本研究建立於Framing文獻，根據其理論觀點，徵引相關緣起基礎，探討各類形塑構框環境的方式及策略，藉由背景討論和意涵整理，發展一系列構框策略，依序討論問題建構、邏輯論述、議題設定、藍圖發展、情境規劃、前瞻、隱喻與類比、敘說故事此八大策略，並佐以應用案例的探討，強調在推動創新時領導者要如何整合運用其策略，達到強而有力的有效作為，成功推動創新。在方法上，本研究採自然探究法，著重探討工研院在2000年至2012年間，推動服務創新模式－製造業服務化、服務業科技化，加值於台灣之新型態服務產業之發展，解讀院方在推動時的作法，以驗證對於各項構框策略方法的靈活運用。本文最後討論重要變革模型及理論、實務意涵，以及未來研究建議。

Drawing on the framing literature as well as according to the theoretical point of view, this paper develops an alternative framework for analyzing the process of framing strategies, which includes problem-structuring, logical argument, agenda-setting, roadmapping and blueprinting, scenario planning, foresight, metaphor and analogy, and story-telling. In this research, I not only discuss the background and meaning, but examine how leaders integrate the framing strategies to achieve strong effect. Empirically, in this research I use the naturalistic inquiry approach and examine the case of the creation of the service innovation model-manufacturing servitization and IT-enabled service of Industrial Technology Research Institute（ITRI）during 2000 to 2012. Base on the previous discussed strategies, I particularly focus on the practical method of ITRI in the promotion of service innovation. This paper concludes by discussing implications for theory, practice and future research.

摘要 I
Abstract II
致謝詞 III
目錄 IV
圖目錄 VI
表目錄 VII
第一章 緒論 1
第一節 研究動機與目的 1
第二節 構框策略 4
第三節 研究方法 8
第四節 論文架構 10
第二章 問題建構 14
第一節 意義 14
第二節 應用案例 15
第三節 工研院作法 16
第三章 邏輯論述 23
第一節 意義 23
第二節 應用案例 23
第三節 工研院作法 24
第四章 議題設定 27
第一節 意義 27
第二節 應用案例 28
第三節 工研院作法 29
第五章 藍圖發展 34
第一章 意義 34
第二節 應用案例 34
第三章 工研院作法 35
第六章 情境規劃 38
第一節 意義 38
第二節 應用案例 39
第三節 工研院作法 40
第七章 前瞻 44
第一節 意義 44
第二節 應用案例 44
第三節 工研院作法 45
第八章 隱喻與類比 48
第一節 意義 48
第二節 應用案例 48
第三節 工研院作法 49
第九章 敘說故事 51
第一節 意義 51
第二節 應用案例 51
第三節 工研院作法 52
第十章 討論與結論 56
參考文獻 63

《工業技術與資訊》月刊200期，2008年六月號。
經濟部電子報，2012年10月號，史欽泰，2003，「蛻變成長開創新局」，收錄於史欽泰主編：產業科技與工研院－看得見的腦，295-301。新竹縣：工研院。
司徒達賢，2010，製造、服務業界限不再，台北市：天下雜誌，448期，153。
江逸之，2010，台灣下一波主流2.5級產業，台北市：天下雜誌，444期，42-48。
呂雪彗，2011，14年內台灣進入超高齡，工商時報，12月30日。
洪明秀，2009，面對下一個十年，台灣的服務創新必須更多元、更深入、更跨界，
台灣產業與科技趨勢季刊，創刊號。
李明軒，2002，它們是變革英雄，台北市：天下雜誌，256期，64。
何明修，2004，文化、構框與社會運動，台灣社會學刊，33：157-199。
吳定、鄭勝分、李盈盈，2005，組織發展應用技術，台北市：智勝文化。
湯明哲，2007，組織變革是企業成功的DNA，台北市：天下雜誌，369期，177。
鄭一青，2002，你是危機中的領導人嗎，台北市：天下雜誌，256期，168。
葉立綸，2012，轉型之道－切入製造服務化的2個方向，工研院電子報，10108
期。
顧志遠，2012，服務業系統設計與作業管理。台北市：華泰文化。
華視新聞網，財經中心綜合報導，2012年9月1日。
Albright, R. E. & Kappel, T. A. 2003. Roadmapping in the corporation. Research Technology Management, 42(2): 31-40.
Alsan, A. & Oner, M. A. 2003. An integrated view of foresight: Integrated foresight management model. Foresight, 5(2): 33-45.
Aristotle. 1991. The art of rhetoric. New York: Penguin Books.
Anderson, J. 1997. Technology foresight for competitive advantage. Long Range Planning, 30( 5) :665 -677.
Antonakis, J., Fenley, M., & Liechti, S. 2012. Learning Charisma. Boston, MA: Harvard Business School.
Benford, R. D. & Snow, D. A. 2000. Framing processes and social movements: An overview and assessment. Annual Review of Sociology, 26: 611-639.
Benford, R. D. & Snow, D. A. 1988. From Structure to Action: Comparing Social Movement Research across Cultures (International Social Movement Research, Volume I). Greenwich, CT: JAI Press.
Benford, R. D. & Snow, D. A. 1992. Master frames and cycles of protest. In A. D. Morris and C. M. Mueller (Eds), Frontiers in Social Movement Theory. New Haven, CT: Yale University Press.
Bleicher, K. 1991. The concept integrated management: Vision-mission-program. Frankfurt, Germany: Campus Publishing.
Brosius, H. B. & Weimann, G. 1996. Who sets the agenda? Agenda-setting as a two-step flow. Communication Research, 23(5):561-580
Brewer, G. & deLeon, P. 1983. The Foundations of Policy Analysis. Homewood, IL: Dorsey Press.
Cascio, W. F. 1993. Downsizing: What do we know? What have we learned ? Academy of Management Journal, 7(1):95-104.
Callaghan, K. & Schnell, F. 2009. Who says what to whom: Why messengers and citizens beliefs matter in social policy framing. Social Science Journal, 46(1) : 12–28.
Christensen, C. M./著，吳凱琳/譯，2000，創新的兩難，台北市： 商周，41。
Chiu, H.C., Hsieh, Y.C., & Kuo, Y.C. 2012. How to align your brand stories with your products. Journal of Retailing, 88(2): 262-275.
Cohen, B. 1963. The Press and Foreign Polic. Princeton: Princeton University Press.
Conger, Jay. A. 1998. The necessary art of persuasion. Harvard Business Review ,76 (3) : 84-95.
Cornelissen, J.P., Holt, R., & Zundel, M. 2011. The role of analogy and metaphor in the framing and legitimization of strategic change. Organization Studies, 32 (12) :1701-1716.
Covington, J. 2002. Eight steps to sustainable change. Industrial Management, 44(6):8-11.
Drucker, P. F. 1988. The coming of the new organization. Harvard Business Review, 66 (1) : 45–53.
Dunn, W. N. 2004. Public Policy Analysis: An Introduction, 3rd edn. Upper Saddle River, NJ: Prentice Hall.
Gioia, D. A. & Chittipeddi, K. 1991. Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12(6): 433-448.
Goffman, E. 1974. Frame Analysis: An Essay on the Organization of Experience. New York: Harper & Row.
Groenveld, P. 1997. Roadmapping integrates business and technology. Research Technology Management, 40(5): 48-55.
Grupp, H. & Linstone, H. A. 1999. National technology foresight activities around the globe: Resurrection and new paradigms. Technological Forecasting and Social Change, 60(1): 85-94.
Gupta, A. K. & Govindarajan, V. 2001. The Quest for Global Dominance: Transforming Global Presence into Global Competitive Advantage. San Francisco:Jossey-Bass.
Hammer, M. & Champy, J. 1993. Reengineering the Corporation: A Manifesto for Business Revolution. N.Y.: Harper Collins.
Higgins, E. & Chaires, W. M. 1980. Accessibility of interrelational constructs: Implications for stimulus encoding and creativity. Journal of Experimental Social Psychology, 16(4): 348-361.
Hung, S.-C. & Whittington, R. 2011. Agency in national innovation systems: Institutional entrepreneurship and the professionalization of Taiwanese IT. Research Policy, 40(4): 526-538.
Johnston, J. 2008. The citizen-consumer hybrid: Ideological tensions and the case of Whole Foods Market. Theory and Society, 37: 229-270.
Kahane, A. 1999. Changing the winds: Scenarios for people who want to change the world. Whole Earth, 96: 77-81.
Kaye, M. 1996. Myth-Makers and Story-Tellers. Business & Professional Publishing, Melbourne.
Kotter, J. P. 1995. Leading change: Why transformation efforts fail. Harvard Business Review, 73(2):59-67.
Kotter, J. P. 1996. Leading Change. Boston, MA: Harvard Business School Press.
Kotter, J. P. & Cohen, D. S. 2002. The Heart of Change: Real-Life Stories of How People Change Their Organization. Boston, MA: Harvard Business School Press.
Lakoff, G. & Johnson, M. 2003. Metaphors we live by. Chicago: University of Chicago Press.
Leavitt, H. J. 1976. Applied Organization Change in Industry: Structural, Technological and Humanistic Approaches. Handbook of Organization, Chicago: Rand McNally.
Lewin, K. 1947. Frontier in Group Dynamics: Concept, Method, and Reality in Social Science. Human Relations (1):5-41.
Lounsbury, M. & Glynn, M. A. 2001. Cultural entrepreneurship: Stories, legitimacy, and the acquisition of resources. Strategic Management Journal, 22(6-7) :545-564.
McAdam, McCarthy, J. D., & Zaid, M. N. 1996. Comparative Perspectives on Social Movements: Political Opportunities, Mobilizing Structures, and Cultural Framings. Cambridge: Cambridge University Press.
McCombs, M. & Shaw, D. 1972. The agenda-setting function of mass media. Public Opinion Quarterly, 36: 176-185.
Meyrowitz, J. 1985. No Sense of Place: The Impact of Electronic Media on Social Behavior. New York: Oxford University Press.
Mucundorfeanu, M. & Vana, D. 2012. Agenda setting, framing, printing: Analiza efectelor mass-media in romănia. Review of Management & Economic Engineering, 11(2) : 189-200.
Munir, K. A. & Philips, N. 2005. The birth of the ‘kodak moment’: Institutional entrepreneurship and the adoption of new technologies. Organization Studies, 26(11): 1665-1687.
Noelle-Neumann, E. & Mathes, R. 1987. The “Event as Event” and the “Event as News”: The Significance of “consonance” for media effects research. European Journal of Communication, 2(4): 391-414.
Packard, D. 1996. The HP Way: How Bill Hewlett and I Built Our Company. Harper Business, New York.
Phaal, R., Farrukh, C. J. P., & Probert, D. R. 2004a. Technology roadmapping – A planning framework for evolution and revolution. Technological Forecasting and Social Change, 71(1): 5-26.
Porter, M. E. 1991. Toward a dynamic theory of strategy. Strategic Management Journal, 12: 95-117.
Porter, A. L., Roper, A. T., Mason, T. W., Rossini, F. A., Banks, J., & Wiederholt, B. J. 1991. Forecasting and Management of Technology. New York: John Wiley & Sons, Inc.
Porras, J. I. & Robertson, P. J. 1992. Organizational development: Theory, Practice, Research. In Dunnette , M. D., & Hough, L. M. (Eds), Handbook of Industrial and Organizational Psychology: 719-822. Palo Alto, CA, US: Consulting Psychologists Press.
Postma, T. J. B. M. & Liebl, F. 2005. How to improve scenario analysis as a strategic management tool ? Technological Forecasting and Social Change, 72(2): 161-173.
Portz, J. 1996. Problem definitions and policy agendas. Policy Studies Journal, 24(3): 371-386.
Ragin, C. C. 1987. The Comparative Methods. Los Angeles: University of California
Press.
Ringland, G. 1998. Scenario Planning: Managing For the Future. Chichester: John Wiley & Sons.
Roddick, A. 1992. Body and Soul. Vermillion, London.
Rogers, E. M. & Dearing, J. M. 1988. Agenda-setting research: Where has it been, where is it go? Communication Yearbook, 11:555-594.
Schaller, R. R. 1997. Moore’s law: Past, present, and future. IEEE Spectrum, 34(6): 52-59.
Schein, E. H. 1987. Process Consultation: Lessons for Managers and Consultants. MA: Addison-Wesley Publishing Company.
Schoemaker, P. J. H. 1995. Scenario planning: A tool for strategic thinking. Sloan Management Review, 36 (2): 25-40.
Schoemaker, P. J. H. & van der Heijden, K. 1992. Integrating scenarios into　strategic planning at royal dutch/shell. Planning Review, 20 (3): 41-46.
Scheufele, D. A. & Tewksbury, D. 2007. Framing, agenda setting, and priming: The evolution of three media effects models. Journal of Communication, 57(1): 9-20.
Schön, D. A. & Rein, M. 1994. Frame Reflection: Toward the Resolution of Intractable Policy Controversies. New York: Basic Books.
Senge, P. M. 1990.The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday.
Snow, D. A. 1986. Frame alignment processes, micromobilization, and movement participation. American Sociological Review, 51(4): 464-481.
Spath, D. & Ganz, W./著，陳琇玲/譯，2011，服務創新時代關鍵報告，台北市：商周。
Storey, J. 2008. Cultural Theory and Popular Culture: An Introduction. London: Prentice Hall.
Sturken, M. & Cartwright, L. 2009. Practices of looking: An introduction to visual culture. Oxford, NY: Oxford University Press.
Swinburne, R. 2002. Revelation: From metaphor to analogy. Oxford, NY: Oxford University Press.
van der Heijden, K. 1996. Scenarios: The Art of Strategic Conversion. Chichester: John Wiley & Sons, Inc.
van der Heijden, K. 2004. Can internally generated futures accelerate organizational learning? Futures, 36(2): 145-159.
van Hulst, M. 2012. Storytelling, a model of and a model for planning. Planning Theory,11 (3) : 299-318.
van Riel, C. B.M. 2008. Creating a strategically aligned workforce. Corporate Reputation Review, 11(4): 351–359.
Varum, C. A. & Melo, C. 2010. Directions in scenario planning literature – A review of the past decades. Futures, 42(4): 355-369.
Walsh, S. T. 2004. Roadmapping a disruptive technology: A case study - The emerging microsystems and top-down nanosystems industry. Technological Forecasting and Social Change, 71(1-2): 161-185.
Wetherell, M., Taylor, S., & Yates, S. J. 2001. Discourse theory and practice: A reader. London: Sage.
Wright, G. & Goodwin, P. 1999. Future-focussed thinking: combining scenario planning with decision analysis. Journal of Multi Criteria Decision Analysis, 8(6): 311–321.
Yin, R. K. 1994. Case Study Research: Design and Methods, 2nd edition. London:
Sage.
Zaltman, G., & Zaltman, L. H. 2007. Marketing metaphoria: What deep metaphors
reveal about the minds of consumers. Boston, MA: Harvard Business Press.