近年來，企業的核心競爭力來源已逐漸由有形資產轉變為無形資產。而在眾多無形資產中，又以專利權代表著企業研發創新能力，而具有高度資訊意涵。但在目前針對專利管理面向的研究中，尚未有針對企業如何對整體專利化流程進行有效管理並結合評估、報導專利成果的完整架構，故本研究採用個案研究法，並輔以個案公司內部問卷之方式，探討企業如何有效建立專利管理與內部報導機制，並達成以下結論：
一、企業專利管理架構乃從企業整體策略出發，連結專利策略，並根據專利策略發展出專利管理制度與內部報導機制；透過專利管理制度可促進內部報導項目目標之達成，而透過內部報導項目可評估專利管理制度之成果。
二、運用個案公司內部問卷調查，篩選出27項重要之專利內部報導項目。
三、透過與個案公司實地訪談，彙整出八大項專利管理制度與作法，並進一步分為一般性專利管理制度與策略性專利管理制度
四、將內部報導項目進一步分為量化指標與非量化指標兩種專利報導方式；量化指標乃透過數量化資訊將實際值與目標值進行比較；而非量化指標又可分為兩種報導方式，一是運用描述本期管理做法並與上期比較以評估管理成果，另一種方式是發放問卷並報導問卷結果，透過本期與上期問卷結果的比較來評估管理成果。
五、透過專利報導項目與企業實際之管理做法相互比較後，分析個案公司之三項管理缺口。 / Recently the competitive resources of the enterprise is switching from tangible assets to intangible assets. Among those intangible assets, patents represent the R&D and innovation abilities of the business, and include high valued infromations. However there is short of complete framework of patent management and patent internal reporting system in those patent-relative research areas. Therefore, this study use case study research, and is supported by the questionnaire to show how could the enterprise use valid management and reporting system to achieve great patent results. The conclusions of this study are the followings:
First, the patent management framework is established from the business strategy to patent strategy, and develop the relative patent management and internal reporting systems. Use the patent management to achieve the reporting objectives; use the patent reporting ways to evaluate the management performance.
Second, use the internal questionnaire to select twenty-seven important internal reporting items.
Third, through the interviews with the target company summarize eight patent management ways, and classify them to general and strategic management ways.
Fourth, there are two reporting methods. One is quantification items, using quantified information and compare to the earlier stage to show the management results; the other is non-quantification items, describing the management conditions or reporting questionnaire results and compare to the earlier stage to evaluate the management performance.
Fifth, according to the comparisons of the reporting items and management ways, this study analyse three management gaps of the target company.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0094353024 |
| Creators | 陳貞佑 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
Page generated in 0.0025 seconds