工研院新創事業之研發管理與衍生策略--以軟性電子技術為例

Abstract

過去工研院衍生許多新創公司，配合政府政策投資下，協助台灣建立完整的半導體、平面顯示器、LED產業。但隨著台灣產業研發能力已具規模，這類新創事業的型態，由補足產業缺口的型態，轉換為以創新科技為主的創業。重要議題包括工研院要如何建立新創事業的機制? 如何發掘具有創業家基因的工程師? 如何永續發展? 軟性電子是政府少數早期與世界同步投資的技術，歷經六年，軟性電子計畫衍生的四項案例，包括大面積壓力感測器(large area pressure sensor)、紙喇叭(paper-thin speaker)、彩色電子書與摺疊式螢幕手機等四項新創事業衍生與發展過程作為案例分析。本論文提出新創事業的檢核標準，包括組織的永續性、正向循環、雙贏模式等三項。此外案例中新創型的人員共同特質為實幹、熱愛、使命，可作為未來工研院單位培育新創事業參考。

In the past years, ITRI has incubated hundreds of entrepreneurial entities under Taiwan government’s policy to sprinkle in semiconductor, flat panel display and LED industry. However, once Tiawan domestic companies have resources to make a large investment in research and development in recent years, the purpose of new business venture has been converted from filling the industry gap into creating new products via innovated technologies. The critical issues are how to build up the mechanism of spin-off and how to indentify the potential that has entrepreneurship DNA? The flexible electronics were the few technologies that government invested in their earlier stage. After six-year project execution, it successfully spun four cases that includes the large area pressure sensor, the paper-thin speaker, the color e-book and the foldable screen mobile phone. The thesis has proposed a framework for starting the entrepreneurial business with sustaining original organization, developing a positive feedback cycle and creating a win-win model. The leaders in the four cases that they have common entrepreneurship characteristics are doers, full of devotion, and visionary. The key successful factor is how to communicate with complementary partners by business plans and to expand its resources when the company identifies the new opportunity.