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題名 企業研發管理實務對創新績效影響之研究 作者 林淑瓊
Lin, Shu Chiung貢獻者 管郁君
Huang,Eugenia Y.
林淑瓊
Lin, Shu Chiung關鍵詞 創新
績效
研發
管理實務
高科技產業
Innovation
Performance
R&D
High-Tech日期 2004 上傳時間 14-九月-2009 09:16:05 (UTC+8) 摘要 「創新」與「研發」是高科技產業推動組織營運的重要後盾，並且需要藉由研發人員貫穿其間將新舊知識串連以開創新的知識領域，同時必需有效管理與運用逐漸累積形成的珍貴知識資源。然而，以往對於研發單位的績效衡量研究多以投入與產出的生產力觀點，此種模式淡化了知識工作者與研發團隊間知識互動與創新形成的過程，同時無法明確區隔研發部門與其他事業單位對於研發績效影響的差異；因而在研究中深入剖析研發單位的「研發管理實務」，並且試圖從中瞭解影響創新績效的關鍵因素。 本研究的研究程序分為三大部份，首先經由文獻回顧導出初步的觀念性架構，再以此理論觀念模式為主導進行個案訪談，並且經過跨個案綜合分析後進行初步觀念模式的調整，接續以此調整後的模式當成調查研究的實證研究架構，並且依據此模式進行研究問卷的設計。在研究中實地訪談六家電子產品研發製造的高科技公司，並從中解析組織推行研發管理實務的相關資訊，之後再以調查研究法探究台灣地區高科技產業研發管理實務的運作情形；因而先以質性再以量化的方式同時進行高科技產業之研發管理實務推行的瞭解與驗證。 研究中發現研發管理實務的推行主要受到高階管理階層涉入程度的影響，其中高階主管的高階權力型態可據此分為二類：「預應式」與「因應式」，前者高階主管主動積極參與研發專案的主導，給予研發人員實質經費補助參與外部學習與洽商的活動，因而使得研發人員感受到較多的關注與重視，影響其對於研發工作的投入程度；而後者相對較少。另一項直接影響研發管理實務運作的因子為研發主管的領導風格，研發主管是主要帶領與規範研發單位運行的人物，鼓勵與協助研發人員的專業知識學習和成長，同時凝聚與營造研發團隊的士氣與氣氛，與研發人員間具有深刻的互動。 而在研發管理實務推行過程中，同時需要藉助辦公室支援與聯盟的協助，以提升研發人員的專業知識養成與技術文件的撰寫和使用頻率，此資源是促使研發工作順利運作的重要樞紐；而研發經費、設備購置與設施規劃的資源輔助，對於研發績效具有舉足輕重的影響效果。然而，影響研發管理實務與創新績效間的更重要成因是研發人員的內隱知覺部份；換言之，研發人員內心對於研發管理實務推行的感受與高階管理階層的互動程度是主要影響成效的因素，並非研發單位提供給予研發人員的各項外顯形式，可知研發單位的提供的框架形式擂同，但彼此間的溝通與相互扶持成為提升創新績效的無形助力。總之，高階管理階層結構主導研發管理實務的運作過程，而研發管理實務的落實程度與相關支援的協助，以及資源輔助釋放出來的能量，是同時決定研發創新績效程度的關鍵。
As the global competition becomes ever-intensive, and businesses have fewer areas on which to hinge their competitive advantage, innovation capability is emerging as the key source of competitive advantage. The R&D team in a business, which is responsible for most of its innovations, thus plays a vital role in business survivability. This paper seeks to identify the variables that affect the innovation performance of R&D teams and investigate the interactions among the variables. A research framework is first established by literature review, and then adjusted according to case studies of six high-tech companies in Taiwan. The adjusted model is subsequently tested by a survey of high-tech companies in Taiwan. It is concluded that the management style of the higher authority and the leadership of R&D manager are the main forces that determine the R&D management practice. The educational background, work experience, and the expertise of R&D managers do not distinguish the level of discipline and the sophistication of R&D management practice. Some aspects of R&D management practice can be reinforced by office support and alliance, for example, the generation and utilization of technical reports and the cultivation of professional knowledge. With adequate resource support, more sophisticated R&D management practice does lead to better innovation performance which is measured by number of new products, patents, and technical reports.參考文獻 網站：
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資訊管理研究所
89356507
93資料來源 http://thesis.lib.nccu.edu.tw/record/#G0893565071 資料類型 thesis dc.contributor.advisor 管郁君 zh_TW dc.contributor.advisor Huang,Eugenia Y. en_US dc.contributor.author (作者) 林淑瓊 zh_TW dc.contributor.author (作者) Lin, Shu Chiung en_US dc.creator (作者) 林淑瓊 zh_TW dc.creator (作者) Lin, Shu Chiung en_US dc.date (日期) 2004 en_US dc.date.accessioned 14-九月-2009 09:16:05 (UTC+8) - dc.date.available 14-九月-2009 09:16:05 (UTC+8) - dc.date.issued (上傳時間) 14-九月-2009 09:16:05 (UTC+8) - dc.identifier (其他 識別碼) G0893565071 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/31108 - dc.description (描述) 博士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 資訊管理研究所 zh_TW dc.description (描述) 89356507 zh_TW dc.description (描述) 93 zh_TW dc.description.abstract (摘要) 「創新」與「研發」是高科技產業推動組織營運的重要後盾，並且需要藉由研發人員貫穿其間將新舊知識串連以開創新的知識領域，同時必需有效管理與運用逐漸累積形成的珍貴知識資源。然而，以往對於研發單位的績效衡量研究多以投入與產出的生產力觀點，此種模式淡化了知識工作者與研發團隊間知識互動與創新形成的過程，同時無法明確區隔研發部門與其他事業單位對於研發績效影響的差異；因而在研究中深入剖析研發單位的「研發管理實務」，並且試圖從中瞭解影響創新績效的關鍵因素。 本研究的研究程序分為三大部份，首先經由文獻回顧導出初步的觀念性架構，再以此理論觀念模式為主導進行個案訪談，並且經過跨個案綜合分析後進行初步觀念模式的調整，接續以此調整後的模式當成調查研究的實證研究架構，並且依據此模式進行研究問卷的設計。在研究中實地訪談六家電子產品研發製造的高科技公司，並從中解析組織推行研發管理實務的相關資訊，之後再以調查研究法探究台灣地區高科技產業研發管理實務的運作情形；因而先以質性再以量化的方式同時進行高科技產業之研發管理實務推行的瞭解與驗證。 研究中發現研發管理實務的推行主要受到高階管理階層涉入程度的影響，其中高階主管的高階權力型態可據此分為二類：「預應式」與「因應式」，前者高階主管主動積極參與研發專案的主導，給予研發人員實質經費補助參與外部學習與洽商的活動，因而使得研發人員感受到較多的關注與重視，影響其對於研發工作的投入程度；而後者相對較少。另一項直接影響研發管理實務運作的因子為研發主管的領導風格，研發主管是主要帶領與規範研發單位運行的人物，鼓勵與協助研發人員的專業知識學習和成長，同時凝聚與營造研發團隊的士氣與氣氛，與研發人員間具有深刻的互動。 而在研發管理實務推行過程中，同時需要藉助辦公室支援與聯盟的協助，以提升研發人員的專業知識養成與技術文件的撰寫和使用頻率，此資源是促使研發工作順利運作的重要樞紐；而研發經費、設備購置與設施規劃的資源輔助，對於研發績效具有舉足輕重的影響效果。然而，影響研發管理實務與創新績效間的更重要成因是研發人員的內隱知覺部份；換言之，研發人員內心對於研發管理實務推行的感受與高階管理階層的互動程度是主要影響成效的因素，並非研發單位提供給予研發人員的各項外顯形式，可知研發單位的提供的框架形式擂同，但彼此間的溝通與相互扶持成為提升創新績效的無形助力。總之，高階管理階層結構主導研發管理實務的運作過程，而研發管理實務的落實程度與相關支援的協助，以及資源輔助釋放出來的能量，是同時決定研發創新績效程度的關鍵。 zh_TW dc.description.abstract (摘要) As the global competition becomes ever-intensive, and businesses have fewer areas on which to hinge their competitive advantage, innovation capability is emerging as the key source of competitive advantage. The R&D team in a business, which is responsible for most of its innovations, thus plays a vital role in business survivability. This paper seeks to identify the variables that affect the innovation performance of R&D teams and investigate the interactions among the variables. A research framework is first established by literature review, and then adjusted according to case studies of six high-tech companies in Taiwan. The adjusted model is subsequently tested by a survey of high-tech companies in Taiwan. It is concluded that the management style of the higher authority and the leadership of R&D manager are the main forces that determine the R&D management practice. The educational background, work experience, and the expertise of R&D managers do not distinguish the level of discipline and the sophistication of R&D management practice. Some aspects of R&D management practice can be reinforced by office support and alliance, for example, the generation and utilization of technical reports and the cultivation of professional knowledge. With adequate resource support, more sophisticated R&D management practice does lead to better innovation performance which is measured by number of new products, patents, and technical reports. en_US dc.description.tableofcontents 目錄 i 表目錄 iii 圖目錄 v 第一章 緒論 1 第一節 研究背景 1 第二節 研究動機 2 第三節 研究目的 4 第四節 研究限制 5 第五節 研究步驟 6 第二章 文獻回顧 8 第一節 創新與知識管理 8 第二節 研發管理的內涵 10 第三節 高階權力 16 第四節 研發主管背景 18 第五節 聯盟 21 第六節 組織設計 23 第七節 內部支援 27 第八節 創新績效 30 第三章 個案研究方法與設計 34 第一節 初步理論觀念架構 34 第二節 研究議題 42 第三節 分析單位 43 第四節 資料蒐集來源 44 第五節 資料整理程序與分析方法 45 第六節 個案選取準則 46 第七節 個案訪談之問題清單設計 47 第四章 個案研究 48 第一節 個案說明與撰寫程序 48 第二節 A公司 50 第三節 B公司 55 第四節 C公司 59 第五節 D公司 64 第六節 E公司 68 第七節 F公司 73 第五章 綜合分析與命題推導 79 第一節 高階管理權力與研發管理實務的互動 79 第二節 研發主管特質與研發管理實務的關係 84 第三節 研發管理實務與創新績效 88 第四節 研發管理實務與創新績效概念模式調整 96 第五節 研究命題建構 102 第六章 調查研究方法 112 第一節 調查研究設計 112 第二節 研究樣本與資料蒐集 116 第三節 資料分析方法 120 第七章 實證資料分析 122 第一節 問卷發收和樣本基本資料說明與信效度檢測 122 第二節 研發管理階層結構分析 124 第三節 研發管理階層結構與研發管理實務的關係 131 第四節 研發環境配置與辦公室支援和聯盟的關係 140 第五節 資源輔助對研發管理實務與創新績效的影響 144 第六節 假說驗證 151 第八章 結論與未來研究 154 參考文獻 161 附錄A 研發管理實務與創新績效個案訪談問題清單 175 附錄B 調查研究問卷 180 附錄C 研發管理階層結構相關資料 185 附錄D 研發管理實務相關資料 187 附錄E 辦公室支援和聯盟相關資料 188 表目錄 表1-1-1 全國研究發展人力 1 表1-1-2 最近十年本國人與外國人公告核准專利件數統計表 2 表1-2-1 竹科各產業別歷年研究發展費用統計 3 表2-7-1 歷年主要國家研究發展經費 28 表2-7-2 台灣歷年研究發展經費統計表(R&D expenditure) 28 表3-1-1 構面的操作型定義與衡量變數 41 表4-1-1 個案公司基本資料彙總 49 表4-1-2 個案公司受訪資料 49 表4-2-1 A公司之研發管理實務與創新績效資料彙整表 54 表4-3-1 B公司之研發管理實務與創新績效資料彙整表 58 表4-4-1 C公司之研發管理實務與創新績效資料彙整表 63 表4-5-1 D公司之研發管理實務與創新績效資料彙整表 67 表4-6-1 E公司之研發管理實務與創新績效資料彙整表 72 表4-7-1 F公司之研發管理實務與創新績效資料彙整表 77 表5-1-1 高階權力型態與研發單位的互動關係 80 表5-1-2 個案公司酬償與獎勵分析表 81 表5-1-3 個案公司專業知識學習方式分析表 82 表5-1-4 資訊分享方式與頻率 83 表5-1-5 資訊學習管道的型態與內容分析 83 表5-1-6 個案公司降低階級差異的分析表 84 表5-2-1 個案公司的雇用與解雇分析表 85 表5-2-2 個案公司技術文件撰寫方式與用途分析表 86 表5-2-3 技術文件撰寫方式與用途 87 表5-2-4 研發主管對於研發人員的鼓勵程度 88 表5-3-1 個案公司聯盟策略分析表 89 表5-3-2 聯盟策略的方式與對象 89 表5-3-3 個案公司辦公室支援分析表 90 表5-3-4 雇用與解雇程序細項分析 91 表5-3-5 高階管理階層與降低階級差異的關係 92 表5-3-6 酬償與獎勵的方式與內容分析 92 表5-3-7 個案公司資源輔助分析表 94 表5-3-8 資源輔助的類型與說明 95 表5-3-9 個案公司創新績效彙總分析表 95 表5-5-1 研究命題列表 102 表6-2-1 以產業別與股票類型的高科技廠商統計資料 117 表6-2-2 構面與問卷題項對應表 119 表7-1-1 問卷寄發與回收樣本彙整表 123 表7-1-2 樣本基本資料彙整表 123 表7-1-3 問卷信度檢核表 124 表7-2-1 研發管理階層結構集群變異數分析與變異數同質性檢定表 127 表7-2-2 研發管理階層結構集群關係彙總分析表 128 表7-2-3 三群研發主管特質之學經歷背景與專業能力的Friedman 檢定 129 表7-2-4 學經歷背景與專業能力各題項內容的Friedman 檢定 130 表7-3-1 研發管理實務集群變異數分析與變異數同質性檢定表 132 表7-3-2 研發管理實務之Scheffe多重檢定分析表 133 表7-3-3 三群研發管理實務的Friedman 檢定 134 表7-3-4 研發管理實務各題項內容的Friedman 檢定 134 表7-4-1 辦公室支援與研發文件撰寫之獨立樣本t檢定 140 表7-4-2 辦公室支援與專業知識養成之獨立樣本t檢定 141 表7-4-3 聯盟與專業知識養成之獨立樣本t檢定 142 表7-5-1 預算編列與研發管理實務對創新績效之迴歸係數同質性檢定摘要表 144 表7-5-2預算編列與研發管理實務對創新績效之共變數分析檢定摘要表 145 表7-5-3 設備購置與研發管理實務對創新績效之迴歸係數同質性檢定摘要表 146 表7-5-4 設備購置與研發管理實務對創新績效之共變數分析檢定摘要表 147 表7-5-5 設施規劃與研發管理實務對創新績效之迴歸係數同質性檢定摘要表 148 表7-5-6 設施規劃與研發管理實務對創新績效之共變數分析檢定摘要表 150 表7-6-1 假說驗證結果彙整表 151 圖目錄 圖1-5-1 研究步驟與流程 7 圖2-2-1 系統式的研發實驗室 13 圖2-2-2 高科技廠商研發管理概念架構 13 圖3-1-1 研發管理實務與創新績效觀念架構圖 35 圖5-4-1 研發管理實務與創新績效概念模式圖 101 圖5-5-1 子命題1.1與子命題1.2的概念模式 103 圖5-5-2 子命題1.3與子命題1.4的概念模式 104 圖5-5-3 子命題2.1的概念模式 107 圖5-5-4 子命題2.2的概念模式 109 圖5-5-5 子命題3.1與子命題3.2的概念模式 110 圖6-1-1 研發管理階層結構與研發管理實務之研究假說對應圖 113 圖6-1-2 研發管理實務與資源輔助對創新績效之研究假說對應圖 115 圖6-1-3 聯盟與研發管理實務之研究假說對應圖 115 圖6-1-4 辦公室支援與研發管理實務之研究假說對應圖 116 圖7-2-1 研發管理階層結構個案集群分佈圖 126 zh_TW dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0893565071 en_US dc.subject (關鍵詞) 創新 zh_TW dc.subject (關鍵詞) 績效 zh_TW dc.subject (關鍵詞) 研發 zh_TW dc.subject (關鍵詞) 管理實務 zh_TW dc.subject (關鍵詞) 高科技產業 zh_TW dc.subject (關鍵詞) Innovation en_US dc.subject (關鍵詞) Performance en_US dc.subject (關鍵詞) R&D en_US dc.subject (關鍵詞) High-Tech en_US dc.title (題名) 企業研發管理實務對創新績效影響之研究 zh_TW dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 網站： zh_TW dc.relation.reference (參考文獻) 中央銀行，http://www.cbc.gov.tw/，2003[民92年5月15日]。 zh_TW dc.relation.reference (參考文獻) 中華民國統計月報， http://www.dgbas.gov.tw/dgbas03/bs7/bulltin/se.htm#統計表，2003[民92年8月15日]。 zh_TW dc.relation.reference (參考文獻) 全球高科技產業研究資料庫，http://mic.iii.org.tw/itdb/，2003[民92年8月7日]。 zh_TW dc.relation.reference (參考文獻) 新竹科學工業園區，http://www.sipa.gov.tw/1/in1/index-in1.htm，2003[民92年8月7日]。 zh_TW dc.relation.reference (參考文獻) 經濟部中小企業處，http://www.moeasmea.gov.tw/index.asp，2003[民92年8月13日]。 zh_TW dc.relation.reference (參考文獻) 經濟部智慧財產局，http://www.tipo.gov.tw/index.asp，2003[民92年8月13日]。 zh_TW dc.relation.reference (參考文獻) 臺灣證券交易所，http://www.tse.com.tw/home.htm，2004[民93年6月6日]。 zh_TW dc.relation.reference (參考文獻) 中華民國證券櫃檯買賣中心，http://www.otc.org.tw/c_index.htm，2004[民93年6月6日]。 zh_TW dc.relation.reference (參考文獻) 中文： zh_TW dc.relation.reference (參考文獻) 于卓民審訂，Ferrell, O. 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