開放式創新對於台灣高科技廠商整體經營績效之影響

Open Innovation Influence Organizational Performance of High-Technology Firms in Taiwan

劉珮僖(Pei-Hsi Liu)

指導教授 ： 邱榆淨

中原大學/商學院/企業管理研究所/碩士(2009年)

https://doi.org/10.6840/cycu200901342

摘要

摘要
近年來，高科技產業進行創新已成為不可或缺之因素，但由於環境快速變遷，產品生命週期越來越短，企業單靠自行研發已不符合成本效益且無法快速回應市場需求，故Chesbrough(2007)提出開放式創新的概念，利用外部力量協助創新，亦或是將企業內部研發成果移轉給其他企業。為因應外在環境變動趨勢，開放式創已成為現代企業獲得高經濟報酬的重要方法之一。本研究主要目的為找出衡量開放式創新之指標，並了解台灣高科技廠商採取開放式創新之現況，最後，探討開放式創新指標對開放式創新績效及開放式創新績效對企業整體經營績效之關聯性。研究結果顯示，台灣高科技廠商皆重視開放式創新，但執行開放式創新績效部份表現皆較差；而開放式創新指標的確會影響開放式創新績效，且開放式創新績效對公司整體經營績效有顯著影響。總體而言，台灣高科技廠商的創新已變成跨部門的活動，對於智慧財產權還處於防禦性階段，依據Chesbrough(2007)提出的六大經營模式中，台灣高科技廠商正處於類型三邁向類型四的階段，要如何朝向類型六邁進呢?我們應將公司的經營模式和重要客戶及供應商的經營模式相互連結，可利用外部夥伴和公司共同分攤技術風險與財務報酬，以及將智慧財產視為策略性資產來管理與運用，將此工作深植於整個公司組織中，建立一個彈性的經營模式，朝向開放式創新邁進，增進公司經營績效，建立一個永續經營的事業。

關鍵字

開放式創新 ； 平衡計分卡 ； 經營績效

並列摘要

Abstract
Innovation is an indispensable factor for high-technology industry in recent years. With the environment changing rapidly and product life cycle becoming shorter, enterprises can’t rely on their own R&D because that donot fit the cost-benefit and can’t quickly respond to market demand. Chesbrough (2007) pointed out the concept of open-innovation that it can use external forces to assist the interal innovation or transferred the internal R&D results to other enterprises in innovative activities. Open-innovation has become one of the important ways to get high economic reward in modern enterprises.
In this study, the research aims to identify measurable indicators of open- innovation, understand the current situation of open-innovation in high-technology firms in Taiwan, discuss the relevance between open-innovation indicators and open- innovation performance and discuss the relevance between open-innovation performance and business performance.
The results show that open-innovation is importance in high-technology firms, but their open-innovation performance is not good. And open-innovation indicators and open-innovation performance have a significant correlation and open-innovation performance and business performance also have a significant correlation.
Finally, innovation of high-technology firms in Taiwan has become a cross-functional activity and intellectual property rights are still in the defensive phase. According to Chesbrough’s (2007) six open-innovation business models, Taiwan’s corporations are from the type three to type four nowadays. How to become the entire open-innovation business model type? We should establish the good linkage among the company, clients and suppliers in the business model. If the external partners and companies cooperate, they can be shared technical risks and financial rewards. Therefore, we need to manage and apply the intellectual property as a strategic asset. In a word, open-innovation should be representatives to the entire corporate organization. And we can establish a sustainable business by building a flexible open-innovation business model and enhancing corporate performance.

並列關鍵字

Open innovation ； Balanced score card ； Organizational Performance

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