哈佛大學商學院Harvard Business School-課程

沈芯菱自幼半工半讀，格外珍惜每次學習機會，在大學及碩士期間，同時修讀哈佛線上十六門(六四O小時)課程，奠定根基以第一名考取台大商研所博士班，並錄取哈佛大學商 ... AboutHBS關於哈佛哈佛大學（HarvardUniversity）1636年成立，迄今為全美歷史最悠久的高等學府，為一所坐落於麻薩諸塞州劍橋市的私立研究型大學。

其因歷史、學術影響力、財富等因素而獲評為世上最享負盛名的學府之一。

哈佛校友涵蓋8名美國總統及多國領袖與政治要員；其亦培養了62名富豪企業家及335位羅德學者，人數均為全美最多；另也有152名諾貝爾獎得主現在或曾經在哈佛學習或工作。

Harvard UniversityisaprivateIvyLeagueresearchuniversityinCambridge, Massachusetts,establishedin1636,whosehistory,influence,andwealthhave madeitoneoftheworld'smostprestigiousuniversities.Establishedoriginally bytheMassachusettslegislatureandsoonthereafternamedforJohnHarvard(its firstbenefactor),HarvardistheUnitedStates'oldestinstitutionofhigher learning,[8]andtheHarvardCorporation(formally,thePresidentandFellowsof HarvardCollege)isitsfirstcharteredcorporation.Althoughneverformally affiliatedwithanydenomination,theearlyCollegeprimarilytrained CongregationalandUnitarianclergy.Itscurriculumandstudentbodywere graduallysecularizedduringthe18thcentury,andbythe19thcenturyHarvard hademergedasthecentralculturalestablishmentamongBostonelites. Professor授課教授 MichaelL.TushmanPaulR.LawrenceMBAClassof1942ProfessorofBusinessAdministrationMichaelTushmanholdsdegreesfromNortheasternUniversity(B.S.E.E.),CornellUniversity(M.S.),andtheSloanSchoolofManagementatM.I.T.(Ph.D.).TushmanwasonthefacultyoftheGraduateSchoolofBusiness,ColumbiaUniversity,from1976to1998wherehewasthePhillipHettlemanProfessorofBusinessfrom1989to1998.HehasalsobeenavisitingprofessoratMIT(1982,1996)andINSEAD(1995-1998,2011). TushmanwasawardedtheAcademyofManagement’sCareerAchievementAwardfor DistinguishedScholarlyContributionstoManagement(2013)andreceivedan honorarydoctoratefromtheUniversityofGeneva(2008).Tushmanreceived distinguishedscholarawardsintheTechnologyandInnovationManagement (1999),OrganizationManagementandTheory(2003),andOrganization DevelopmentandChange(2016)DivisionsoftheAcademyofManagement.Hewas electedFellowoftheAcademyofManagement(1996).Tushmanreceivedthe distinguishedscholarawardatINFORMS’TechnologyManagementSection(2010) andwasrecognizedasaFoundationalScholarintheKnowledgeandInnovation GroupoftheStrategicManagementSociety(2014). RohitDeshpandeSebastianS.KresgeProfessorofMarketingRohitDeshpandéisSebastianS.KresgeProfessorofMarketingatHarvardBusinessSchool,wherehehasbeenteachingintheProgramforLeadershipDevelopment,theOwner/PresidentManagementProgramandinotherexecutiveeducationofferings.Hehasalsotaughtglobalbranding,internationalmarketing,andfirstyearmarketingintheMBAprogramaswellasadoctoralseminarinmarketingmanagement.HeisthefacultychairoftheGlobalColloquiumforParticipant-CenteredLearningandcoordinatorforMarketingfacultyrecruiting,andhaspreviouslybeencoordinatorforMarketingdoctoralprogramadmissions,andfacultychairoftheStrategicMarketingManagementexecutiveprogramatHarvardBusinessSchool.Inadditiontoteachingmarketing,hewasapartofthedesignanddeliveryteamthatcreatedtheLeadershipandCorporateAccountability(LCA)MBArequiredcourseatHBSfocusingonethicsandcorporategovernanceandwasfacultychairoftheLCAinIndiaexecutiveprogram.In2008-2009DeshpandewasrecognizedastheHenryB.ArthurFellowforBusinessEthicsandin2015receivedtheRobertF.GreenhillawardforoutstandingcontributionstotheHBScommunity. JohnT.GourvilleAlbertJ.Weatherhead,Jr.ProfessorofBusinessAdministrationJohnGourvilleistheAlbertJ.Weatherhead,Jr.ProfessorofBusinessAdministrationattheHarvardBusinessSchool.HejoinedtheHBSMarketingUnitin1995afterreceivinghisPh.D.attheUniversityofChicagoinmarketingandbehavioralresearch.HehasrecentlyreturnedtoteachingintheCoreMarketingcourseinthefirstyearoftheMBAprogram,acourseforwhichhehadpreviouoslybeencoursehead.HehasalsotaughttheelectivesTheMarketingofInnovations,ConsumerMarketing,andEntrepreneurialMarketinginthesecondyearoftheMBAprogram.IntheHBSExecutiveEducationprogram,hehaschairedtheStrategicMarketingManagementprogram.HealsoteachesintheAligningSalesandStrategyprogramandtheProgramforLeadershipDevelopment,aswellasanumberofcustomcompanyprograms.Johnalsohasparticipatedinspecializedexecutiveeducationprogramsthroughouttheworld.PriortoreceivinghisPh.D.,JohnheldmanagementpositionswithBooz,Allen&Hamilton,MobilOil,andNewYorkTelephone. TarunKhannaJorgePauloLemannProfessorTarunKhannaistheJorgePauloLemannProfessorattheHarvardBusinessSchool,wherehehassoughtfortwodecadestostudythedriversofentrepreneurshipinemergingmarketsasameansofeconomicandsocialdevelopment.AtHBSsince1993,afterobtainingdegreesfromPrincetonandHarvard,hehastaughtcoursesonstrategy,corporategovernanceandinternationalbusinesstoMBAandPh.D.studentsandseniorexecutives.Formanyyears,hehasservedastheFacultyChairforHBSactivitiesinIndiaandSouthAsia. Asummaryofhisworkonemergingmarketsappearedinhis2010co-authored book,WinninginEmergingMarkets,andanexampleofhiscomparativeworkon entrepreneurshipappearsinhis2008first-personanalysisofChinaand India,BillionsofEntrepreneurs,bothpublishedbyHarvardBusinessPress andtranslatedintomanylanguages.In2014,hispiece,Contextual Intelligence,wasarunner-upfortheMcKinseyPrizefortheyear’sbest articleintheHarvardBusinessReview. KathleenL.McGinnCahners-RabbProfessorofBusinessAdministrationKathleenL.McGinnistheCahners-RabbProfessorofBusinessAdministrationatHarvardBusinessSchool.ProfessorMcGinnstudiestheroleofgenderatwork,athome,andinnegotiations.Hercurrentfieldresearchinvestigatestheseissuesinternationally—infamiliesacross34countries,inorganizationsandcommunitiesinMexicoandIndia,amongwomen“firsts”andfemaleprofessionalsinNorthAmerica,andinrelationtohealthandwelfareoutcomesforyoungwomeninZambia.ShepreviouslyservedasHarvardBusinessSchool’sSeniorAssociateDeanforFacultyDevelopment,DirectorofResearch,andChairofDoctoralPrograms. ProfessorMcGinnadvisesorganizationsintheareasofnegotiation,gender andemploymentrelations.ShechairstheboardforCFKInc.(US&Kenya)and isamemberoftheboardforWAVE(US&Nigeria).BeforecomingtoHarvard, ProfessorMcGinntaughtatCornellUniversity’sJohnsonSchooland NorthwesternUniversity’sKelloggGraduateSchoolofManagement,whereshe receivedherPh.D.Priortoheracademiccareer,ProfessorMcGinnwasa directoroflaborrelationsinthepublicsector. TsedalNeeleyAssociateProfessorofBusinessAdministrationTsedalNeeley(@tsedal)isanassociateprofessorintheOrganizationalBehaviorunitattheHarvardBusinessSchool.ShehastaughtinboththeMBA(LEAD,LeadingTeamsinaGlobalEconomy,FieldGlobalImmersion)andinvariousexecutiveeducationprogramssuchasGlobalStrategicManagement.ShecurrentlyteachesintheExecutiveEducationoffering“ProgramforLeadershipDevelopment.”ProfessorNeeleyisarecipientoftheHBSCharlesM.WilliamsawardforoutstandingteachinginExecutiveEducation. GaryP.PisanoHarryE.Figgie,Jr.ProfessorofBusinessAdministrationGaryPisanoistheHarryE.FiggieProfessorofBusinessAdministrationattheHarvardBusinessSchool.HehasbeenontheHarvardfacultysince1988.Pisano’sresearch,teaching,andconsultinghavefocusedontechnologystrategy,themanagementofinnovationandintellectualproperty,competitivestrategy,andmanufacturingandoutsourcingstrategy.Hisworkontheseissuesspansarangeofscienceandtechnologybasedindustriesincludingaerospace,biotechnologyandpharmaceuticals,specialtychemicals,healthcare,nutrition,computers,software,telecommunications,andsemiconductors. EugeneF.SoltesJakurskiFamilyAssociateProfessorofBusinessAdministrationEugeneSoltesistheJakurskiFamilyAssociateProfessorofBusinessAdministrationatHarvardBusinessSchoolwherehisresearchfocusesoncorporatemisconductandfraud,andhoworganizationsdesignculturesandcompliancesystemstoconfrontthesechallenges.Heteachesinseveraloftheschool’sexecutiveeducationprogramsandwastherecipientoftheCharlesM.WilliamsAwardforoutstandingteaching. J.GunnarTrumbullPhilipCaldwellProfessorofBusinessAdministrationGunnarTrumbullisaProfessorattheHarvardBusinessSchool,whereheteachesintheBusiness,Government,andtheInternationalEconomyarea.TrumbullgraduatedfromHarvardCollegein1991andearnedaPh.D.inpoliticalsciencefromM.I.T.in2000.HejoinedtheHarvardBusinessSchoolfacultyin2001,wherehisresearchfocusesonEuropeanpoliticaleconomy. BharatN.AnandHenryR.ByersProfessorofBusinessAdministrationBharatAnandistheHenryR.ByersProfessorofBusinessAdministrationintheStrategyUnitatHarvardBusinessSchool,andthefacultychairoftheHBXinitiative.Healsoservesontheuniversity'sHarvardXFacultyCommittee.Hisresearchisinappliedandempiricalindustrialorganization,andexaminescompetitionininformationgoodsmarkets,withaprimaryfocusonmediaandentertainment.Heisalsoanexpertinmulti-businessstrategy.Hechairsseveralexecutiveeducationprograms,includingtheschool'sexecutiveeducationprogramonmediastrategies.HereceivedanABinEconomics,magnacumlaude,fromHarvardUniversity,andhisPhDinEconomicsfromPrincetonUniversity,wherehewasnominatedtothePrincetonJuniorSocietyofFellows. Introduction課程簡介 東學為體西學為用 沈芯菱自幼半工半讀，格外珍惜每次學習機會，在大學及碩士期間，同時修讀哈佛線上十六門(六四O小時)課程，奠定根基以第一名考取台大商研所博士班，並錄取哈佛大學商學院的三年制學程，赴美國波士頓校本部，進行五大階段研讀。

課程涵蓋國家競爭力、高階領導力、國際經貿、創新經營、策略管理、永續發展、行銷管理、財務金融、組織行為、變革管理、願景領導、數位行銷、電子商務、巨量資料分析、供應鏈管理、全球科技競爭、多目標分析、資料探勘研究、作業管理、資訊管理、決策管理、新創事業、綠色產品開發、智財權管理、國際企業、產業經濟學、風險管理、企業社會責任等多元實務領域。

知識引領開拓視野 哈佛大學擁有世界最多諾貝爾獎得主，所謂「先有哈佛，後有美國」，道出哈佛大學在美國歷史上的地位及影響力。

課堂上極高的要求，教授每堂課點名發言、面對各國菁英的犀利眼光，無數時間準備報告、作業、考試，在自我要求、教授壓力及同儕競爭的三重壓力下，激發無限潛能。

透過密集的講座、商業模擬、報告、小組討論與競賽，以及哈佛商學院著名的個案教學法，針對全球市場經濟、政治情勢、顧客需求、產業環境，以及可持續發展等面向進行360度檢視，以世界各大企業個案研究探討不同的情境，學習全面向的管理及領導力，培養面對世界變局應有的競合優勢。

智庫創新43國情誼 哈佛商學院有著如聯合國的環境，結識五大洲、四十三個國家的人才，來自半導體業、高科技產業、光電產業、石油化學工業、生化科技業、精密鑄造業、銀行證券業、國際貿易業等產業。

在彼此身上學習到第一線的趨勢、經營處世的智慧：見識杜拜人突破天然資源侷限、創造經濟奇蹟；矽谷人才打造創新創業生態系統；中東石油鉅子在政治及商界的賽局談判；以色列猶太人的智慧超越僵局成為創新強國；北歐五國如何以軟實力贏得國家競爭力……。

而我也分享華人千古智慧─「孫子兵法」等韜略在實務上的運籌帷幄，讓眾人印象深刻，建立人際網絡。

國際議題領導趨勢 「Askwhatyoucando？」漫步在哈佛校園中，隨處可見甘迺迪在1961年演說中激勵人心的字句(原文:Asknotwhatyourcountrycandoforyou--askwhatyoucandoforyourcountry)哈佛商學院特別強調回饋社會的重要，時常探討全球正臨的金融衝擊、貧富懸殊、全球暖化、糧食短缺、人口爆炸、資源分配不均、恐怖主義、能源危機等重重嚴峻考驗。

反觀台灣所面對的高失業率、薪資停滯、城鄉差距、稅制不公、產業失衡、族群分化、人口高齡化、少子女化、學歷貶值、工作貧窮化、社會秩序瓦解……令人不禁思考：台灣下一個十年、二十年，該何去何從？ 從哈佛到台灣，身為台灣青年的一份子，出於淑世的熱切，對國家、人民與土地的關懷，我持續投身於《國政民情白皮書》，透過民意調查、田野訪談及數據資料分析，研究台灣經貿發展、社會福利、農業政策、教育文化、多元族群等重大社會議題，觀察政策制度、民生民情與時局變遷、掌握社會脈動，尋找未來世代的關鍵字。

Reports成果報告 AfterarrivingontheHBScampus,wewillbegintodevelopanintegratedperspectiveonbusinessandanetworkoflike-mindedpeers.Throughthemultifacetedcurriculum,wewilllearnaboutthebuildingblocksinherenttoallbusinessesandgainanunderstandingofhowthevariousfunctionsinterrelateandcontributetoacompany’soverallstrategy.Duringtheclassroomandgroupdiscussions,wewillbenefitfromtheexpertiseofourpeersasweexchangeinsightsonbusinessissuesandmanagementstrategies.Inparticular,casediscussionswillyieldawiderangeofperspectivesthathighlighthowasinglebusinessdecisioncanaffectmanycorporatefunctions.Lookingatthecoreoperationsandbestpractices,wewillexplorestrategiesforidentifyingandenhancingsynergiesacrosscriticalorganizationalfunctions.Thefunctionalareasexaminedinclude： •Strategy：Functionalandbusinessunitstrategyformulation;strategyimplementation;alignmentofstrategyandcontrolsystems;andgrowthstrategies •Marketing： Productmanagement;marketingstrategy;marketsegmentation;productpositioning;pricing;marketanalysisandplanning;branding;customeracquisitionandretention;andemployee,shareholder,andcustomersatisfactionforprofitandgrowth •Operations：Internalprocesses;technologyandoperationsstrategies;productandmarketcapabilities;operationsimprovements;coordination/supplychainmanagement;newproduct/processcreationandanalysis;andhumanresourcescapabilities •FinanceandAccounting：Financialaccounting;financialstatements;accountingchoicesandfinancialreportingpolicies;financialanalysis;budgeting;forecasting;controlsystems;andprofitabilityanalysis •LeadershipandCorporateAccountability：Externalandinternalstakeholders;strategicgovernancetools;economics,law,psychology,andorganizationalbehavior;andresponsibleandprofitablecorporateconduct •Business,GovernmentandtheInternationalEconomy：Economic,political,andsocialforcesthatareshapingtheglobalbusinessenvironment;tradeandinternationalrelations;macroeconomics;andtheimpactofglobalization ChangeManagement-Identifyingperformancegapsandstrategicopportunities-Aligningourorganizationforchange-Becominganambidextrousorganizationabletorespondtonewchallengesandopportunities-Creatinganorganizationalculturethatfacilitatesandwelcomeschange-Overcomingroadblockstochange-Understandingthelinksbetweeninnovationandorganizationalevolution-Examiningtheimpactofdisruptivetechnologies •InnovationBestPractices-Establishingacommonlanguageforcompany-widecollaboration-Developingprocessesthatfacilitateinnovation-Enablingstrategicexperimentationandlearning-Creatinganentrepreneurialmindsetwithinourorganization-Managingtheexistingbusinesseswhileenablinginnovation-Examiningthepotentialofdistributedinnovationsystems •LeadershipandExecution-Drivingchangebyenhancingdecision-makingprocesses,negotiationstrategies,andteamworkskills-Craftingaleadershipstylethathelpsusdrivechangemoreeffectively-Understandingthedifferencebetweenmanagementandleadership-Unitingateamaroundaclearlyarticulatedvision-Buildingeffectiveteamsthatcanmanageconflictandexecutechange-Identifyingandaddressingrisks •CorporateFinance：Seniorleadersmusthaveafirmgraspoffinancetomaximizeprofitability.Whilebuildingafoundationinfinance,wewilllearnhowtoapplyfinancialanalysistechniques,workwithcapitalmarketsandfinancialinstitutions,andsetperformancegoalsandcompensationincentives.Wealsowillgaininsightsintotheflowandmanagementoffinancialresourcesatthedivisionalandcorporatelevels. •AuthenticLeadership：Thebestleadersareauthenticleaders—peoplewhoseinnercompassguidestheirdailyactionsandenablesthemtoearnthetrustoftheirsubordinates,peers,andstakeholders.Bydeterminingwhatqualitiesdefineanoutstandingleaderwhoempowersothers,wewilldevelopgreaterself-confidenceandemotionalintelligence—thetwokeystobecomingasuccessfulandauthenticleader.wewillreturntoourcompanywithaframeworkforleadingwithintegrity. •LeadershipandAccountability：Seniorleadersareconfrontedwithcomplexandoftencontradictorydemandsfromarangeofstakeholders—customers,employees,investors,andgovernments.Whileassessingourresponsibilitiesasadecisionmaker,wewillestablishguidelinesformakingdecisionsthatsupportourorganization’sfinancialneeds,legalrequirements,andethicalobligations.Wealsowillpracticeadaptingourpersonalleadershipstyletodifferentbusinessscenarios. •PersonalLeadershipinBusinessandSociety：Facingheightenedcompetitionandtransparency,executivesareexpectedtoconsidertheimpactofeverydecisionontheirorganizationandtheircommunity.Examininginnovativewaystobuildcompetitiveadvantage,wewillexploreourpersonalrole—andourcompany’sorganizationalrole—ingeneratingmorevalueforthebusinessandforsociety.Wealsowilldevelopourleadershipvisionandaddressaspecificpersonalleadershipchallenge. •NegotiationandDecision-Making：Inahighlycompetitivebusinessarena,attainingthebestoutcomeinhigh-stakesnegotiationsisvitaltoourorganization.Byactivelyengagingindealmakingscenarios,wewilllearnhowtoprepareforandnavigatecomplexnegotiations,examinethepsychologyofdecision-making,andevenpredicttheoutcomeofstrategicinteractions.Incollaborationwithourpeers,wewillplan,simulate,obtainfeedback,anddiscussdiversenegotiationandcompetitivestrategies. •OtherTopicsInclude：Buildinggreaterleadershipconfidenceandpresence;understandingleadershipandcorporateaccountability;andimprovingcommunicationskillsandculturalawareness Abstract:Whymightfirmsbe regardedasastutelymanagedatonepoint,yetsubsequentlylose theirpositionsofindustryleadershipwhenfacedwithtechnological change?Wepresentamodel,groundedinastudyoftheworlddisk driveindustry,thatchartstheprocessthroughwhichthedemandsof afirm'scustomersshapetheallocationofresourcesin technologicalinnovation-amodelthatlinkstheoriesofresource dependenceandresourceallocation.Weshowthatestablishedfirms ledtheindustryindevelopingtechnologiesofeverysort-even radicalones-wheneverthetechnologiesaddressedexistingcustomers' needs.Thesamefirmsfailedtodevelopsimplertechnologiesthat initiallywereonlyusefulinemergingmarkets,becauseimpetus coalescesbehind,andresourcesareallocatedto,programstargeting powerfulcustomers.Projectstargetedattechnologiesforwhichno customersyetexistlanguishforlackofimpetusandresources. Becausetherateoftechnicalprogresscanexceedtheperformance demandedinamarket,technologieswhichinitiallycanonlybeused inemergingmarketslatercaninvademainstreamones,carrying entrantfirmstovictoryoverestablishedcompanies. Many technologicaldevelopmentsandstrategieshavebeendiscussedin thissemester,however,itisnecessarytocarryoutthroughthe organization.Therefore,itisnecessaryforcompaniestohavea properorganizationallearning.Mostoftheorganizationallearning fromabsorptioncapacity,asCohenandLevinthal(1990)defined absorptioncapacityasafirm'sabilitytorecognizethevalueof newinformation,assimilateit,andapplyittocommercialends.The absorptivecapacityiscumulative,whilethecompaniesinvestmore inR&D,it’seasiertoaccumulateitinthenextone. Rothaermel andAlexandre(2009)pointedoutthatduetorapidlychanging environments,companiesneedtocreateanambidextrousorganization whichisadynamiccapabilitycombininginternalandexternal sourcesoftechnology.Higherlevelsofabsorptivecapacityallowa firmtomorefullycapturethebenefitsresultingfromambidexterity intechnologysourcing Thesearticlesemphasizetheimportanceof balancinginternalandexternaltechnologysourcing.However, enterpriseresourcesarelimitedandoftenfacingdifficultiesin resourceallocation,althoughmanycompaniesarecomposedofthe elites,oftenendedinfailure.ThefollowingareexamplesofSony andApple,bothofthemhaveexcellentabsorptionandambidextrous capacityinportablemusicplayermarket,butwhyApplesucceeded, Sonyfailed?Thisarticlewillexplainhowtheorganizational structureimpactthetechnologysourcingstrategy. Abstract:Weexamined79JapaneseMNCs’R&D subsidiariesintheUSfromtheknowledge-basedview.Wefound:(1) subsidiaries’R&Dstrategiesgenerallyencouragedknowledgeflows; (2)subsidiaries’R&Dalliancespromotedknowledgeflows;(3)R&D subsidiarieswithprocess-orientedincentivespromotedvertical knowledgeflows;(3)autonomousR&Dsubsidiariespromotedknowledge flowsfromthelocalenvironmentstothesubsidiary;(4)R&D subsidiarieswithahighlevelofknowledgeflowsaccumulatedahigh levelofknowledge;and(5)R&Dsubsidiarieswithahighlevelof accumulatedknowledgeachievedhighoverallperformance.Our interviewswith30R&Dsubsidiariesand10parentcompanies supplementthesefindings. Prahalad andHamel(2003)explainedthatcorecompetenciesleadtothe developmentofcoreproductswhichfurthercanbeusedtobuildmany productsforendusers.However,wefoundthatevenifthecompany hasacorecompetence,engagedinthemostgoodthings,butalsomay leadtofailure.Forexample,HPfirstinventedthetablet,butlost toipad.SonyisthefirstinventedWalkman,butlosttoipod.Why innovatorsfailed,butcompetitorscatchupfrombehind?Thekeyis notonlytechnologicalinnovation,designinnovation,butalsothe businessmodeltobeinnovative.Themostimportantisthatthe firmsmusthavedifferentbusinessmodelsandstrategiesin differentstages.EverettRogers(1962)argued‘thetechnology adoptionlifecycle’whichdescribestheadoptionofanewproduct orinnovation.GeoffreyMoore(1991)proposedamendmentstothe theorythatthereisa‘chasm’betweenthefirsttwoadoptergroups (innovators/earlyadopters),andtheearlymajority(seefigure1). Further,Moore(2000)dividesthetechnologyadoptioncyclelifeinto fourstages,andsuggestsstrategiesthatarerequiredatdifferent stages.Whilethefirmsknowtheimportanceofdifferentstages,the problemishowtoreinventthebusinessmodel.Johnsonand Christensen(2008)offeredfourelementstobuildasuccessful businessmodel.Inordertoexplainthesetheories,thefollowing exampleisNetflixhowtobeattheBlockbuster. Abstract:Industrialclustershaveattracted considerableattentionworldwidefortheirexpectedcontributionto regionalinnovation.Recently,policymakersinvariouscountries havedevelopedspecificclusterpolicies.However,thereexistfew empiricalstudiesonclusterpolicies.FocusingontheIndustrial ClusterProject(ICP)inJapaninitiatedbytheMinistryofEconomy, TradeandIndustryin2001,weaddresstworesearchquestionsonthe supportprogramsoftheclusterpolicies:iftheproject participantswhoexploitvarioussupportprogramsaremore successfulinnetworkformationwithintheclusterthanothers,and whichkindofsupportprogramcontributestofirmperformance.We payspecialattentiontothedifferencesbetweendirectR&Dsupport andindirectnetworking/coordinationsupport.Theestimation results,whicharebasedonrecentoriginalsurveydata,suggest thatclusterparticipantswhoexploitsupportprograms(especially indirectsupportmeasures)expandtheindustry-university-government networkafterparticipatingintheICP.Moreover,wefindthatnot everysupportprogramcontributestofirmperformance;firmsshould thereforeselecttheprogramthatismostalignedwiththeiraims. Indirectsupportprogramshaveanextensiveandstrongimpacton outputwhereasdirectR&Dsupporthasonlyaweakeffect.  NationalAppliedResearchLaboratories(NARLabs)in2015released “AnalysisofTaiwan'sCompetitivenessinScienceandTechnology”. Theresultsindicatethatinrecentyears,Taiwan'stopthreeareas inpatentswithmostinvestmentandinfluential,includingthe technicalimpactindicatorsareelectricalmachinery,apparatus energy(6,480cases),semiconductors(6,300cases)andmachinetools (709cases). Figure1:RelativeImpactofTaiwan'sPatentsin VariousTechnologyFieldsSource:NARLabsThefieldsofelectrical machineryandapparatusenergyisthehighestnumberofpatentsand therelativeinfluence.Theelectricalmachineryandapparatus energyincludemanyindustries,spotpatentmethod,whichwastools topredictthenextgenerationoftechnologyItwasfoundthatin the2008and2009’shotpatentsworldwide,thethirdhighestfieldis UPC324754"ElectricityMeasurementandtest/probe".Thetotal numberofpatentsandinfluenceofthepatentfield:UPC324754are bothincreasingwhilecomparetheperiodof2005-2009with2000-2004 bytheRTAindexinTaiwan.Measuring,testingandprobing electricityisoneoftheimportantcomponentsofthesmartgrid. Therefore,thesmartgridisanimportanttrendintheworld,and therearelotsofpatentsinTaiwan.Thedefinitionof"smartgrid" byIEEEreferstotheuseofdigitaltechnologytoupgradethe transmissionanddistributionnetwork,inordertoachievethemost optimaloperation,andincreasetheenergymarketflexibilitythen induceanumberofthenewmarketswhichrelatedtothesmartgrid. Abstract: Newtypesofknowledge,andnewwaysoforganisingthe productionofit,mayemergeasknowledgeproducers respondtothechallengesposedbyachangingsociety. Thispaperfocusesonthecoreknowledgeofonesuch emergingfield,namely,innovationstudies.Toexplore theknowledgebaseofthefield,adatabaseof referencesinscholarlysurveysofvariousaspectsof innovation,publishedin“handbooks”,isassembledanda newmethodologyforanalysingtheknowledgebaseofa fieldwiththehelpofsuchdataisdeveloped.Thepaper identifiesthecorecontributionstotheliteraturein thisarea,themostcentralscholarsandimportant researchenvironments,andanalyses–withthehelpof citationsinscholarlyjournals–howthecore literatureisusedbyresearchersindifferent scientificdisciplinesandcross-disciplinaryfields. Basedonthisinformationaclusteranalysisisusedto drawinferencesaboutthestructureoftheknowledge baseoninnovation.Finally,thechangingcharacterof thefieldovertimeisanalysed,andpossiblechallenges foritscontinuingdevelopmentarediscussed. Christensenmentioned,“it isdifficulttoclaimthatthecompanyfoundalow-endopportunity. Thatwouldhavemeanttaxiserviceprovidershadovershottheneeds ofamaterialnumberofcustomersbymakingcabstooplentiful,too easytouse,andtooclean.”Itmeansthatdisruptiveinnovation shouldbefromlow-endtohigh-end,andhethoughttheexistingtaxi industryisnotgoodenough,soUbershouldbeasustaining innovationcase.Idon’ttotallyagreewithhispoint,becausehow canwedefine“goodenough”?It'shardforcustomerstofeelfully satisfiedwithanyoftheexistingproductsorservices,otherwise wecouldnotexplainwhymostofthediskcompanieskeptlistening totheexistingcustomersandledtofail?Whycannotacheaper, betterproductorservicepossibletobeadisruptiveinnovation? Additionally,thedevelopingprogressofUbercanbedividedinto twoperiods:WhileUberfoundedin2009,itisfamousbyitslegacy blackcarservice(UberSelect).It’smore-luxuriousandexpensive thantaxi,butcheaperthanhiringatraditionallimousine.Asa consequence,IthinkUberisastandardlow-endfootholdrelativeto thetraditionallimousinebusinessduringthisperiod.Actually, Christensen(2015)agreewiththisviewpointaswell,buthe emphasizedthatUberisNOTadisruptivecasetothetaxibusiness. Furthermore,inmyopinion,IthinkUberisalsodisruptivecaseto thetaxibusinessbecausethiscompanyputmorefocuson‘UberX’in 2012whichismoreavailable,convenientandcheaperthanmostof thetaxies.Moreover,Uberdevelopedtheridesharingservice,it’s muchcheaperthantraditionaltaxies.Insummary,Uberisalow-end footholdcasetotraditionallimousinebusinessatfirst,andthena disruptivecasetotaxiindustrylater. Abstract:Thispaperinvestigateshowthecompositionand diversityofafirm'spatentportfoliocancreatesynergyand,thus, contributetofirmperformance.Toresolvetwoconflictingviewson whethertechnologydiversityorstrategicfocuscanimprovefirm performance,wedevelopaschemetomeasurethediversityofa patentportfolioatthetwolevelsofbroadtechnologydiversityand corefielddiversity.Inourframework,bothviewscanbevalid.The formerargumentiseffectivewhenthefocalfirmhasveryhigh technologystocksandprofitabilityisusedasaperformance measure.Thelatteristrueforafocalfirmwithaboveaverage technologystocksandwhereshareholdervalueisconsideredasa performanceindicator.Thispaperhighlightstechnologystocksasa moderatorbetweentherelationshipoftechnologydiversityandfirm performance.Generally,afirmwithoutveryhigh-technologystocks shouldconcentrateitsR&Dresourcesonaspecifictechnologyfield, andevenwithinthecoretechnologyfieldthefirmshouldstayfocus onasmallnumberofcoretechnologies.Resultssupportthe competence-basedviewofthefirm.Technology-basedfirmsshould developaportfoliowithacleartechnologyfocus.Thisstudylays thegroundworkforfuturestudyontheinterrelationshipsof technologystrategy,patentportfolio,andlong-termperformance.  Modern technologycontinuestoevolverapidly,whenthefirstcomputer invented,thesizewasaslargeasaroom.Now,thatistenthousand timesmoreuseful,butthevolumecanbeaccommodatedinthepalm. Understandingtechnologyinnovationisessentialforenterprises.In thisarticle,wewilldiscusstheevolutionoftechnologyfromthree aspects.Thefirstistointroducetheprocessoftechnology innovation,andthendiscusstheinnovationmodel,aswellas explaintheorganizationalelementsofinnovation,andfinallyput forwardtheviewofinnovationintheInternetera. Howtechnology evolves?Thetechnologylife-cycleiscomposedoffourphases:The researchanddevelopmentphase,theascentphase,thematurity phase,andthedeclinephase.Itisgenerallybelievedthatwhenthe Curveisconsideredonlywhentheindustrydevelopstothehighest point,thenitwillbethreatenedbythenexttechnologies.However, Christensen(1992a)arguedthatashapeofS-curve,wherethepath oftechnologicalevolutiondoesnotresembleanS-curve,butfollows aseriesofirregularstepfunctions.ThemultipleS-curvesis betterapproximatedwiththanasinglecurve.Moreover,theYaxis ofthetraditionalS-Curveis‘productperformance’,butChristensen 1992b)pointedoutthatthereisanotherYaxisof‘performanceas definedinapplication’.Sothisisnotmerelytounderstandthe progressofproductperformance,butalsototheneedsofusersof theapplication.Forexample,in2007,whenmostofthemobilephone manufacturersfocusonimprovingscreensize,camerapixel,shape designing,AppleInc.hasinnovatedtheiPhone,oneofthefirst smartphonestouseamulti-touchinterface. Abstract:Network-basedresearchin entrepreneurshipisreviewedandcriticallyexaminedinthreeareas: contentofnetworkrelationships,governance,andstructure. Researchontheimpactofnetworkstructureonventureperformance hasyieldedanumberofimportantfindings.Incontrast,fewer process-orientedstudieshavebeenconductedandonlypartial empiricalconfirmationexistsforatheoryofnetworkdevelopment. Inordertoaddressunansweredquestionsonhownetworkcontent, governance,andstructureemergeovertime,morelongitudinaland qualitativeworkisneeded.Theorybuildinginthisfieldwould benefitalsofromagreaterintegrationbetweenprocess-and outcome-orientedresearch. Intheglobal market,enterprisesarefacingfiercecompetition,rapidchangesin technology,aswellasshortenthelifecycleoftheproduct,asthe result,thenewproductdevelopment(NPD)hasbecomeanimportant issueforenterprises.Inthedevelopmentofnewproducts, enterprisesshouldconsidervariousfactors,includingtechnology, competitors,customers,costs,resourcesandotherfactors. (Thomas,1993)Eachcompanyiscommittedtothedevelopmentof successfulproducts,buttherearestillmanyexamplesoffailures. Noonedeliberatelydesignedabadproduct,mostofthedesigners believethattheydotheirbesttodesigntheidealproductwhich shouldbewelcomedbythemarket,butultimatelyfailed.Many designersthinkthatoneofthereasonsforthefailureisthatthe finalproducthasahugegapwiththeoriginalidealdesign.From theidealdesigntotheproducts,therearemanyprocedures,there arenumerousreasonswillleadtothegap.Therearesomeprocesses thathelptoreducethegapbetweendesignandfinishedproducts, butothersaretheopposite.Inthispaper,wewilltrytoconstruct adesigntotheproductmodel,findoutthefactorsbetweenthe process,andstudytheinfluenceofthefactorsonthedesigntothe productispositive,negativeorneutral.Thispaperhasthe followingobjectives:lConstructthenewproductdevelopmentmodelandfindoutthe influencingfactors.lAnalysisoftheinfluencingfactorsinphasestagearepositive factors,negativefactors(gaps)orneutralfactors.lAfteranalyzingtheattributesofinfluencingfactors,wecan considerhowtoincreasethepositivefactorsandreducethe negativefactors,inordertoincreasethesuccessprobabilityof theproducts. Advancesininformation technologyhavemadeiteasierforcompaniestoexchangedataand coordinateactivities.Thathasgivenrisetoaradicalnewvision ofcorporateorganization—oneinwhichindividualcompanies outsourcemanyoftheiractivitiestoanarrayofpartners.Such virtualenterprisesmaybemoreefficient,butwhatarethebroader strategicimplicationsoframpantsubcontracting? HenryChesbroughandDavidTeecesoundanoteofcaution.Whenit comestoinnovation,theyargue,virtualityoftendoesmoreharm thangood.Loosepartnershipsofcompaniesinevitablyproducemore conflictsofinterestthandocentrallymanagedcorporations,and thoseconflictscanhamperthekindofcomplex,systematic innovationthatcreatesvaluablebusinessbreakthroughs.Innovation isadestabilizingforceandwillthereforeberesistedbycompanies waryofupsettingacomfortablestatusquo. ChesbroughandTeeceacknowledgethatsomedegreeofoutsourcingcan furthercorporatecreativityandthatvirtualitymakessenseunder certainconditions.Buteverycompany,theycontend,needstotailor itsorganizationtoitsownoperationsanditsuniquesourcesof innovation.Blindlyfollowingfadsisarecipefordisaster. Abstract:Adoptingascienceandtechnology studies(S&TS)perspectiveandorganizedaroundeightmajorthemes, thispaperanalyzesthedevelopmentoftheNationalInnovation Systems(NIS)concept,examininghowtheformalbodyofcodifiedNIS knowledgewasproduced,developedandspread,andhowitisused.In ordertotraceitshistory,IinterviewedmajoradvocatesoftheNIS concepttounderstandhowandwhyithasbecomesowidespreadin academicandpolicymakingcircles.Theeightthemesserveas ‘missingpieces’toexplaintheearlyhistoryoftheNISconcept. Pleaseclickhereformorereports