大學產學合作之模式探討：以臺北醫學大學為例

Abstract

我國政府在1998年12月通過「科學技術基本法」，並於2000年續頒佈「政府科學技術研究發展成果歸屬及運用辦法」，將政府補助計畫的研發成果歸屬研究機構，以促進大學研究成果與產業發展鏈結。在社會對於知識產業化的需求與日俱增的趨勢下，大學如何由傳統的教育單位，轉化為符合社會需求的創新知識基地，加值產業經濟，將是國家競爭力的重要課題。北醫為生技醫療專業大學，自2003年起推動產學合作，秉持多元及彈性的產學合作模式，結合學校豐富的研究資源及研發能力，與企業合作進行技術及產品研發，並協助企業培育研發人才。推動產學合作是近十年北醫校務發展重要策略之一，依據其發展過程分為「萌芽期」、「成長期」及「穩定深耕期」三個階段，2003年至2006年為「萌芽期」，為開始建置產學相關組織與法規的草創階段；2007年至2010年為「成長期」，建置親產學校園環境為本階段最重要的目標；2011年後為「穩定深耕期」，此階段之目標為發展特色產學研發領域，使北醫成為一流之生技醫療專業領域產學合作平台。本研究以北醫的產學合作個案作為主要研究對象，分析出產學合作模式及關鍵成功因素，以作為大學未來發展產學合作之參考。本論文挑選四個產學合作個案進行分析，個案之產業別包含醫療器材、健康食品及細胞治療等，皆為具北醫特色之研發領域。透過個案分析歸納出產學合作模式包括技術移轉、育成中心、委託研究計畫及衍生新創公司等四種，上述個案皆屬多元組合的合作模式，其中以鴻君生物科技之合作模式最為成功。進一步就北醫的產學發展政策、產學組織運作及技術團隊之研發能量等面向進行分析探討，發現北醫推動產學合作之關鍵成功因素，包括領導者重視產學合作、提供教師進行產學合作之誘因、鼓勵教師投入衍生新創事業、教師個人人格特質、創新前瞻之技術、教師與產業界之良好互動、產學專業經理人之彈性薪資制度、持續產學合作及企業資源投入等。研究也發現北醫在產學合作的推動上仍須再加強，建議未來可透過建置具產業經驗的專業經理人團隊、開發符合產業需求之技術、強化衍生利益回饋機制、成立研發成果加值基金、設立創業基金協助衍生新創事業及活絡產學界人才之流動等策略，使北醫成為國內一流之產學合作平台，將研發成果轉化為創新的產業技術、產品或服務，成功推向市場，以提升國家的競爭力。

Taiwanese government has issued the Technology Basic Law in December 1988 and later on approved the Government Technology Research Development Intellectual Properties Ownership and Application Law in 2000. These two laws set the rule for intellectual properties derived from government research grants belonging to the research institutes. Also, these two laws promote the cooperation between academia and industries. It is an important task for universities to transform from traditionally being an education unit to being a new knowledge development base in order to meet the social needs. Taipei Medical University (TMU), as a biotechnology medical professional university, has devoted to promote academia-industry cooperation with diversities and flexibilities since 2003. Promotion of academia-industry cooperation has been one of the most important development strategies in TMU in the past 10 years. There are three phases during the process, including “budding phase”, “growing phase”, and “deep plowing phase”. Budding phase, 2003-2006, new laws and organization framework were established. Growing phase, 2007-2010, an academia-industry cooperation friendly campus was developed. Deep plowing phase, after 2011, new industrial research focuses have been created to promote TMU as the first class platform for biotechnology medical professional academia-industry cooperation. The purpose of this study is to use TMU as an exemplar to analyze the key success factor for developing a successful academia-industry cooperation model. This exemplar will serve as a good model for other universities to develop academia-industry cooperation in the future. We have chosen four cases of academia-industry cooperation to analyze the successful model in this study, including the industries of medical device, health food, and cell therapy, which are all the featuring focus of TMU research. Four academia-industry cooperation models have been involved in this study, including technology transfer, incubator, industry sponsored research, and spin-off companies. These four cases of academia-industry cooperation in this study all are the multi-dimentional combination cooperation model. We also have shown that the model of Horn-Chun Biotechnology Company is most successful among the four cases. Based on TMU industry cooperation policy, organization and operation, and research energy, we found that the key success factor of academia-industry cooperation model in TMU include: core value delivered by the TMU leader, providing incentives for faculty members, encouraging faculty to get involved in the spin-off companies, personal traits of faculty members, novelty of technology, good interaction between faculty and industry, flexible salary system for managers, and continuous support into academia-industry cooperation. In this study, we also found that the promotion of academia-industry cooperation still has to be improved in TMU. We suggest that TMU should build a more experienced and professional manager team, develop new technologies to meet industry needs, strengthen the rewarding system, establish research gap funds, and set up funds for new spin-off companies in the future. We believe from the above suggestions, TMU will likely become a first class academia-industry cooperation platform in Taiwan to translate the research findings into new technology and product, to meet the market needs, and to promote the national competiveness.