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題名 創意平台之關鍵成功因素 — 以IBM Innovation Jam為例
A study of key successful factors on ideas creation platform – IBM Innovation Jam as example
作者 張俊才
貢獻者 溫肇東
張俊才
關鍵詞 創意平台
腦力激盪
Ideas Creation Platform
Brainstorm
Innovation Jam
日期 2009
上傳時間 14-Oct-2011 13:40:18 (UTC+8)
摘要 創意無所不在,而從創意的發想,透過怎麼樣的一種有效率的過程,成為有具體的結果,從成功的企業創新活動的過程裡,能夠找出一些關鍵的成功因素。而為求創新之企業,常以創造企業內組織之創新文化為目的,舉辦許多創新的活動,影響員工養成創新行為。本研究以IBM公司所舉辦的Innovation Jam創意活動為例,以個案研究的方式,針對創新流程、組織活動、知識管理三大方面,進行關鍵活動的討論。此外,依不同型態的創意活動,以三個企業/組織舉辦的創意平台活動—工研院資通所的創意競賽、Google 10100計畫、以及台灣愛普生的開放式創意市場作為比較,進一步找出以創意平台作為創意活動的成功關鍵因素,以提供未來企業要舉辦類似活動的依據。企業中推動創意活動,從討論的個案來看,以下幾個關鍵的活動是整體創意活動不可或缺的元素。
     1. 清楚的目的與主題
     2. 合適的參與對象
     3. 主辦單位的參與
     4. 交換創意的平台
     5. 預計達到的成果與執行計畫
     而在這些關鍵的活動中,IBM Innovation Jam比起其它的創意活動擁有的特點。而這些特點也就是在一般以企業推動創意平台時,所應該加強之處。
     1. 具有資料分析的能力
     2. 外部成員的邀請,擴大參與的層面
     3. 活動與商業策略連結
Finding an effective process to create ideas is a subject with highly concerned and receives more attention recently. An innovated enterprise hosts innovation events to create the culture around the organization. It affects all employees to be their behavior in the organization. The research is finding the key processes of IBM Innovation Jam by the flows of innvation, the events in the organization, and the knowledge and ideas management. In addition, other three events, ideas contest programs of Information & Communications Reserch Labortories in ITRI, Google Project 10100 , and Public Innovation Market (PIM) in Epson Taiwan, are compared to Innovation Jam, and finding the key successful factors of the events. The factors can be referred to the enterprises which host the platform of ideas creation. The following conclustions from the four case studies are the key successful factors.
     1. A clear objective and subject
     2. Appropriate participantors
     3. Sponcors’participation
     4. A platform for idea exchange
     5. An expected result with the excecutive plan
     The strength of IBM Innovation Jam as below can be applied to other innovation events.
     1. Data mining and analysis
     2. External invitees to enlarge participation
     3. Link with business strategy
誌 謝 I
     摘 要 II
     ABSTRACT III
     目 錄 V
     圖 目 錄 VII
     表 目 錄 IX
     表 目 錄 IX
     
     第一章 緒論 1
     第一節 研究背景與動機 1
     第二節 研究目的與內容 2
     第三節 研究範圍與限制 3
     
     第二章 文獻探討 5
     第一節 創新打入市場 5
     第二節 創意產生方式 8
     第三節 開放式創新 23
     第四節 創新成功因素 24
     第五節 小結 26
     
     第三章 研究方法 27
     第一節 個案研究法 27
     第二節 研究問題 28
     第三節 研究架構與流程 29
     第四節 個案公司選擇方式 31
     
     第四章 個案研究 33
     第一節 Innovation Jam的架構與流程 33
     第二節 工研院資通所創意活動之架構 70
     第三節 Google 10100計畫之創意點子活動 84
     第四節 台灣愛普生公司的公開創新市場 91
     
     第五章 討論與研究發現 101
     第一節 個案創意活動之比較 101
     第二節 IBM Innovation Jam的優勢 109
     第三節 研究發現 111
     
     第六章 結論與建議 113
     第一節 研究結論 113
     第二節 研究建議 116
     
     附錄一 IBM 2008年CEO調查報告 119
     附錄二 IBM Innovation Jam專家訪問 133
     附錄三 IBM公司簡介 145
     
     參考文獻 149
參考文獻 一、中文部分:
IBM全球企業咨詢服務事業群(2008),未來企業—2008年全球CEO調查報告,台灣國際商業機器股份有限公司。
王堯政(2005),網路互動式腦力激盪之分析與實作,國立中央大學資訊工程研究所碩士論文。
吳思華(2002),第一版,創新-哈佛商業評論精選(金誠等著,應小端譯),台北,天下遠見:二-三。
陶重光(2007),企業內部創新之研究-以台灣愛普生公司PIM為例,國立台灣科技大學企業管理系碩士論文。
於之鈞(2005),電子腦力激盪術應用在創造型思考之探討 -以技術創造為例,國立交通大學資訊科學系碩士論文。
吳明雄(1996),「腦力激盪術應用在技術創作教學之探討」,現代開放教育,85.01:257-271。
原來(2004),腦力激盪術徹底應用,台北,新潮社文化:13。
許士軍(2001),第一版,突破性思考-哈佛商業評論精選(杜拉克等著,巫宗榮譯),台北,天下遠見:一-三。
理查‧盧克(2004),如何做好創新管理(楊幼蘭譯),台北,天下遠見:82-88。
華妮塔‧布朗與大衛‧伊薩克(2007),世界咖啡館(高子梅譯),台北,臉譜出版社:150-287。
楊德遠、吳毓桂與張傳源(2005),「KMS-國中小校園創造力教育知識管理分享平台」,政治大學第三屆創新與創造力研討會論文。
廖佩容(2001),會議方式、群體大小及人格特質對腦力激盪會議成效之影響,國立中央大學資訊管理學系碩士論文。
曠文琪(2006),「網路市集讓5萬人交換創意」,天下雜誌979期,http://www.businessweekly.com.tw/article.php?id=23186&p=1
韓燕甯(2007)。從開放式創新觀點探討NTT DoCoMo 平台型經營模式。國立政治大學企業管理研究所碩士論文。
羅利森(1982),創造性思考與腦力激盪法:應用實例(林隆儀譯),清華管理科學圖書中心:94-105。
二、英文部分:
Agrawal, Reena (2006) .Innovation: A DVA of Organizational Success. Conference on Global Competition & Competitiveness of Indian Corporate, 185-194.
Birkinshaw, J., Bessant, J. Delbridge R. (2006) .Finding, Forming, and Performing: Creating Networks for Discontinuous Innovation. California Management Review, http://www.london.edu/facultyandresearch/research/docs/SIM48.pdf
Bjellan, Osvald M. and Wood, Robert Chapman (2008) . An Inside View of IBM’s ‘Innovation Jam’. MIT Sloan Management Review, Fall, 32-40.
Broring S., Herzog P.(2008) . Organising new business development: open innovation at Degussa. European Journal of Innovation Management, 11(3), 330-348.
Christensen, C. (1998), interview with Harvard Business School Publishing, www.hbsp.harvard.edu/products/pressbooks/innovatior/qa.html
Cooper, R. (1985). Selecting Winning New Product Projects. Journal of Product Innovation Management, Feb, 35.
Cooper, R. (1990). Stage-Gate Systems: A New Tool for Managing New Products. Business Horizons, May-June, 45-54.
Chesbrough, H. (2003) .The Logic of Open Innovation: MANAGING INTELLECTUAL PROPERTY. California management review, 45(3):33-58.
Chesbrough, H. (2007) . Business model innovation: it`s not just about technology anymore. Journal of Strategy & Leadership, 35(6), 12-17.
Chesbrouch, H.; Schearts, K. (2007) ,Innovating business models with co-development partnerships. Research Technology Management, 50(1), 55-59.
Dennis, A.R., J.F. George, L.M. Jessup, J.F. Numamaker, and D.R. Vogel, (1988) . Information Technology to Support Electronic Meetings. MIS Quarterly, 12(4), 591-624.
Dennis, A.R., Williams M.L. (2003) .Electronic Brainstorming: Theory, Research and Future Directions. Group creativity innovation through collaboration, 160-178.
Diem Ho (2007). Research Innovation and Knowledge Management: the ICT Factor. Submitted to UNESCO, http://portal.unesco.org/education/en/files/55811/12015104365Ho_final_versionEN.pdf/Ho_final%2BversionEN.pdf
Elam, J. J., & Mead, M. (1990). Can software influence creativity?. Information Systems Research, 1(1), 37643.
Eisenhardt, Kathleen.M. (1989) .Building theories from case study research. Academy of Management Review, 14(4), 532-550
Fleming L. ; Waguespack D.M. (2007) .Brokerage, Boundary Spanning, and Leadership in Open Innovation Communities. Organization Science, 18(2), 165-180.
Gallupe, R.B., Dennis, A.R., Cooper, W.H., Valacich, J.S., Bastianutti, L.M., & Nunamaker, J.F. (1992) .Electronic brainstorming and group size. Academy of Management Journal, 35(2), 350-369.
Gallupe, R.B. and W.H. Cooper, (1993) .Brainstorming Electronically. Sloan Management Review, 35(1), 27-36.
Henkel, J. (2006) .Selective revealing in open innovation processes: The case of embedded Linux. Research Policy, 35(7), 953-969.
Hurmelinna, Kyläheiko and Jauhiainen (2005) .The Janus face of the appropriability regime in the protection of innovations: Theoretical re-appraisal and empirical analysis. Technovation, 27(3), 133-144
IBM(2009), Innovation Jam 2008 Report, http://www.ibm.com/ibm/jam/
Kay, G. (1995) .Effective meetings through electronic brainstorming. Management Quarterly, 35(4), 15-26.
Klein, E.E. & Dologite, D.G. (2000) .The role of computer support tools and gender composition in innovative information system idea generation by small groups. Computers in Human Behavior, 16(2), 111-139
LeBoeuf, Michael (1980), Creative Thinking, London: Judy Piatkus Ltd.
MacCrimmon, K.R. & Wagner, C. (1994) .Stimulating Ideas through Creativity Software. Management Science, 40(11), 1514
Mackinnon, Lauchlan A.K.(2007) .The Idea Funnel and Innovation Management System. Creativity and Innovation in ICT Education Across The Nation Australian Computer Society.
Matthews, Jack (1962), Edited by Parnes, Sidney J, The Psychology of Creative Thinking Groups, Source Book for Creative Problem Solving, NY: Creative Education Foundation, :33.
Osborn, A.F. (1948), Your Creative Power: How to use Imagination, New York: Chrarles Scribner’s Sons.
Reinertsen, D. (1999). There Is No Fun in the Funnel. Product Development Best Practices Report.
Stenmark, D. (2002). Group cohesiveness and extrinsic motivation in virtual groups: Lessons from an action case study of electronic brainstorming. Proceedings of the 35th Hawaii International Conference on System Sciences (HICSS-35’02), Hawaii.
von Hippel, G.; von Krogh, H (2006) .The Promise of Research on Open Source Software. Management Science, 52(7), 975-983.
Witzeman, S., et al. (2006). Harnessing External Technology for Innovation. Research- Technology Management, 49(3), 19–27
三、網站部分
Google 10100計畫網站,http://www.project10tothe100.com/intl/B5/index.html
IBM Innovation Jam 2008活動網站, https://www.collaborationjam.com/innovationjam2008/jam/index.do
IBM Jam 活動網站,https://www.collaborationjam.com/
台灣IBM新聞稿,http://www-07.ibm.com/tw/press/
台灣IBM網頁,http://www.ibm.com/tw/zh/
描述 碩士
國立政治大學
科技管理研究所
92359031
98
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0923590311
資料類型 thesis
dc.contributor.advisor 溫肇東zh_TW
dc.contributor.author (Authors) 張俊才zh_TW
dc.creator (作者) 張俊才zh_TW
dc.date (日期) 2009en_US
dc.date.accessioned 14-Oct-2011 13:40:18 (UTC+8)-
dc.date.available 14-Oct-2011 13:40:18 (UTC+8)-
dc.date.issued (上傳時間) 14-Oct-2011 13:40:18 (UTC+8)-
dc.identifier (Other Identifiers) G0923590311en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/51672-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 科技管理研究所zh_TW
dc.description (描述) 92359031zh_TW
dc.description (描述) 98zh_TW
dc.description.abstract (摘要) 創意無所不在,而從創意的發想,透過怎麼樣的一種有效率的過程,成為有具體的結果,從成功的企業創新活動的過程裡,能夠找出一些關鍵的成功因素。而為求創新之企業,常以創造企業內組織之創新文化為目的,舉辦許多創新的活動,影響員工養成創新行為。本研究以IBM公司所舉辦的Innovation Jam創意活動為例,以個案研究的方式,針對創新流程、組織活動、知識管理三大方面,進行關鍵活動的討論。此外,依不同型態的創意活動,以三個企業/組織舉辦的創意平台活動—工研院資通所的創意競賽、Google 10100計畫、以及台灣愛普生的開放式創意市場作為比較,進一步找出以創意平台作為創意活動的成功關鍵因素,以提供未來企業要舉辦類似活動的依據。企業中推動創意活動,從討論的個案來看,以下幾個關鍵的活動是整體創意活動不可或缺的元素。
     1. 清楚的目的與主題
     2. 合適的參與對象
     3. 主辦單位的參與
     4. 交換創意的平台
     5. 預計達到的成果與執行計畫
     而在這些關鍵的活動中,IBM Innovation Jam比起其它的創意活動擁有的特點。而這些特點也就是在一般以企業推動創意平台時,所應該加強之處。
     1. 具有資料分析的能力
     2. 外部成員的邀請,擴大參與的層面
     3. 活動與商業策略連結
zh_TW
dc.description.abstract (摘要) Finding an effective process to create ideas is a subject with highly concerned and receives more attention recently. An innovated enterprise hosts innovation events to create the culture around the organization. It affects all employees to be their behavior in the organization. The research is finding the key processes of IBM Innovation Jam by the flows of innvation, the events in the organization, and the knowledge and ideas management. In addition, other three events, ideas contest programs of Information & Communications Reserch Labortories in ITRI, Google Project 10100 , and Public Innovation Market (PIM) in Epson Taiwan, are compared to Innovation Jam, and finding the key successful factors of the events. The factors can be referred to the enterprises which host the platform of ideas creation. The following conclustions from the four case studies are the key successful factors.
     1. A clear objective and subject
     2. Appropriate participantors
     3. Sponcors’participation
     4. A platform for idea exchange
     5. An expected result with the excecutive plan
     The strength of IBM Innovation Jam as below can be applied to other innovation events.
     1. Data mining and analysis
     2. External invitees to enlarge participation
     3. Link with business strategy
en_US
dc.description.abstract (摘要) 誌 謝 I
     摘 要 II
     ABSTRACT III
     目 錄 V
     圖 目 錄 VII
     表 目 錄 IX
     表 目 錄 IX
     
     第一章 緒論 1
     第一節 研究背景與動機 1
     第二節 研究目的與內容 2
     第三節 研究範圍與限制 3
     
     第二章 文獻探討 5
     第一節 創新打入市場 5
     第二節 創意產生方式 8
     第三節 開放式創新 23
     第四節 創新成功因素 24
     第五節 小結 26
     
     第三章 研究方法 27
     第一節 個案研究法 27
     第二節 研究問題 28
     第三節 研究架構與流程 29
     第四節 個案公司選擇方式 31
     
     第四章 個案研究 33
     第一節 Innovation Jam的架構與流程 33
     第二節 工研院資通所創意活動之架構 70
     第三節 Google 10100計畫之創意點子活動 84
     第四節 台灣愛普生公司的公開創新市場 91
     
     第五章 討論與研究發現 101
     第一節 個案創意活動之比較 101
     第二節 IBM Innovation Jam的優勢 109
     第三節 研究發現 111
     
     第六章 結論與建議 113
     第一節 研究結論 113
     第二節 研究建議 116
     
     附錄一 IBM 2008年CEO調查報告 119
     附錄二 IBM Innovation Jam專家訪問 133
     附錄三 IBM公司簡介 145
     
     參考文獻 149
-
dc.description.tableofcontents 誌 謝 I
     摘 要 II
     ABSTRACT III
     目 錄 V
     圖 目 錄 VII
     表 目 錄 IX
     表 目 錄 IX
     
     第一章 緒論 1
     第一節 研究背景與動機 1
     第二節 研究目的與內容 2
     第三節 研究範圍與限制 3
     
     第二章 文獻探討 5
     第一節 創新打入市場 5
     第二節 創意產生方式 8
     第三節 開放式創新 23
     第四節 創新成功因素 24
     第五節 小結 26
     
     第三章 研究方法 27
     第一節 個案研究法 27
     第二節 研究問題 28
     第三節 研究架構與流程 29
     第四節 個案公司選擇方式 31
     
     第四章 個案研究 33
     第一節 Innovation Jam的架構與流程 33
     第二節 工研院資通所創意活動之架構 70
     第三節 Google 10100計畫之創意點子活動 84
     第四節 台灣愛普生公司的公開創新市場 91
     
     第五章 討論與研究發現 101
     第一節 個案創意活動之比較 101
     第二節 IBM Innovation Jam的優勢 109
     第三節 研究發現 111
     
     第六章 結論與建議 113
     第一節 研究結論 113
     第二節 研究建議 116
     
     附錄一 IBM 2008年CEO調查報告 119
     附錄二 IBM Innovation Jam專家訪問 133
     附錄三 IBM公司簡介 145
     
     參考文獻 149
zh_TW
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0923590311en_US
dc.subject (關鍵詞) 創意平台zh_TW
dc.subject (關鍵詞) 腦力激盪zh_TW
dc.subject (關鍵詞) Ideas Creation Platformen_US
dc.subject (關鍵詞) Brainstormen_US
dc.subject (關鍵詞) Innovation Jamen_US
dc.title (題名) 創意平台之關鍵成功因素 — 以IBM Innovation Jam為例zh_TW
dc.title (題名) A study of key successful factors on ideas creation platform – IBM Innovation Jam as exampleen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 一、中文部分:zh_TW
dc.relation.reference (參考文獻) IBM全球企業咨詢服務事業群(2008),未來企業—2008年全球CEO調查報告,台灣國際商業機器股份有限公司。zh_TW
dc.relation.reference (參考文獻) 王堯政(2005),網路互動式腦力激盪之分析與實作,國立中央大學資訊工程研究所碩士論文。zh_TW
dc.relation.reference (參考文獻) 吳思華(2002),第一版,創新-哈佛商業評論精選(金誠等著,應小端譯),台北,天下遠見:二-三。zh_TW
dc.relation.reference (參考文獻) 陶重光(2007),企業內部創新之研究-以台灣愛普生公司PIM為例,國立台灣科技大學企業管理系碩士論文。zh_TW
dc.relation.reference (參考文獻) 於之鈞(2005),電子腦力激盪術應用在創造型思考之探討 -以技術創造為例,國立交通大學資訊科學系碩士論文。zh_TW
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dc.relation.reference (參考文獻) 三、網站部分zh_TW
dc.relation.reference (參考文獻) Google 10100計畫網站,http://www.project10tothe100.com/intl/B5/index.htmlzh_TW
dc.relation.reference (參考文獻) IBM Innovation Jam 2008活動網站, https://www.collaborationjam.com/innovationjam2008/jam/index.dozh_TW
dc.relation.reference (參考文獻) IBM Jam 活動網站,https://www.collaborationjam.com/zh_TW
dc.relation.reference (參考文獻) 台灣IBM新聞稿,http://www-07.ibm.com/tw/press/zh_TW
dc.relation.reference (參考文獻) 台灣IBM網頁,http://www.ibm.com/tw/zh/zh_TW