To improve Taiwan's competitiveness, Taiwan's government actively encourages businesses to commit to innovative R&D activities by implementing R&D subsidies and incentives. They hope to accumulate intellectual capitals and nurture enough technical professionals to promote industrial upgrades and stimulate economic development. When applying for R&D subsidy, the application must go through the proper approval process. Approved applications will be awarded with substantial financial assistance to fuel further innovations such that R&D subsidy has become critical to many companies. This study used the "Conventional Industry Technology Development"(CITD) as an example and classifies the R&D subsidy applications for analysis based on the 5 variables: company's basic information, program type, commitment to R&D, past experience in applying for R&D subsidy, and strategic alliance with other institutions. Logistic regression is expected to sum up factors that are significant in obtaining R&D subsidies and formulate a predictive model. This enables the government to re-examine its policies and understand the conventional manufacturers' commitment to R&D. Furthermore, the study may assist the companies to assess their chances in obtaining R&D subsidies and serve as a reference for future endeavors. The study suggests that the factors most critical for companies to obtain R&D subsidies are the number of employees, capital size, number of government subsidies already obtained, number of companies non-R&D outsourced to, whether R&D intensity has increased for the past 2 years, and whether R&D funding has increased for the past 2 years. Although plan's duration and non-R&D outsourced dollar amount may have some influence, their impact was not obvious in the model.

Abstract After the industry of Taiwan's bicycle and its parts were brought to the top in 1980, due to the change of economic environment of Taiwan, the proprietors of bicycle and its parts that belong to the conventional industries face the predicament of wages upsurge, the invariable of human resource and lands. The industry of Taiwan's bicycle and its parts has been played the role of manufacturing division supply chain of the system of global industry division and faced the conflicts of liberalization, globalization and low price for a long time. In order to operate in the situation of global industry division and its congregation plus the channel of marketing was controlled by others, how to get the cheaper human resource and lands to lower the producing cost to satisfy the marketing runners about the managed trend of low price. In early 1990, part of manufacturers started to have industrial relocation in Mainland China and sustained their business life by thinking the reason of economic open of Mainland China, cheap human resource and lands. Under the management of people who are from Taiwan and other countries and the advantage of lands for 10 years, the industry of Taiwan's bicycle and its parts still play an important role in global supply chain. With good economic situation of China after year 2000, its conventional industries extended rapidly, because of the competitive advantage of it, this advantage was used on the role of global manufacturing division and became a base of operations of global conventional industries. The strategy of Taiwan's bicycle and its parts that used cheap manpower, land resource as a step of global export was successful in early period, but it faces the cruel managed situation of foreign companies expends its business, overproduced and some conventional industries of China grow up and seize this big global market now. The industry of Taiwan's bicycle and its parts is part of medium-sized enterprises mostly. In this thesis, we found that this industry of medium-sized enterprises was the main managed factor or growing up in international division in early period, and it could enter China's market fast and keep the benefit and life of enterprises management safe then expended the situation of it continually. In this thesis, we found that the main points of industry of Taiwan's bicycle and its parts in the strategy of international division are, first, Mainland China was the main foothold for foreign companies to go and expended their business. Second, foreign companies all got together in Shenzhen area which was near Hong Kong in early period and used the step of position of Hong Kong as a free port of delivering and supplying this convention to the whole world. Third, after the management became stable in late 1990, the foreign company owners moved their business to Shanghai area, which was the core place of the industry of China's bicycle and competed for this global market with conventional industries of China. Fourth, most business runners started to occupy the inland market of China after everything got steady. The last point was though all the business areas were still controlled by Taiwan, the manufacturing had a recession gradually or even stopped producing totally. What's the next step of industry of Taiwan's bicycle and its parts after it gets its manufacturing base of operations? As for the industrial situation of the whole world, goods price is still low, but the capital of manufacturing tends to get high. Managed environment has been successful for 10 years from now because of the open strategy of Mainland China and makes the competition harder and harder. Businessmen of Taiwan should think about how to become better in the aspect of creating new stuffs and knowledge management to enlarge the competitive difference between Taiwan and China and still keeps the competitive core. Mainland China is a place where full of people, if we want to use the operating way of Taiwan's bicycle and its parts by medium-sized enterprises, only management is not strong enough to cover the whole market in China. Only using strategy of congregation and alliance can have an efficient overall arrangement in Mainland China and selecting strategy of diversity marketing to different markets. The conventional industry of Taiwan under the baptism of global division leads to agile managed way or our convention still has to face the managed predicament of loosing superiority one day if the purpose of industrial relocation is just getting low human resource and land cost.

我國傳統產業的發展由早期台灣經濟的中流砥柱，歷經產業變革、環保意識抬頭打壓後，至今被戲稱為「夕陽產業」，主因為產品生命週期進入低毛利成熟期。大部分傳統產業廠家積極尋求多角化轉型以突破困境，但在無法抽離製造代工心態下，積極投入非核心相關領域，無非是落入另一紅海。目前支撐台灣主要經濟命脈產業仍以資訊科技業為主，傳統產業雖非主流，但改變製造心態，堅持投入核心技術研發仍能伺機尋求切入點。 然而，過去強調創新升級轉型的研究不勝枚舉，但鮮少以國內傳統產業模範廠商為個案進行完整詳細地分析，基於此點，本研究針對我國傳統產業廠商「多角化」進行研究，以企業核心資源為基礎，試圖以較為整體性的架構，探討其多角化之相關議題，期能對「傳統產業多角化」，提供一些實務上與學理上的貢獻。 本研究之研究問題有五：（1）傳統產業廠商多角化的動機為何？（2）傳統產業廠商如何進行多角化？（3）傳統產業廠商企業核心資源為何？（4）傳統產業廠商多角化過程中新產品開發流程為何？（5）傳統產業廠商多角化後的新創組織作法為何？ 透過深度訪談個案公司高階經理人，並配合相關次級資料蒐集與整理，進行彙整及分析之後，本研究獲得以下之主要結論：（1）企業核心資源中之個人專長能力的展現為多角化轉型基礎；（2）創新研發過程中，知識資源的累積是技術發展的原動力；（3）順暢的組織內部溝通有助於新產品或新事業的發展；（4）對新產品開發而言，技術資源的彈性運用與高度整合有利於發展新事業；（5）以創新研發為導向之企業與智慧財產權之管理具高度關聯性。 / The domestic conventional industries were the mainstay of Taiwan economics. Because of the transformation of industries and then suffered from the lift of environmental consciousness. It ultimately turned to be the so-called “Sunset Industries”. The root cause was the low margin profit in mature stage of product life cycle. Most of conventional industries firms strove to break through the hardship by diversification. Not to withdraw the ideology from OEM mindset, the conventional industry firms invested in non-core relevant businesses painstakingly. It was just trapped to another red sea. For the moment, the dominant anchor of Taiwan economics was information technologies not the conventional industries. Nevertheless, just switched the manufacturing viewpoint and persevered to the development of core technologies to look for the niche points. Although, the studies in the past focused on innovative upgrading transformation were too numerous and there was scarcely to portray the leading company elaborately in domestic conventional industries. Based on this concept, the thesis paid attention to the study of diversification of domestic conventional industries. Endeavor to apply the comprehensive framework which was founded on the core resources of enterprises and discussed the correlative issues of diversification. Looking forward to the diversification of conventional industries could facilitate the contributions in practical and theoretical domain. The study aimed to investigate the questions: (1) What were the motivations drove the conventional industry firms to diversify? (2) How the conventional industry firms to execute the diversification? (3) What were the core resources of conventional industry firms? (4) What was the procedure of new product development in conventional industry firms during the duration of diversification? (5) What were the practices to construct the new business unit after diversification in conventional industry firms? This study exerted the deep interview methodology of qualitative researches and secondary data analyses to rearrange. The preliminary research findings included: (1) The performance of individual capability in enterprise core resources was the foundation of diversification. (2) During the innovative R&D process, the accumulation of knowledge resource was the motivation of technology of development. (3) The fluent communication in organization was conducive to develop the new products or new businesses. (4) As far as the new product development was concerned, the flexible exertion and high integration of technology resources was favorable for integrating and exploring new businesses. (5) Innovative R&D oriented enterprises were in high connection with management of intellectual property rights.