本研究從開放式創新的角度,以系統性文獻分析2007年林務局自然教育中心成立至今相關的學術產出,發現林務局自然教育中心核心服務發展歷程包括了:2007-2009年自然教育中心創立初期的模糊前端階段、2011-2013年的開發階段,以及2014-2017的商品化階段。從最初期透過外部專家顧問及行動研究團隊,將對產品及市場的不確定性盡可能降低,到開發階段有目的性地利用來自英國田野學習協會(Field Studies Council, FSC)的外部知識來開發課程活動方案,2014年以後,自然教育中心更取得外部授權的商品,且與外部組織及在地社區合作形成策略聯盟以產生創新服務,提供更多元的課程活動以開拓核心市場外的市場,並參考英國FSC之經驗,推行自我評鑑機制以維持服務的穩定性,並持續至今。
From the perspective of open innovation, this study adopted systematic literature to analyze the relevant academic output of the Forestry Bureau Nature Center since its establishment in 2007. It was found that the course of core service development of the Forestry Bureau Nature Center includes: the fuzzy front-end stage since the inception of the Forestry Bureau Nature Center from 2007 to 2009, the development stage from 2011 to 2013, and the commercialization stage from 2014 to 2017. From minimizing product and market uncertainty through external experts and consultants and action research teams during the earliest stage to the purposeful use of external knowledge from the Field Studies Council, FSC to develop program activities and plans during the development stage, the Nature Center has obtained more externally authorized goods and has formed strategic alliances through cooperation with external organizations and local communities since 2014 to generate innovative services, provide more diverse course activities and open up markets outside the core market. In addition, in reference to the experience of UK FSC, a self-assessment mechanism was promoted to maintain service stability, which continues to this day.