國家型科技計畫之績效評估－有效資源分配的觀點

我國政府為了提昇台灣的全球競爭優勢，自民國87年開始實施國家型科技計畫以來，每年投入大量的研發經費在科技發展上。然而根據國家電信計畫(NTP)的重要產出統計數據與研發投入不成正比。為了有效資源分配的目的，本研究運用資料包絡分析法(DEA)，並從規模大小特性、團隊異質特性及經驗累積特性的觀點分析是否影響NTP的執行效率。因此，此研究結果可提出計畫執行前有效的技術研究與發展的資源分配原則。研究結果顯示，規模特性並沒有顯著影響R&D的績效，而不同的團隊異質特性與經驗累積特性有不同程度的影響。大部份的整合型計畫結合了不同的人才與技能，確實產出了較多的研究結果包含專利及論文，但效率相對表現較低，是由於異質性過高與多個計畫同時進行。而大部份的個別型計畫相對規模小，而具有相對較高的R&D效率在單一的專門研究上。針對經驗高的研究團隊相對於經驗低的研究團隊並沒有較好的R&D執行效率。另外，計畫執行在第一年具有較高的效率，但通常在第二年及第三年就會遞減，或許在研究計畫執行過程中有道德風險問題需要更多的審查。本研究結果給予相關核發經費單位之建議是，即使整合型計畫可以達到研發的規模經濟，且通常期望獲得技術的突破，但計畫主持人與協同主持人必須更加注意團隊結構與專案管理。核發經費機構須評估大型經費補助的預期研究結果、後續影響及相關的計畫管理程序。除此之外，經驗低的研究團隊應該獲得研究支持，因為他們具有較高的平均R&D效率。資深的研究團隊不能基於具有聲望的計畫研究員，而有研發補助的優先權，因為他們可能同時進行多個計畫而干擾計畫的執行效率。

關鍵字

科技計畫；績效評估；資料包絡分析法；麥氏指數

並列摘要

Taiwan government started several National Technology Programs since 1998 and put substantial research funds each year in the technology development to enhance Taiwan's global competitive advantage. However, according to the output statistics of one program—National Telecommunication Program (NTP), there are questions in research efficiency when comparing to the input resources. For the purpose of efficient resource allocation, this study applies the Data Envelope Analysis (DEA) approach to determine the factors impacted on the research efficiency of NTP projects from perspectives of project scale, team diversity, and lab experience profundity. Thereby, the results can propose the ex ante resource allocation proiciple for efficiently funding on the frontier technological research and development. The research results show that the factor of project scale has no significant impact on the R&D performance, while the different degrees of team diversity and lab experience profundity have different influences. Most of the integrative projects are large-sized and diversified, combining many talents and different skills, indeed produce more research outputs including patents and publications, but they are lower efficient comparatively owing to too many interruptions of multiple project concurrently. Most of individual projects are smaller in size and have simple expertises on the R&D activities, but they are more efficient contrarily. For the labs with the higher degree of experience profundity, they do not perform better R&D efficiency in constrast to the junior labs. In addition, the project performs higher efficiency at the first year research contract but usually decreases when running into the second and the third year stage. It may be a moral hazard problem in the research contract and demanding more project audits. The results give implications to the research funding agancies. Even though the large-sized project can achieve the research economies of scale and usually be ecpected to garner technological breakthrough, the project investigator and co-investigators should pay more attention to team structure and project management. The funding agency should assess the expected research outcomes, their impacts, and the associated project-embedded management process for big subsidizations. Beside, the junior labs with less experienced skills shoud have chances to obtain research supports because of their average higher R&D efficiency. The senior research labs may not always have prorities merely attributed to the reputation of project investigators because their concentration may be interfered with many interruptions from multiple projects concurrently.