非營利性高科技研究機構的技術商業化策略比較研究—以ITRI，IMEC，A*STAR為例

Abstract

本研究針對世界知名的國家級非營利性前瞻科技研發機構做系統性的策略比較研究。而比較的對象包括台灣的ITRI外，總部位於比利時的IMEC，以及新加坡政府機構轄下的A*STAR。這三家科研機構皆是既有國家財務支持，又是高度自主的獨立研發機構，主要目標皆是橋接學術研究與產業效益的鴻溝。本研究的重點為這三家機構在推動「技術商業化」的策略與執行方法，並經由國內外文獻及資料蒐集、個案研究、人物訪談、新創成果、與質性比較來探討其策略差異與分析其關鍵成功因素(KSF)，最後做出結論並提出具體的策略與改善建議。由結果看出三家機構各擅勝場的局面可以歸因於不同的策略選擇，如產業化策略靈活的ITRI，強調技術領先的IMEC及善用主場優勢的A*STAR。整體而言，ITRI在各項KSF比較中表現最平均，並在跨界創新上領先，IMEC贏在技術創新力最強與國際化優勢，A*STAR則勝在政府力量加持與商業化團隊能力。綜合比較後ITRI雖然略勝，但改善空間仍大。本研究針對分析結果給出五點具體建議，最後並試著針對ITRI未來轉型挑戰提出策略建言，期望ITRI能重振昔日榮光，協助台灣產業轉型並創造出下一個兆元產業。

This research focuses on a systematically comparative study of technology commercialization strategy of world class non-profit high-tech research institutes. Three independent research institutes partially funded by government, including Taiwan-based ITRI, Belgium-based IMEC and Singapore-based A*STAR, were studied. Their main charter is targeting on bridging the gap between academic research and industrial economic impact. Through the articles and data collection, case studies, deep in-person interviews and financial & startup outcomes, this research compared their strategies and qualitatively analyzed their key successful factors. Results show that the ITRI’s strategy is ranking highest by overall considering especially for their cross-field innovation platform. On the other hand, the IMEC’s performed superior on technology advance and A*STAR revealed how government power could empower the technology commercialization. To complete the study, I concluded the strategy comparison and made five suggestions accordingly. Finally, some strategic recommendation dedicated for ITRI’s challenges were proposed.