@¡@At present, the essence situation of biotechnology industries in Taiwan lacks a market-oriented innovation system as sturdy as in advanced countries such as U.S.A., Canada, European Union, and Japan, et cetera. In the technology innovation processes including different gradations such as basic science, application research, technologies development and commercialization, all the R&D of biotechnology industries in Taiwan, ready for a innovation system, many strategies and projects with relation to R&D. However, in the commercialization gradation, having an unremarkable and approximate gap among biotechnology industries, venture capitals, authorities, academia, research institutes and corporations, with reciprocal effects to each other, that are inferior to these advanced countries. ¡@¡@The thesis research in estimating for the R&D performances of biotechnology industries in Taiwan, it makes use of the SPSS l0.0 and AMOS 5.0 for Windows to compute all raw data of sampling survey, after analyzing to demonstrate the structural equation modeling of estimating at the R&D performances of biotechnology industries of Taiwan, that the final result make sure of perfect goodness of fit for the model. The model could be transform into different structures to estimating at the R&D performances of all circles of biotechnology, to make up the gap between anticipated success and unexpected failure. ¡@¡@The conclusion reveals a special significance of business management, means that the R&D innovation system of biotechnology industries of Taiwan, should be operated in coordination with specific strategies and policies of the authorities, then certainty executing all science and technology projects to obtain the R&D performances in essence. In other words, the R&D innovation system of biotech industries of Taiwan still has many demands for investing more human resource, venture capital in R&D, having a well-arranged application for system resources, supplying the market with many well-appropriated laws and regulations, to communicating with international science and technology innovation systems in the world, et cetera. After accomplishing all as above, the R&D prospect of Taiwan¡¦s biotechnology industries will be well in the future.