智財服務業之價值活動與外部資源網路之研究

Abstract

在本研究以創新密集服務平台（IIS）為理論分析架構作研究，探討智財服務業之企業層級，界定智財服務業是否適用創新密集服務平台作分析，從對創新密集服務平台適用對象的定義中，以確定智財服務業符合IIS平台操作條件。 以往「創新密集服務平台理論」所研究的對象都是以技術與服務兼具的創新密集服務業，而本論文的研究對象是以服務為導向，支援研發、技術的智財服務業。因此本研究根據智財服務業的產業特性，重新定義與架構出適用智財服務業的創新密集服務平台之構面內涵，並以此平台構面內涵，進行策略分析。 本研究重新定義智財服務之內涵，包括服務類型、創新優勢來源、服務價值活動及外部資源網路等。智財服務業活動大都是客製化的服務，因此服務類型是以客製化程度分為專屬型、選擇型、特定型、一般型四大類；智財服務業之創新優勢來源分為管理創新、運用創新、組織創新、經營模式創新、行銷創新等五類；服務價值活動分為智財資訊分析、智財申請、智財組合與維護、智財交易、新事業開發等五大智財服務價值活動；外部資源網路則有互補資源提供者、研發/科學、技術、服務、市場、其他使用者等六大外部資源網路。 研究結果顯示，台灣在智財服務業策略，現階段以提供客製化程度低的一般型服務及創新優勢來源為管理創新的策略定位為主；未來（5~10年）則朝向選擇型服務及組織創新的方向發展。在現階段一般型服務/管理創新的策略定位下，服務價值活動以「智財資訊分析」及「智財申請」為重要關鍵構面；外部資源則以「服務」為重要關鍵構面。未來(5∼10年)則朝向選擇型服務/組織創新為主的策略定位，服務價值活動以「智財資訊分析」、「智財申請」、「智財組合與維護」、「智財交易」等四大構面為重要關鍵構面；外部資源則以「互補資源提供者」、「研發/科學」、「技術」、「服務」及「市場」為重要關鍵構面。

This research utilizes the framework of Innovation Intensive Service (IIS) to analyze the firm-level strategy for intellectual property services. By structuring a 5x4 matrix, encompassing four service types and five innovation strategies, we elucidate the strategic positioning and future development trend of the industry. The research methods include literature review, expert interview, questionnaires and statistic analysis to verify the key success factors of service value cration activities and externalities.

Intellectual property services are service-oriented, and it is necessary to define the service type, strategy for innovation competitiveness, service value creation activities and externalities amid the service process. It was found that most of the intellectual property services are customized. The five strategies of innovation services include management innovation, utilization innovation, organizational innovation, business model innovation and marketing innovation, as defined in this research. The five service value cration activities involve intellectual property analysis, application, portfolio and maintenance, transaction and new ventures. There are six external resources, including complementarities, R&D/science, technology, service, market, and other users.

Results show that the current strategic positioning focuses on “Management innovation” at a low level of customization, “general service” with a support of core competence of intellectual property analysis and applications as well as externalities of service. The future trend is likely to move to “Selective Service” and “Organization Innovation” with support of service value cration activities of intellectual property analysis, application, portfolio and maintenance and transaction as well as externalities of complementarities, R&D/science, technology, service and market.

Keywords: Innovation Intensive Services, Intellectual Property Services, Service Type, Source of Innovation Competitiveness, Service Value Creation Activities, Externalities.