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題名 突破性創新之創業機會辨識與互補性資產管理機制探究：研究機構衍生新創個案研究
Exploring the mechanisms of entrepreneurial opportunity identification and the management of complementary assets associated with radical innovation in an RTO spin-off作者 韓宗憲
Han, Tsung-Hsien貢獻者 宋皇志
Sung, Huang-Chih
韓宗憲
Han, Tsung-Hsien關鍵詞 突破性創新
研究法人新創
創業機會辨識
互補性資產
社會網絡
Radical innovation
Research and Technology Organization (RTO) spin-offs
Entrepreneurial opportunity identification
Complementary assets
Social network日期 2025 上傳時間 1-Sep-2025 16:05:02 (UTC+8) 摘要 突破性創新由於具有技術不連續的特性，因此得以引發技術變革以及產生技術典範轉移。然而，由於發展突破性創新是一種高度不確定性的探索與發展過程，因此增加辨識創業機會的難度，以及面臨更為嚴峻的資源管理挑戰。因此突破性創新之發展歷程，往往需要於適當的組織環境中，以專案的形式歷經長時間的孕育，方能將其轉變為具備商業價值之產品或服務，造福人類社會。然而大多數創業研究主軸，多著重於探討新創企業如何在現有技術軌跡上進行機會辨識，並透過發展漸進性創新優化或重新配置資源，建立其核心競爭力。除此之外，尚缺乏以個人創業以外的研究視角，針對創業機會辨識與創業資源管理進行深入觀察。若能透過合適個案進行深入的縱向研究，將可對於突破性創新進行商業化之機遇與挑戰，有更深入的認識。 研究機構法人於台灣發展高科技產業之歷程中，一直扮演著關鍵角色；其衍生新創事業的蓬勃發展，奠定了台灣高科技產業堅實的成長基礎，也是全球公認產業轉型之成功典範。本研究採用行動研究為主要方法，透過剖析財團法人工業技術研究院衍生新創團隊 - X Team的長期發展歷程，深入探討其如何從一項突破性創新技術專案如何經歷探索創業機會及解決建構互補性資產的挑戰，最後成長為一家成功完成種子輪資金募資之衍生新創企業，並由研究發現初步建構一套突破性創新衍生新創之發展模型。研究並發現：不同強度的社會網絡，在各階段突破性創新的發展進程中，扮演了各種程度的關鍵角色。然而，新技術發展也需要面臨在位者以其豐沛的資源與其原有技術根基之優勢，發動不同型態的技術競爭，增加了發展突破性創新技術的挑戰。研究之成果，除了可增進對於突破性創新及衍生新創創業研究的認識，亦能提供有志於開展新創事業之技術研發團隊，於制定發展策略時之參考。
Radical innovation is driven by its inherent nature of technological discontinuity, leading to technical change and a paradigm shift. In addition to establishing a new technological trajectory, the ultimate success of radical innovation hinges on identifying entrepreneurial opportunities and further developing its commercial potential. Furthermore, establishing a new technological paradigm is a highly uncertain process, which makes it difficult to recognize entrepreneurial opportunities for radical innovations and create challenges in managing resources. Consequently, radical innovations frequently necessitate sustained cultivation within a conducive organizational environment, often manifested as projects, before they can be turned into commercially viable products or services that benefit society. However, most existing entrepreneurship research focuses on how new ventures can build their core competencies by identifying entrepreneurial opportunities within existing technological trajectories and developing incremental innovations by reallocating or optimizing existing resources. Furthermore, a lack of research has been identified on how new ventures can recognize entrepreneurial opportunities for radical innovation and allocate resources, moving beyond individual theoretical perspectives. Therefore, conducting an in-depth, longitudinal case study would provide valuable insights into the opportunities and challenges involved in commercializing radical innovations. New ventures incubated by the Research and Technology Organization (RTO) have played a significant role in developing Taiwan's high-tech ecosystem and establishing a robust foundation for its growth. The ecosystem is widely recognized as a successful role model for industrial transformation. This study adopted action research as its main approach to carry out an in-depth analysis of the X Team, a RTO spin-off from the Industrial Technology Research Institute (ITRI). The study aims to develop a model for generating innovations within this type of organization. This is achieved by extracting research findings from the team's extensive development process concerning the exploration and exploitation of entrepreneurial opportunities, and how to address the challenge of building complementary assets. This study covers the period from the project's inception to the conclusion of its seed funding, which was intended to facilitate the commercialization of an ITRI’s radical research project. Additionally, the study also found that social networks with different strengths of ties play various roles at different stages. 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國立政治大學
科技管理與智慧財產研究所
104364501資料來源 http://thesis.lib.nccu.edu.tw/record/#G0104364501 資料類型 thesis dc.contributor.advisor 宋皇志 zh_TW dc.contributor.advisor Sung, Huang-Chih en_US dc.contributor.author (Authors) 韓宗憲 zh_TW dc.contributor.author (Authors) Han, Tsung-Hsien en_US dc.creator (作者) 韓宗憲 zh_TW dc.creator (作者) Han, Tsung-Hsien en_US dc.date (日期) 2025 en_US dc.date.accessioned 1-Sep-2025 16:05:02 (UTC+8) - dc.date.available 1-Sep-2025 16:05:02 (UTC+8) - dc.date.issued (上傳時間) 1-Sep-2025 16:05:02 (UTC+8) - dc.identifier (Other Identifiers) G0104364501 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/159241 - dc.description (描述) 博士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理與智慧財產研究所 zh_TW dc.description (描述) 104364501 zh_TW dc.description.abstract (摘要) 突破性創新由於具有技術不連續的特性，因此得以引發技術變革以及產生技術典範轉移。然而，由於發展突破性創新是一種高度不確定性的探索與發展過程，因此增加辨識創業機會的難度，以及面臨更為嚴峻的資源管理挑戰。因此突破性創新之發展歷程，往往需要於適當的組織環境中，以專案的形式歷經長時間的孕育，方能將其轉變為具備商業價值之產品或服務，造福人類社會。然而大多數創業研究主軸，多著重於探討新創企業如何在現有技術軌跡上進行機會辨識，並透過發展漸進性創新優化或重新配置資源，建立其核心競爭力。除此之外，尚缺乏以個人創業以外的研究視角，針對創業機會辨識與創業資源管理進行深入觀察。若能透過合適個案進行深入的縱向研究，將可對於突破性創新進行商業化之機遇與挑戰，有更深入的認識。 研究機構法人於台灣發展高科技產業之歷程中，一直扮演著關鍵角色；其衍生新創事業的蓬勃發展，奠定了台灣高科技產業堅實的成長基礎，也是全球公認產業轉型之成功典範。本研究採用行動研究為主要方法，透過剖析財團法人工業技術研究院衍生新創團隊 - X Team的長期發展歷程，深入探討其如何從一項突破性創新技術專案如何經歷探索創業機會及解決建構互補性資產的挑戰，最後成長為一家成功完成種子輪資金募資之衍生新創企業，並由研究發現初步建構一套突破性創新衍生新創之發展模型。研究並發現：不同強度的社會網絡，在各階段突破性創新的發展進程中，扮演了各種程度的關鍵角色。然而，新技術發展也需要面臨在位者以其豐沛的資源與其原有技術根基之優勢，發動不同型態的技術競爭，增加了發展突破性創新技術的挑戰。研究之成果，除了可增進對於突破性創新及衍生新創創業研究的認識，亦能提供有志於開展新創事業之技術研發團隊，於制定發展策略時之參考。 zh_TW dc.description.abstract (摘要) Radical innovation is driven by its inherent nature of technological discontinuity, leading to technical change and a paradigm shift. In addition to establishing a new technological trajectory, the ultimate success of radical innovation hinges on identifying entrepreneurial opportunities and further developing its commercial potential. Furthermore, establishing a new technological paradigm is a highly uncertain process, which makes it difficult to recognize entrepreneurial opportunities for radical innovations and create challenges in managing resources. Consequently, radical innovations frequently necessitate sustained cultivation within a conducive organizational environment, often manifested as projects, before they can be turned into commercially viable products or services that benefit society. However, most existing entrepreneurship research focuses on how new ventures can build their core competencies by identifying entrepreneurial opportunities within existing technological trajectories and developing incremental innovations by reallocating or optimizing existing resources. Furthermore, a lack of research has been identified on how new ventures can recognize entrepreneurial opportunities for radical innovation and allocate resources, moving beyond individual theoretical perspectives. Therefore, conducting an in-depth, longitudinal case study would provide valuable insights into the opportunities and challenges involved in commercializing radical innovations. New ventures incubated by the Research and Technology Organization (RTO) have played a significant role in developing Taiwan's high-tech ecosystem and establishing a robust foundation for its growth. The ecosystem is widely recognized as a successful role model for industrial transformation. This study adopted action research as its main approach to carry out an in-depth analysis of the X Team, a RTO spin-off from the Industrial Technology Research Institute (ITRI). The study aims to develop a model for generating innovations within this type of organization. This is achieved by extracting research findings from the team's extensive development process concerning the exploration and exploitation of entrepreneurial opportunities, and how to address the challenge of building complementary assets. This study covers the period from the project's inception to the conclusion of its seed funding, which was intended to facilitate the commercialization of an ITRI’s radical research project. Additionally, the study also found that social networks with different strengths of ties play various roles at different stages. However, the development of new technologies faces challenges from incumbents, who use their abundant resources and established technological foundations to introduce various forms of technological competition, making it more difficult for radical innovations to be developed. The results of this study can enhance our understanding of new ventures involving radical innovation and provide a point of reference for teams interested in developing their venture businesses when formulating their development strategies. en_US dc.description.tableofcontents 第一章 緒論 7 第一節 研究背景與動機 7 第二節 研究目的及研究議題 8 第二章 文獻探討 10 第一節 突破性創新與漸進性創新 10 一. 以技術變革不連續性為創新分類準則 10 二. 兩種創新型態之比較 13 三. 發展突破性創新的挑戰 14 四. 大企業與小企業：哪種類型的企業適合發展突破性創新? 15 第二節 創業機會辨識 17 一. 發現理論觀點 18 二. 創造理論觀點 20 第三節 組織衍生新創 20 一. 企業衍生新創 21 二. 大學與公共研究機構衍生新創 22 三. 應用研究機構衍生新創 23 第四節 互補性資產 26 第五節 社會網絡理論 29 一. 從強/弱連結理論視角探討社會網絡連結 29 二. 社會網絡與創業機會辨識及互補性資產之關聯性 30 第六節 文獻探討總結與研究缺口 32 一. 發展突破性創新新創企業之挑戰 32 二. 何種衍生新創企業適合發展突破性創新? 34 第三章 研究方法 36 第一節 研究方法與案例選擇 36 一. 研究方法 36 二. 案例選擇 36 第二節 資料收集 41 第三節 資料分析 43 第四章 研究發現 48 第一節 X Team之創業機會辨識 48 一. 技術可行性辨識之決策 49 二. 技術商業化機會之浮現 52 三. 新創可行性機會之形塑 55 第二節 X Team之互補性資產取得鏈結機制 59 一. 透過X Team弱連結社會網絡取得互補性資產 60 二. 透過強連結社會網絡取得互補性資產 62 三. 透過複合式社會網絡取得互補性資產 63 第五章 研究討論 66 第一節 X Team辨識創業機會之策略探討 66 一. 突破性創新技術之創業機會辨識進程模型 66 二. 社會網絡於X Team辨識創業機會之功能 70 第二節 X Team之互補性資產管理策略探討 71 一. 專屬互補性資產管理 71 二. 非專屬互補性資產之管理 75 第三節 在位者的競爭策略 83 一. 客戶需求動態變化下的競爭者分析架構 83 二. 技術發展軌跡動態競爭關係之初探 83 第四節 研究法人衍生新創發展突破性創新的精進作法 87 一. 現行研究法人衍生新創發展流程 87 二. 建立「封閉-開放式創新」複合發展模式 89 第六章 結論 92 第一節 理論意涵 92 一. 增進對於研究法人發展突破性創新衍生新創機制之理解 92 二. 增進對於突破性創新競爭策略之理解 94 三. 提出「封閉-開放式創新」複合發展模式 95 第二節 實務貢獻 95 第三節 研究限制與未來研究建議 97 參考文獻 99 附件 138 zh_TW dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0104364501 en_US dc.subject (關鍵詞) 突破性創新 zh_TW dc.subject (關鍵詞) 研究法人新創 zh_TW dc.subject (關鍵詞) 創業機會辨識 zh_TW dc.subject (關鍵詞) 互補性資產 zh_TW dc.subject (關鍵詞) 社會網絡 zh_TW dc.subject (關鍵詞) Radical innovation en_US dc.subject (關鍵詞) Research and Technology Organization (RTO) spin-offs en_US dc.subject (關鍵詞) Entrepreneurial opportunity identification en_US dc.subject (關鍵詞) Complementary assets en_US dc.subject (關鍵詞) Social network en_US dc.title (題名) 突破性創新之創業機會辨識與互補性資產管理機制探究：研究機構衍生新創個案研究 zh_TW dc.title (題名) Exploring the mechanisms of entrepreneurial opportunity identification and the management of complementary assets associated with radical innovation in an RTO spin-off en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 工研院 (2024)。工研院簡介。取自https://www.itri.org.tw/ListStyle.aspx?DisplayStyle=05&SiteID=1&MmmID=1036233406503070534。 中華徵信所(2024)。淺談評價方法－資產法與成本法之運用。取自https://www.credit.com.tw/NewCreditOnline/Epaper/ThemeContent.aspx?sn=173&unit=583 周世民 (2013) 。新創事業三部曲 加速企業邁向卓越。工業技術與資訊，267 2013.9 [民102.9] ， 35-36。 經濟部標準檢驗局(2009)。98年度奈米國家型計畫執行報告奈米技術計量標準計畫（1/6）（第1年度）。取自https://www.bsmi.gov.tw/wSite/public/Attachment/f1265699674734.pdf Abernathy, W. 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