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    Title: 企業研發管理實務對創新績效影響之研究
    Authors: 林淑瓊
    Lin, Shu Chiung
    Contributors: 管郁君
    Huang,Eugenia Y.
    林淑瓊
    Lin, Shu Chiung
    Keywords: 創新
    績效
    研發
    管理實務
    高科技產業
    Innovation
    Performance
    R&D
    High-Tech
    Date: 2004
    Issue Date: 2009-09-14 09:16:05 (UTC+8)
    Abstract: 「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.
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    Description: 博士
    國立政治大學
    資訊管理研究所
    89356507
    93
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0893565071
    Data Type: thesis
    Appears in Collections:[Department of MIS] Theses

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