大學的第三使命─透過發展研究商業化活動加強對經濟社會的貢獻。在相關的法令通過後，大學商業化的活動日漸興盛。過去文獻多在大學環境體制、組織和人員文化的變革，加強大學朝創業型大學發展。然而，對於創業型大學的商業化活動，缺乏其本身的商業化策略(專利活動、產學合作、技術移轉、創新育成)的探討，例如：如何執行運作、如何相互配合等。因此，本研究透過次集資料蒐集、專家訪談，以國立清華大學和國立交通大學兩校個案為例，進行創業型大學商業化策略的探討。
創業型大學在發展商業化活動時，深受到環境因素的差異影響。國立清華大學在提倡學術卓越、研究自主的前提下，研究人員從事的研究比較缺乏明確的商業化共識，從事產學合作的進入障礙相對較低。因此，清大的商業化策略是以產學合作做為驅動力，透過較長的商業化活動週期，發揮其深且遠的商業化效益。再者，國立交通大學在其過去校園文化與發展歷史下，具有較高商業化共識，組織和體制提供許多商業化的資源。在師生、校友都積極參與的狀況下，所發展出的四項商業化策略是均衡發展的形式，透過快速回應產業與市場需求，為區域產業創新與創業提供重要的驅動力量。
綜合本研究發現，本研究以為創業型大學在發展商業化策略時，應依循學校背景發展自己的特色，因應環境因素的差別，選擇合適商業化活動策略。無論採取那一種策略，良好研究商業化活動的發展，都有助於大學在各面向的成長，如商業化共識、教學活動、研究活動等。

關鍵字：創業型大學、商業化策略、技術移轉、產學合作

The concept of entrepreneurial university, contributing in economy and society, is more and more valued after reforming the related institutional contexts. Entrepreneurial universities take researches or knowledge as commercial value putted on the market. The literature emphasized more on how environment makes commercialization activities worked. However, there are less discussion on what kinds of the commercialization strategies in campus are. This research pay more attention to how to operate and integrate commercialization strategies in entrepreneurial universities, including, University-Industry collaboration, technology transfer, and business incubation, studied with data collection, interview, and case study to investigate NTHU and NCTU.
We found that the commercialization strategies are deeply influenced by the environmental contexts. The ones in NTHU concentrating on academic excellence and faculty autonomy are driven by U-I collaboration. The ones in NCTU with high consensus of contributing industry are developed in patents, U-I collaboration, technology transfer, and business incubation in balance.
The commercial strategy in entrepreneurial university should develop their characteristic by their background and different factors of environment. In addition, the strategy to put academic knowledge on the market should be revised by their environment and business strategies to approach their goal.

Keyword: entrepreneurial university, commercialization strategies, technology transfer, University-Industry collaboration

摘要 I
Abstract II
致謝詞 III
目錄 IV
圖目錄 IX
表目錄 XI
第一章 緒論 1
1.1 研究背景 1
1.2 研究動機與議題 2
1.3 章節架構 4
第二章 文獻探討 5
2.1 創業型大學的興起 5
2.2 創業型大學的前置環境 6
2.2.1大學體制發展 7
2.2.2大學組織再造 9
2.2.3個人與創業家精神 10
2.3 創業型大學的商業化策略 11
2.3.1專利活動 11
2.3.2技術移轉 13
2.3.3產學合作 14
2.3.4創業與育成 15
2.4 四大商業化策略的交互影響 17
2.4.1商業化策略的交互影響 17
2.4.2商業化活動對學術研究與教學的影響 18
2.4.3商業化活動對前置環境的影響 19
2.5 研究架構 20
第三章 研究方法 23
3.1 個案研究法 23
3.2 個案選擇 24
3.2.1清華大學 26
3.2.2交通大學 28
3.3 資料蒐集來源與彙整 30
3.4 訪談對象 32
第四章 個案1：國立清華大學 35
4.1 國立清華大學過去發展與現況 35
4.2 環境因子 36
4.2.1環境與體制構面 36
4.2.2組織構面 42
4.2.3學術創業家構面 49
4.3 商業化策略 56
4.3.1從產學合作以知識的深化為主 56
4.3.2專利活動以保護學術價值為優先 60
4.3.3技術移轉以深化知識外溢效果為主 64
4.3.4創新與育成學院間相互合作 67
4.4 商業化策略的交互作用 71
4.4.1四項商業化策略的功能 72
4.4.2商業化策略間互動關係較長較複雜 75
4.5 績效 78
4.5.1對教學活動的影響 78
4.5.2對研究議題與學術發表的影響 78
4.5.3商業化活動績效統計 79
4.5.4對再次投入商業化活動意願的影響 82
4.6 小結 84
第五章 個案2：國立交通大學 86
5.1 國立交通大學過去發展與現況 86
5.2 環境因子 88
5.2.1環境與體制構面 88
5.2.2組織構面 93
5.2.3學術創業家構面 103
5.3 商業化策略執行狀況 108
5.3.1產學合作多以協同開發促進知識加值的方式進行 108
5.3.2專利活動重視商業化效益 110
5.3.3技術移轉傾向接近產品原型 113
5.3.4創新與育成將業界資源統整 115
5.4 商業化策略的交互作用 120
5.4.1四項商業化策略的功能 121
5.4.2商業化策略間互動關係較短較明確 123
5.5 績效 126
5.5.1對教學活動的影響 126
5.5.2對研究議題與學術發表的影響 127
5.5.3商業化活動績效統計 128
5.5.4對再次投入商業化活動意願的影響 129
5.6 小結 130
第六章 討論 132
第七章 結論與建議 136
7.1 結論 136
7.2 研究貢獻 137
7.3 建議 137
7.3.1對國立清華大學和國立交通大學的建議 137
7.3.2發展學術卓越的創業型大學 139
參考文獻 140
附件一 訪問邀請信件 147
附件二 張教授訪問問題與摘要 148
附件三 黎教授訪問問題與摘要 155
附件四 曾教授訪問問題與摘要 157
附件五 馬教授訪問問題與摘要 164
附件六 鄭副校長訪問問題與摘要 170
附件七 刑總經理訪問問題與摘要 176
附件八 黃教授訪問問題與摘要 180
附件九 王院長訪問問題與摘要 185
附件十 黃教授訪問問題與摘要 191
附件十一 丁創辦人訪問問題與摘要 196
附件十二 吳教授訪問問題與摘要 199
附件十二 徐董事長訪問問題與摘要 205
附件十三 宋副研發長訪問問題與摘要 208
附件十四 黃教授訪問問題與摘要 211
附件十五 范專案經理訪問摘要 214
附件十六 張教授訪問問題與摘要 216
附件十七 洪同學訪問摘要 222
附件十八 傅教授問問題與摘要 223
附件十八 鍾秘書訪問問題與摘要 228
附件十九 史院長訪問問題與摘要 231
附件廿 張研發長訪問問題與摘要 238
附件廿一 吳教授訪問問題與摘要 244
附件廿二 劉主任訪問問題與摘要 249
附件廿三 許主任訪問問題與摘要 256
附件廿三 吳前校長訪問問題與摘要 262
附件廿四 劉總經理訪問問題與摘要 269
附件廿五 陳教授訪問問題與摘要 272
附件廿六 黃主任訪問問題與摘要 277
附件廿七 蘇教授訪問問題與摘要 286

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