| 摘要: | 全球化與國際化的趨勢狂潮，使全球經濟經濟結構產生巨大轉變，台灣中小企業亦面臨升級、轉型的問題。經濟部中小企業處自1996年積極推動創業育成政策，結合政府、學術研究機構與民間的知識與研發能量，輔導設立「創新育成中心」，利用既有的軟硬體設施，整合專業人力與實務經驗，分別在創意、創新與創業等不同的發展階段提供育成服務，使各類型育成中心的專長互補，進一步擴大育成中心的輔導能量，建構完整的創業創新育成平台。 近年來，在面對政府財政赤字不斷擴大與利率大幅下降的壓力下，以大學院校創新育成中心發展為主的輔導政策，長期以來利用中小企業發展基金孳息補助營運經費一定比例之做法，已被迫進行必要調整。若要大學校院型創新育成中心營運財務獨立，仍有相當大的一段距離，各育成中心如要生存下來並永續發展也到了必須轉型的階段，育成中心經營將面臨革命性的「管理」變革，必須找出適應新環境所具備的特質。 「大學校院型創新育成中心」自1997年運作至今，已邁入第12個年頭，各大學校院創新育成中心成立的時間不同，累積的經驗與知識也不同，大多數的育成中心已從開創期進入穩定成長期，而國內創新育成中心的數量仍持續成長中，若是育成中心無核心專長、沒有明確的定位，很容易在彼此的競爭過程中遭受到淘汰的命運。因此各大學校院型創新育成中心若要永續經營，應考量學校區域產業特色、專長、資產及技術資源，來訂定培育的主軸，及配合產業專業化、國際化的育成政策，方能建構創新育成中心自我的服務能力，深化培育成效。 本研究採個案研究的方式，以績優大學校院型創新育成中心成功大學、中原大學、台灣大學、及高雄應用科技大學為個案對象，進行資料蒐集與深度訪談，本研究歸納出成功經營的因素可分為八項：(1)有明確的使命與定位；(2)具有自給自足的財務能力；(3)具備優秀的經理人才；(4)與母體的支援與互動良好；(5)培育項目有重點；(6)能夠提供廠商所需的服務與支援；(7)得到利害關係團體的支持；(8)能夠把握政府的政策，創造更多發展空間與資源。 由績優創新育成中心之成功經營模式，獲得研究結論，並對大學校院型創新育成中心提出以下經營策略之建議：1.創新育成中心應尋求經濟上的自給自足。2.創新育成中心應定位其核心專長，建立核心競爭優勢。3.提升創新育成中心經理人才的專業能力，驅動育成服務穩健發展4.透過水平分工、垂直整合的策略聯盟進行大學校院型創新育成中心間的合作，發揮培育綜效。5.大學校院型創新育成中心應積極成立育成公司。6.創新育成中心應國際化，連結國際企業提升新創企業競爭能力。
Shock waves resulting from the trends of globalization and internationalization have produced major changes in the global economy. Taiwan’s small and medium enterprises thus face the issues of advancement and transformation. Small and medium enterprises administration(SMEA), Ministry of Economic Affairs since 1996 actively promoting enterprise incubation policy, with government, academic and research institutions and private research and development of knowledge and energy, counseling set up ＂incubation centers＂, the use of existing hardware and software facilities, manpower and professional integration of experience, in creativity, innovation and entrepreneurship, such as different stages of development to provide incubation services to enable all types of incubation center of the complementary expertise to further expand the counseling centre bred energy, building a complete platform for business incubation. In recent years, in the face of the growing budget deficit and a substantial decline in interest rates, pressurized universities incubation centers with oriented development policy guidance, for a long time by use of the SME Development Fund to yield benefits for a certain percentage of the operating practices, has been forced to make the necessary adjustments. If the Academic Innovation Incubator operating financial independence, there is still a considerable distance from the section, such as the incubation centers to survive and also to the sustainable development must be in transition phase, business incubation centers will face revolutionary ＂management＂. Changes must be found to adapt to the new environment for those qualities. The Academic Innovation Incubator since 1997 the operation so far, has entered the first 12 years, major incubation centers set up by different time, the accumulated experience and knowledge are also different, most of the incubation center has been created into the growing period of stability, and domestic innovation incubation centers the number continued to grow, if the incubation center without core expertise and no clear positioning, it is easy to suffer the fate of elimination under the competition in each other's. So the Academic Innovation incubation centers to sustainable development, schools should consider the regional industry characteristics, expertise, assets and technical resources, to set the main axis of development, and to meet industry specialization and internationalization of the incubation policy in order to construction of incubation centers self-service capabilities, deepen the effectiveness of training. The in-depth interview and case study was used in this research. Our research objects focus on excellent innovation incubator of National Cheng Kung University, Chung Yuan Christian University, National Taiwan University, and National Kaohsiung University of Applied Sciences. The key successful factors of business model sum up in this research as follows:(1)having a clear mission and position, (2)autarkical finance ability, (3)excellent manager, (4)support of the parent school and well interaction, (5)definite main incubation subject, (6)being able to provide firms with service and support, (7)getting the support from the interested groups, (8)being able to hold the government policy and create more development and resource. The excellent innovation incubator of the successful business model, access to research findings, the incubation centers to make the following business model strategy recommendations:1. Academic Innovation Incubator should seek economic self-sufficiency. 2. Academic Innovation Incubator should position its core expertise, the establishment of a core competitive advantage.3. Incubation centers enhance the professional capability of manager’s talent driving the stable development of incubation services. 4. Through the horizontal work sharing, vertical integration of strategy alliance the Academic Innovation Incubators play to foster synergies.5. Academic Innovation Incubator should actively transfer to companies.6. Academic Innovation Incubator should be internationalized. International business links will enhance the competitiveness of the new start-ups. |
