本研究動機在以有系統的方式來探討產品生命週期相當短暫的流行產業，即唱片、服飾、出版、電影及電視遊樂器等五項產業；同時由於此類產業產品生命週期短暫的特性，傳統的產品／市場分析方式已不再適用，作者擬以新興的資源基礎論的觀點來分析流行產業，同時在國際化風潮盛行的今天，國際化是一不容忽視的議題，延續上述說明，本研究將以資源基礎的觀點來討論企業國際化策略之選擇。本研究目的如下： 　　1.建構適當的分類構面，對流行產業做適當分類，以獲取更多資訊 　　2.找出流行產業核心資源。 　　3.研究核心資源與國際化策略之對應關係。 　　在研究方法上，本研究係屬於探索性之研究，目前理論仍在發展階段，並無十分完整的理論架構。因此本研究擬採個案研究法進行。首先本研究根據次級資料的蒐集與實務現象的瞭解，認為「唱片業」與「服飾業」是流行產業中風格殊異的兩類產業，故選擇此兩產業為主要研究之產業代表樣本。另外，本研究的觀念架構包括核心技術類型、核心資源組合、核心資源特性，以及國際化策略四大變項，藉由選取唱片與服飾業中代表性的廠商A、B、C、D公司，深入訪談該企業之核心技術類型、核心資源與國際化策略，據以分析其間關係。 　　在研究結論方面，整理結果如下： 　　一、流行產業可區分為「流行主體專屬性高者」與「流行主體專屬性低者」，兩者之關鍵成功因素有別。 　　二、流行產業中有三種不同的核心技術類型，即「掘井型」、「汲水型」，及「配送型」。 　　三、唱片業與服飾業中，核心技術類型間交易標的物、交易商品獨特程度、交易頻次不同，故統治方式不同。 　　四、流行產業中核心資源組合決定於其核心技術類型。掘井型者核心資源組合應為契約網路、非契約網路、行銷能力、企業文化、個人專業技術能力，及個人人際網路。汲水型者核心資源組合為設備與調配能力。配送型者的核心資源組合為配銷通路的蜜集程度與陳列位置優列、促銷能力與品牌。 　　五、企業擁有不同核心資源組合，由於核心資源特性有別，應採用不同的國際化策略。 　　六、不同核心技術類型者，由於核心資源組合、核心資源特性不同，應採用不同的國際化策略。

隨著台灣產業投入於技術的研發資源增加，近幾年台灣於美國專利商標局（USPTO）獲得之專利數也呈正比例上升；然而投入研發資源之「量」的增加以及獲得的專利數上升，並不代表研發成果「質」的等比例提升。這一點可從台灣企業及政府研發單位所獲得的專利，其國際專利引證率遠低於平均值，可見一般。 究其原因，一部分的問題在於台灣的企業（及政府研發單位）於最開始各相關資訊的搜集上不夠完全以及沒有一套良好的開發評估程序供其依循，這使得研發方向及標的的確立上有所偏差，而導致研發結果與商業需求有落差。 基於上述背景及動機之下，本研究的重點在於確立一套資訊收集及分析評估流程，以幫助台灣的企業（及政府研發單位）有效降低研發成本、提升研發方向的正確性，更進一步做為其決定研發策略的參考依據。 本研究之目的，即在於以產業分析、技術分析、專利地圖分析三個具邏輯順序性的外部分析為主軸，並結合組織本身核心技術、網絡關係等與組織相關之分析，來對組織的未來研發標的作一評估及策略建議。 本研究最後得到了以下的發現： 1. 市場□技術□專利之研發評估程序具有分析邏輯性。 2. 「市場需求研究」所找到的產品「需求功效」，可推導出達成功效可能的技術，並可藉此確立出專利分析時需要的「技術項目」。 3. 「市場需求」研究所找到的產品「需求功效」，可推導出達成「功效」所需要的「技術項目」，再以此去進行專利地圖的「技術/功效」二維關聯矩陣分析時，技術軸面項目與功效軸面項目兩者因具有因果性，故其相交關聯性極易判斷，也很容易明確定義出哪一個技術/功效相交關聯洞是有意義的、是可實際進行研發的。 4. 以產業市場□技術□專利三程序所完成的的「技術/功效」二維關聯矩陣圖，雖可容易的定義出哪一個技術/功效相交關聯洞是有意義的、是可實際進行研發的，但「哪一個可實際進行研發的技術/功效相交關聯洞具有較高關鍵性、重要性及有較高開發價值？」仍需藉由對技術及產業價值鍊熟悉的專家意見才可做出判斷。 5. 此方式組成的技術/功效二維關聯矩陣不但可看到目前已知的技術/功效相關聯部份（如本研究中的主要關鍵技術與主要關鍵功效相交處）專利佈局狀況，也可看出在未來的技術/功效相聯部份（如本研究中的主要輔助關鍵技術與輔助關鍵功效相交處）專利可能發展方向。 6. 產業市場分析、技術分析、專利地圖分析等三個組織外部分析須再配合組織原有的核心技術與網絡關係的評估，才可正確制定出組織未來研發的路徑及作為。 / Along with the enterprise and government investment increasing to the technical research ＆ development（R＆D） resources, Taiwan obtains the US patent number also to present the proportional rise in recent years; however, the investment of research ＆ development resources and the granted patent number are not proportional to the quality of research ＆ development achievement. This can be proved by the lower patent citation rate of Taiwan enterprises and the government research ＆ development institutes than the international mean value. Investigates its reasons, part of questions is that most of the enterprises (and government research ＆ development institutes) do not collect enough market information and do not have a set of good research ＆ development assessment procedure while the beginning of R＆D project in Taiwan. This causes that the research and development direction and target has a deviation, and causes that the research and development result and the commercial demand have the dropping variance. Based on the above background and the motive, this research key point lies in establish a flow of information collections and the analysis appraisal. It also helps Taiwan’s enterprises and government’s R＆D institutes effectively reduce the research and development cost, and promote research and development direction accuracy, further help for making the decision of research and development strategies. The goal of this research, namely lies in take the industrial analysis, the technical forecast, the patent map study three logic order exterior analysis as a main axle, and combine itself core technology and the network relations of organization to suggest organization's future target of research ＆ development. By this research, we discover 1. The R＆D appraisals procedure of market-technology-patent has analysis logic. 2. The marketing research finds the demands of consumers, and the demands of consumers may infer to the functions of products, and the functions of products may infer to the possible technology sources. 3. The possible technology sources may form the technical items of patent analysis matrix, and the functions of products may form the functional items of patent analysis matrix. 4. The two-dimensional technical/functional patent matrix completed by the market-technology-patent three procedures can easily define which technical/functional intersectional connection hole can be affiliated; however, to judge which technical/functional intersectional connection hole is more important still needs the advice of experts familiar to the technology and the industrial value chain. 5. The three organization exterior analyses of market analysis, technical analysis and patent map study have to coordinate the organization original core technology and the network relations appraisal.

An extensive amount of natural gas trapped in the subsurface is found as methane hydrate. A fundamental understanding of natural hydrate-bearing sediments is required to engineer production strategies and to assess the risks hydrates pose to global climate change and large-scale seafloor destabilization. This thesis reports fundamental studies on hydrate nucleation, morphology and the evolution of unsaturation during dissociation, followed by additional studies on sampling and pressure core testing. Hydrate nucleation is favored on mineral surfaces and it is often triggered by mechanical vibration. Continued hydrate crystal growth within sediments is governed by capillary and skeletal forces; hence, the characteristic particle size d10 and the sediment burial depth determine hydrate morphologies in natural sediments. In aged hydrate-bearing sand, Ostwald ripening leads to patchy hydrate formation; the stiffness approaches to the lower bound at low hydrate saturation and the upper bound at high hydrate saturation. Hydrate saturation and pore habit alter the pore size variability and interconnectivity, and change the water retention curve in hydrate-bearing sediments. The physical properties of hydrate-bearing sediments are determined by the state of stress, porosity, and hydrate saturation. Furthermore, hydrate stability requires sampling, handling, and testing under in situ pressure, temperature, and stress conditions. Therefore, the laboratory characterization of natural hydrate-bearing sediments faces inherent sampling disturbances caused by changes in stress and strain as well as transient pressure and temperature changes that affect hydrate stability. While pressure core technology offers unprecedented opportunities for the study of hydrate-bearing sediments, careful data interpretation must recognize its inherent limitations.

2007年6月，華碩電腦發表Eee PC精簡式筆記型電腦，此創新產品俟後由臺灣資訊工業策進會市場情報中心（MIC）統稱為精簡型小筆電，簡稱小筆電，英文名稱則採用美商英代爾對於這款產品的統稱：Netbook。 Eee PC所設定的目標市場著眼於消費性市場，將產品定位於已開發國家使用者的第二臺電腦以及開發中國家使用者的第一臺電腦。產品上市後掀起銷售高潮，由於小筆電的加入，筆記型電腦在2008年第三季出貨量首度超越桌上型電腦，比先前2007年預估提早兩年，Eee PC因而被譽為臺灣電腦廠商價值創新的一大步。 本研究主要的探討問題有四：核心技術能耐發展策略對於產品創新的影響為何？ 品牌與ODM廠商在創新產品開發上的合作與分工為何？ 品牌廠商因應競爭者之破壞性創新的作法為何？ 核心技術能耐為基礎的產品創新在市場上所需具備的成功條件為何？ 在研究設計上以策略與組織、技術、市場三構面做為主要分析架構。策略與組織構面由領導者企圖心、核心競爭優勢、企業文化、組織架構、企業網絡定位等變項構成；技術構面上由產品研發經驗、內部知識傳遞、外部資源網絡、產品開發管理等變項構成；市場構面由品牌效益、顧客需求、產品行銷、產業合作網絡等變項組成用以探討對於破壞性創新產品構思及開發階段的影響。研究方法上採用「個案研究法」，以領導廠商華碩與宏碁為研究對象。在資料上透過企業訪談與次級資料蒐集的方式來了解個案公司在創新產品的發展過程，並結合核心競爭力、產業價值鏈、破壞性創新、新產品開發程序、吸收能耐與知識傳遞、技術面競爭策略等學理加以分析，本研究所獲得的研究發現如下： 一．建立核心競爭能耐的方向及重點決定了企業在產業價值鏈的位置與所從事的價值活動。 二．企業基於核心技術能耐發展策略而對產品創新方向做出技術領導者與技術追隨者的不同策略選擇。技術領導者著重產品的破壞性創新設計，技術追隨者著重於產品成熟技術的市場性。 三．品牌廠商與ODM的研發製造合作關係上，考量中心點在於顧客對企業的認知價值。品牌廠商並以平均分配（Allocation）與相互制衡（Leverage）為策略，取得各家資源之長為己用。 四．設計代工廠從OEM經營模式進入ODM經營模式，在逐步接手研發價值活動後，ODM設計製造廠開始投入自主研發，成為個人電腦產品技術提供者。但在缺乏通路品牌下，所創造的產品創新價值只能透過品牌廠技術採用將創新價值傳達至消費者。 五．企業發展破壞性創新產品時，原價值網絡上具產業主導地位的供應商透過關鍵技術的掌握，並經由品牌行銷掌握終端使用者，形成不易突破的慣性，對於廠商產品創新產生鉗制作用。 六．企業發展破壞性創新產品若無法取得市場客戶對產品的價值認同，則雖有技術成就，但難以成為產品的競爭優勢。 七．企業在發展破壞性創新產品過程中，若缺乏行銷業務部門參與，將可能造成產品上市後的市場資訊掌握失準。 八．破壞性創新產品所設定於原價值網絡的目標市場，往往因為高科技產業的不確定性因素，在實際執行時意外產生新應用，產品因而進入新價值網絡的新市場。 九．破壞性創新產品進入新市場時不確定因素多，廠商因需求不易掌握而經常發生嘗試錯誤的探索行為，但市場晚入者觀察先驅者經驗，往往能立即掌握正確資訊而迅速反應市場需求。 十．企業發展破壞性創新產品，若未造成有效技術差距，技術領導者與市場先驅者將不易維持首動者優勢。技術追隨者與市場晚入者藉由學習領導者經驗將有機會快速超越。 本研究最後並提出一些實務上建議，以做為產業界發展核心技術能耐策略與發展破壞性創新產品的參考。 / In June, 2007, Asus Computer announced her Eee PC in Computex Taipei, Taiwan International Computer Exhibition. The simplified notebook then named “Netbook” due to its lightweight design and focused internet application. Eee PC was aimed on consumer market of developed countries, targeted as “Secondary Computer” for existing computer users, as well as first computer to the user of the developing world, the name “Eee” derives from "the three Es", an abbreviation of its advertising slogan for the device: "Easy to learn, Easy to work, Easy to play". By third quarter of 2008, notebook shipped quantity including netbook, had exceeded desktop computer, two years advance from prior market research report’s estimation made before netbook product rollout in 2007. Eee PC was praised as stride-out of value innovation of Taiwan computer industry. Problem discoveries and definitions in this research are: first of all, what is the influence of core technology development strategy toward product innovation? Second, how brand owner works with ODM suppliers on innovative product development? Third, how brand owner reacts to disruptive innovation? Last, what are market successful factors of an innovative product which based on core technology competence? Analysis framework of this research consists of three aspects: strategy and organization, technology, marketing. As an exploratory study, research design is qualitative research and case study over certain firms: Asus and Acer, with 90% market shares of netbook in year 2008. For data gathering, primary data came from interviews to firms’ management team members, specifically R&D and PM Directors, secondary data studies came from varies sources: research reports, annual reports, and so on. To explore the influence of core technology competence toward product innovation in idea generation and product development stage, study of related theories in advance is necessary: core competence, value chain, disruptive innovation, new product development procedure, absorptive capability, knowledge transmission, and competitive strategy of technology. Discoveries of this research are: 1.Direction and focus of establishing core competence decides the firm’s position in value chain and the value activities firm engaged. 2.Core technology competence development strategy directs firm’s choice of technology leader or follower, leader focuses on innovative product design, follower focuses on mature technology’s market taking. 3.Customers perceive value is the key consideration that brand owners work with ODM suppliers. “Allocation and Leverage” are strategy that brand owners manage multiple ODM suppliers. 4.From OEM to ODM business model, ODM firms start to develop own independent research projects, this trend leads ODM to be technology supplier in foreseeable future. But, research results can only go through brand owners to consumer market. 5.Key technology suppliers of existing value network will obstruct disruptive innovation products through market’s inertia. 6.Technology based innovative products can’t have competitive advantage in the market without customer’s perceive value. 7.Sales marketing team’s participation is important for disruptive innovation during product development stage. 8.Unexpected new value network will emerge due to uncertainty of high-tech industry, new application out of target market leads to new value network which is different from existing one. 9.Pioneer frequently tries and error for disruptive innovation product due to uncertainty of market, late entrant learned from pioneer’s experience, and react to market demand efficiently. 10.Innovative product without technology gap, firm can’t maintain first mover advantage too long, technology follower have chance to transcend in short period. Conclusions of this research are summarized from above discoveries, and suggestions to industry firms made by this research can be reference to firms’ development strategy of core technology competence as well as product development of disruptive innovation.