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| Title: | 經濟部科技專案計畫委外管理之研究 |
| Authors: | 陳素惠
Chen, Su-Huei |
| Contributors: | 蕭武桐
Hsiao, Wu-Tung
陳素惠
Chen, Su-Huei |
| Keywords: | 科技專案計畫
委外
政府採購法
管理
Scientific technology development project
Outsourcing
Public procurement act
Management |
| Date: | 2003 |
| Issue Date: | 2009-09-14 12:27:45 (UTC+8) |
| Abstract: | 在面臨知識經濟的潮流下，隨著全球化、知識化的衝擊以及快速發展，有效的取得前瞻技術已成為企業建立與維持競爭優勢的重要手段，科學與技術的創新能力亦成為國家強化產業領導地位、厚植總體競爭力的主要方式。
經濟部科技專案計畫每年均投入相當經費，委託研究機構及產業界從事產業技術之研發，期能強化國內產業之競爭優勢，並有效提升產業研發能力及開創新興科技產業，最終目的在推動我國成為高附加價值製造中心；但由於經濟部技術處人員嚴重不足，因此乃採取委外方式辦理，以降低人力負荷，並活用民間資源。
本研究目的主要針對科技專案委外之實際面，就推動委外的歷史演變、政策法規、決策模式，做廣泛而深入與探討，並透過委託人、代理人及審查專家，做質性訪談，探究委外關係策略及過程，期望對於科技專案計畫委外之作業機制，提出精進之建議。
經過上述的研究程序，本研究發現以下結論：1.組織面：(1)技術處委外歷史背景為由下而上，促成辦理。(2)委外以資金換取無形成本，而有形成本並未降低。(3)以代理人執行作業，卻由委託人擔負責任，權責不相當。(4) 從事研發工作之代理人大多為政府扶植財團法人。2.管制面：(1)行政控管著重進行過程甚過於執行結果。(2)研發控管方式著重預定標準及實際績效。(3)每年簽約作業繁複瑣碎，致使信任降低。3.心理面：(1)公務事不再是終身職。(2)沿用以往模式，陷入行動慣性，成功假象！
相關的建議如下：1.技術處應建立責任歸屬模式。2.技術處應簡化作業流程、資訊上線。3.技術處應預期並重視合約終止的處理方式。4.執行單位應強化中階主管的穩定性，對於專家對談監督機制，輔以一約多年之合約。
關鍵字：科技專案計畫、委外、政府採購法、管理
Nowadays many governments seek factors influencing the economic growth of a country to continue developing and to be more competitive in a rapidly changing and globalizing world. In this era of knowledge-based economy, knowledge is often assumed to be the fundamental resource. It is a crucial factor for the economic growth of a country. How to produce and create more knowledge is deemed to be one of the most crucial tasks of a government. One way of producing knowledge is investing in research and development (R&D) to develop new technologies. Recently, many studies suggest that a new technology that raises higher total productivity is one of the factors to the economic growth of a country. So for countries and private enterprises it is especially important to have access to leading, advanced and key component technologies.
Each year the Ministry of Economic Affairs (MOEA) of Taiwan invests a lot in public research and development. They started the “scientific technology development project”, to develop new technologies, especially industrial technologies. MOEA expects these huge investments to strengthen the innovative capabilities of Taiwanese industries and to upgrade Taiwanese industries. Due to heavy workloads and insufficient human resources in the Department of Industrial Technology (DOIT) , DOIT needs to outsource these scientific technology development projects to research institutes and corporations. DOIT expects to take advantages of the efficiency and flexible organizational structure of the private sector. Hence, recently the issue towards “government outsource” catches more and more attentions than ever.
The main purposes of this research paper are as followed. Through qualitative interviews with civil servants, governmental officers, outsourcers, agents and specialists and context analysis, this research paper would like to have an overview on the historical background, the current situation of DOIT’s outsource and its management, to describe the difficulties and problems for the outsourcer (DOIT) and the agents (research institutes and corporations). This research paper would also illustrate policies, legal part, such as public procurement act and decision-making strategies of outsourcing of DOIT. At the end, this paper will give suggestions for DOIT’s outsource.
First of all, from organizational aspect, the important findings are as followed.
1.Originally, the demand of outsource exists earlier than the supply. More precisely, the agents reinforce the government to have a way working on scientific technology development projects properly.
2.DOIT subsidizes the research institutes to carry out these projects in order to exchange intangible assets of the research institutes, such as human capital and so on. Nevertheless, the real cost is not less.
3.The agents carry out these projects, but outsourcer needs to take the responsibility of the consequences.
4.Most agents are research institutes, which are fully subsidized by the government.
Secondly, from the governing and managing aspect, the findings are as below.
1.Administrative governance puts more emphasis on the executive process of these projects than the results per se of the projects.
2.About the management of research and development results, DOIT focuses on the comparison between anticipating and real effects.
3.Each year the outsourcing contracts between DOIT and those agents have to be either re-new or re-made. It makes the relationship between two parties less reliable.
Thirdly, from the psychological aspect, the subsidies from government for the agents are less and less. And repeating the same way will be the tarp of inertia for outsourcers and agents and it will make it difficult to have breakthrough or new ides.
Finally, in this research paper give some suggestions to the findings for the governmental outsourcing management for scientific technology development project.
1.DOIT needs to clearly state who should take responsibility.
2.DOIT should simplify the procedure by making better use of information communication technologies.
3.DOIT should emphasize more on finding a better way in coping with the termination of an outsourcing contract.
4.The original governing and managing module should be revised. New module, “peer review” and multi-year contract, should be taken into consideration.
Keywords: Scientific technology development project, Outsourcing, Public procurement act, Management |
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| Description: | 碩士
國立政治大學
行政管理碩士學程
91921073
92 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0091921073 |
| Data Type: | thesis |
| Appears in Collections: | [行政管理碩士學程(MEPA)] 學位論文
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