To Prof Herbert Grubel, Taiwan ruined by democracy Frank Li Sep. 12, 2026 https://blog.creaders.net/user_blog_diary.php?did=NTY0NzU4 Note: This is special posted for Herbert Grubel; Professor Emeritus of Economics at Simon Fraser University, Vancouver, Canada. Professor Grubel published 27 books; over 130 professional articles in economics, international trade; finance & economic policies. Prof Grubel gained noble character backed influence and strong personal charisma for saving Canada by fix the flaw of democracy. I am happily write this topic to provide useful inspiration for Professor. Gov-Taiwan cheats Prof Grubel touting for Taiwan democracy May 24, 2024, in Blog, Prof Grubel reminisced about his visit to TSMC, the world's leading chip manufacturer in Taiwan. Professor Grubel Blog: http://hgrubel.blogspot.com/
Home Page: https://www.sfu.ca/~grubel/home_page_of_herbert_grubel.htm
From the describe of Prof; visit funding; I felt that the organizer for the visit was in the purpose of brainwashing Professor with touting that it is the democracy made TSMC, a world renowned chip manufacturer. Then I found that all reports about TSMC were misled; I post to indicate the truth that the founding and development of TSMC should thank one party dictatorship; but the democracy has been destroying TSMC. It was the one party dictatorship gave the birth of TSMC In 1950s -1990s, Hong Kong, Singapore, South Korea, and Taiwan quickly develops their economy to be called the Four Little Dragons or Four Asian Tigers; among them; Taiwan was in the top leading position. In the early 1970s, Mr. Sun Yun-hsuan who works as the minister of the Ministry of Economic Affairs of Taiwan, after specially visited Japan, Korea, Southeast Asia and the United States, he was deeply convinced that, the only way for Taiwan's economy into high speed development is to update the industrial development model from labor-intensive to technology-intensive. Then, he proposed to establish the Industrial Technology Research Institute (ITRI) for making R&D in the advanced technologies and advanced industry products, and to provide support for SMEs, while to spin-off the matured research achievements as the indipendent operates enterprises. In 1973, the Dictator Chiang Ching-kuo funded by government with no expectation of the returns to have established the ITRI. Then in 1976, Gov-funded with US $10 million to set up the Electronics Industry Research and Development Center under ITRI; by which launched the technology transfer project to develop integrated circuits. In 1985, Taiwan invited Dr. Morris Chang, former president of General Instrument in the U.S., to serve as the president of ITRI. In 1987, Gov-Taiwan fully supported in funding, talent, land, policy, infrastructure to establish science park for semiconductor industry and TSMC of a spin-off company resulting from ITRI's technology transfer. In 2013, viewed the sadness that in Canada; the manufacturing industry was quick decline; I wrote Gov-fund R&D Boosts Taiwan as one of Four Little Dragons with the hope of reviving manufacturing industry. As of 2013, the ITRI has spined off 228 start-ups with 140 CEOs in the high-tech industry, among them many are world-renowned high-tech companies in today, the TSMC was only the one of great many. The fact was clear that it is the one party dictatorship made Dictator Chiang Ching-kuo to have created good Taiwan today. In the Era of market economy, living space has changed into the market space from the geographic space of agricultural economy; the development of manufacturing is creating the living space of Taiwan people. But in democratic play dehumanizeded Canada, everything goes opposite. The model of ITRI contributed economy of China and the U.S. Jan. 1, 2012, a Mandarin article that introduces about ITRI, in mainland China, the model of ITRI is being reproduced in many provinces and cities, and continuously heating up throughout China. May 15, 2013, article Obama Administration Announces 3 Advanced-Manufacturing Innovation Institutes said with that: "The administration of US President Barack Obama announced this week that it is committing US$200 million to create three advanced-manufacturing innovation institutes, focusing on digital manufacturing, lightweight composites and next-generation power sources." "The new institutes are another step in Obama’s plan to reboot America’s manufacturing sector with a National Network for Manufacturing Innovation. Obama’s fiscal 2014 budget requested a one-time $1-billion investment to fund the network, which would consist of 15 more institutes around the country." “’Several of our main global competitors in advanced manufacturing have established innovation centers to bridge this “missing middle.’ In Germany, there is an extensive network of Fraunhofer Centers that are funded by industry, universities, and government. In Taiwan, there is the Industrial Technology Research Institute, jointly funded by industry and government. But in the United States, no such national network of innovation centers exists.” The democracy kicked Taiwan out of Four Little Dragons Historian Toynbee said that democracy leads to division and confrontation, because everyone seeks to reshape the political landscape based on own will. The Ancient Greek civilization was destroyed by democracy. Ruined world shows that the democracy is making beasts in power. Taiwan is a proof, the democracy makes beasts in power; they madly fight for rulling position dehumanizd Taiwan as a garbage pile.
2011, article Get rid of incompetent label with solid policy said that the US Foreign Policy listed Taiwan’s legislature as one of the world’s most incompetent. Taiwan’s pan-blue and pan-green camps see each other as enemies, they often brawls on the legislative floor, difficult find examples of cooperation.  They consider only one’s party affiliation and not whether one is right or wrong. Such beats antihuman play made many major economic development plan and important projects were delayed and could not be implemented. No one believes that people in beast quality are able to govern a better Taiwan. Democracy ruined Canada; and made Prof Grubel crying. May 2 2026, moved by I cry for you, Canada: 92-year-old prof and ex-MP’s warning about immigration & welfare state; I once sent an email to Professor Grubel in the subject The ways rescue democracy ruined Canada. May 6, 2026, I wrote article To Herbert Grubel The ways rescue ruined Canada to have introduced the civilization of China; reflected the reason why that the West has never humanized in the state of anti-human play. In 2015, Prof Grubel once has warned Canada should not open its door to the world. Today; needless to say the over inflowing bad immigrates; the numbers of asylum that must free feed by Canadians has reached 500,000. Now the 10 yreas ago warning of professor Herbert Grubel has become tragic true, I can hardly imagine his psychological torment enduring. The terrible is that the undocumented immigrants have commited serious crimes, but judges give them lenient sentences to avoid deportation. The criminals ordered to deport can stay to be free fed; layers help asylum status. Nowadays, the birth rate of quality population is lower than the replacement rate, but the bad people ruined countries are over producing the large number of low quality population to roam around the world racial replacments. These people have dehumanized by inhuman culture; cannot be trained as quality labor or law-abiding citizen, but capable ruins live place. The tragedy shows that in the West it is not only the democracy; but also the whole social system is designed for destroying the life of people. As same as Canada; Germany is also ruined by democracy I noticed that Prof Grubel is a German descendent; I believe that he is also tortured by democracy making the decline of Germany. Germany has been a jewel in top of world's manufacturing industry; but now it has been destroyed by the players of democracy. Democratic player Chancellor Friedrich Merz destroyed advanced nuclear power plants; the Ex destroyed the advanced coal-fired power plant, cost big money paid war for Ukraine got return bombed cheaper gas pipelines; thus finished energy supply and finished manufacturing industry. The suicidal destruction is not limited in Germany; but also all of the democracies globally; due to the genes of evil civilization. In which French ancesters contributed the most by democracy makes beast in power; fabricated ideology--values, freedom and human rights protect bad harming good. German politicians tout union culture regarding that strike for more by doing less in unearned gains as justice otherwise is slave labor by such an ideology killed labor quality and lost foundation for manufacturing. After ruined country; German politicians got smart and make regret; humanized and realized that the way of China is only way out. After returned from China, Merz delivered a speech that German people lack of hard work; that continues in this way held no hope. The speech got prolonged applause, indicating that many Germans shared his view. They too were worrying about Germany's future. But under the governance killer of the beast democracy; Mr. Merz can do nothing besides continuouly makes Germany to worsen. People still touting beast democracy is because they are in beast nature. China cultured people as human; the West is inhuman beast German Hitler's bloody rampage across Europe was the evil consequence of the democracy. Hitler garnered a large number of votes in the 1932 elections, as a result; on Jan 30, 1933, President Paul von Hindenburg legally appointed him Chancellor of Germany in accordance with constitutional procedures. See the killing wars; the most of them are democracy led beasts seizing the power; then the beasts by the power force people kill or killed. In 2000 years ago, China explored Silk Road, today updated as Belt Road to survive people in the West, but they survived kill at home; and then world widely, until this moment they still are killing in the Middle East and Ukraine. China develops ritual and Confucian cultures people as quality human in collective self discipline and do not do to others what you would not have them do to you; in collectivist values and peace seeking genes, which created Eastern collectivist civilization with social elements suitable for human survival. But the West fabricates Gods brainwashing people sworn enemies as beasts to kill each other and regarding that loot-kills others for being No.1 as a matter of course; in individualist values & war seeking genes; which made Western individualist civilization with social elements destructing human survival. The inhuman genes inherited into everything to badly ruin human life. They designed society as the bullring; whole sodial system; from top parliament to bottom society; people tamed as bulls; all psychotic headbutting each other. Politicians are busy oppose-fighting each other in the parliament. People bloodily clash in the streets to support or protest against government. They regard such a antihuman plays as the proof of the perfect democracy. Therefore, they condemn China autocracy or dictatorship. Due to that China refued to paly the antihuman democracy; which makes low quality in power; but by choosing quality people in power; in friendly discussion no fighting. China chooses learned people in power; the west is beasts In 680BC; China transfers the power to bureaucrats from aristocrats. Then by Imperial Examination choosing learned people in power; European missionaries call it elite constitution that values merit over birth to give power to scholars. Today, China is by quality entrepreneurs, engineers, and so on, in part time self-reliant work as lawmakers; the top leadership is a politburo of 7 members that are promoted from the grassroots in step by step based on quality. However, historically; the West has been taking the power as award for anyone competing over; in most of case; the power seized by beasts to make war killing; while modern democracy has been repeating the same evil.
Nowadays, social governance has evolved as that of lawmakers make policies as orbit; and then the society runs accordingly, which is that lawmakers make laws to make the in-executable power of the State Apparatus as executable true and is able to play the practical role to govern the country. The State Apparatus is equipped with the police officers and prisons to compel the people who dared defy the laws. Once the policies are enacted, the State Apparatus will automatically enforce them. This made an actuality; who works as lawmaker; whom control the lawmaking and gained ability to reform the governance at will by making laws; which have the irresistible administrative power. We must learn the Technocratic Democracy of China by entrepreneurs, engineers, scientists, etc., in part time self reliant work as lawmakers. However, in Canada; it must avoid touching the interests of lawmakers; and then based on which form a civil legislature and takes 30% of vote rights to parallel run with the Gov-one; by which fix the flaw of democracy. The civil legislature is not the opposition party, nor to oppose or replace the ruling party; rather, it acts as a faithful assistant to support the ruling party in the right policy and proposes the policy that voters hijacked ruling party dare not touch. In this roundabout way, by people respected social elites in part time self reliance work as lawmakers, the formation of the civil legislature will be no one dared to oppose; which is the only feasible way that will be widely acceptable. Vitally, the civil legislature needn’t please voters, which is able to get rid of the harm of voter hijacked democratic play; so that only the civil legislature is able to help PM Dr. Mark Carney to achieve his blue prints for Canadians. Gov-fund R&D Boosts Taiwan as one of Four Little Dragons Frank Li Jan. 23, 2013 in Waterloo, Canada https://blog.creaders.net/user_blog_diary.php?did=NTY0NzU4 http://www.kwcg.ca/bbs/home.php?mod=space&uid=61910&do=blog&quickforward=1&id=3832 Key Points Recently I am shocked by the reports that in Canada the manufacturing industry are quickly disappearing. In the Era of market economy, living space has changed into market space from the geographic space of agricultural economy; the disappear of manufacturing is in destructing the living space of Canadians. In this concern, I write this topic to introduce the experience of Taiwan established ITRI for R&D; and hope that will revive manufcaturing industry. Taiwan's Industrial Technology Research Institute (ITRI) is a Gov-founded when Chiang Ching-kuo was in power in 1973 during the time of one party dictatorship; in which can make decision immediately without the antihuman argumernt of liberal democracy; later the ITRI developed into self sustained non-profit R&D institution; headquartered in Taiwan, and developed branches in Tokyo, Berlin, Moscow, Eindhoven and California Silicon Valley. Currently there are 5,777 members with the background of 1,392 PhDs and 3,126 Masters. Its practice is new tech R & D and business incubator by spinning off the matured research achievements with related researchers together as independent enterprises, and to have created more than 228 start-ups and spin-offs with over 140 CEOs in the high-tech industry, among them many are world-renowned high-tech companies, such as TSMC and UMC. Now, it holds more than 19,890 patents. The Gov-found non-profit in enterprise management without shareholders; ensured the R&Ds in future oriented; avoided pursuit of short-term profit, the earnings can be used for R&D investments rather than distributed to individual hands. The ITRI has been playing the role as the essential innovative force and think-tank with open Laboratory to provide full serve for small and medium sized enterprises and drive Taiwan to have developed as one of The Four Little Dragons. Now, the government of main land China and the Obama administration of the United States are eagerly replicating the model in the large number of. I hope that Canada should also establish similar R & D institutes to provide service both in management and technology with full cover of all busineees and to conduct R & D on cutting-edge huge market potential projects that individual enterprise can not afford to spin off more and more internationally competitive enterprises. Today's economic achievement in Taiwan should be grateful to the humanized dictator of Chiang Ching-kuo. After playing that inhuman democracy, the economy in Taiwan has been stagnated in ruining due to partisan players as mad dogs fought for power wthout human brain cells for doing humanized business. Taiwan must dump partisan play into garbage bin; turn to humanized governance by humanized people of the tech-professionals in Industrial Technology Research Institute (ITRI), universities and entreprenurs to form a civil legislature. Contents 1 . The motivation of the topic 1.1. ITRI is a perfect engine for driving Canadian manufacturing 1.2. China & U.S. both eagerly promotes the model of ITRI 2. Taiwan Industrial Technology Research Institute-ITRI 2.1. The establishment of Taiwan's ITRI 2.2. The focuses of the R&Ds 2.3. Industrial Service 2.4. Organization keeps in fitting new situation 2.5. The sources of operation funds 2.6. The mechanism of the projects' selection 2.7. The mechanism of the R&D 2.7.1. The introduction of new technology 2.7.2. The open style operation 2.7.3. The mechanism of the technology diffusion 2.7.3.1. Directly transfer to the customers 2.7.3.2. To be spin-off enterprises 2.8. Quantifying assessment to ensure the efficiency 2.9. Incubation center with Venture Investment 2.10. The profit distribution of the achievements 3. The inspiration for establishing R & D institutions 3.1. The major contributions 3.1.1. Enhance the technical strength of Taiwan's industry 3.1.2. The update of Taiwan's industrial structure 3.1.3. Based on ITRI to form industrial clusters 3.1.4. The promotion of the institutional innovation 3.1.5. The promotion of Law updating 3.2. Useful Reference Value 3.2.1. Nonprofit generic technology research model 3.2.2. The nonprofit ensures the R&Ds future 3.2.3. The updating of the R&D’s direction 3.2.4. The open style operation 3.2.5. The centralized configuration 3.2.6. Government plays a leading role 4. The policy evolution 4.1. A 60-year strategic plan 4.2. Science and technology development program 4.3. National Science and Technology Development of long-range plans 4.4. 2008 Strategic Planning 5. Reference 1. The motivation of the topic Feb. 13, 2013, the Canada’s business development bank issued the survey report Canada's Mid-Sized Firms in Decline to have revealed the urgency in the economy of Canada, which is that there over half of the mid-sized companies in manufacturing sector disappeared from 2001 to 2010. From the report; the "Mid-sized firms with a board of directors or an advisory board are most likely to say they expect sales to go up." It shows that the poor management plays a key role in the decline of Canadian firms. As my personal experiences, in Canada, many small and med-sized enterprises - SMEs are managing by the founders based on their personal experiences; there is no board of directors or advisory board at all. Indeed, for those small businesses with only several or dozens of people, to establish a Board of directors is also unrealistic. Besides the boards, there is significant reason, it may offend many people, that is, Low Intelligence Quotient - IQ. In local Canadian firms, no matter the management staff or the employees, there are a considerable number of them with childish mentality in lack of rational thinking ability In nowadays hardship market environment, the enterprise is the lifeboat sharing by all members for survival, but, less people understand this vital point to cherish their business and job opportunities, their negative work performance plays a positive role in the firm decline. In The Fatal DNA of Canadian Enterprises, Management is the Art of Playing Human Nature and other articles, I have discussed this issue. Then, what we can do for those SMEs? A feasible way is to set up some special organizations as think-tank to provide counseling services as that of the board of directors or the advisory board. For this purpose, I searched several existing models of such organizations for references, among then that Industrial Technology Research Institute - ITRI of Taiwan is the best. 1.1. ITRI is perfect engine for driving Canadian manufacturing From a number of Mandarin reports that introduce about the ITRI[1], I get a sense that ITRI has been playing a role as the essential innovative force and think-tank to serve and drive the development of Taiwan's industry, to have made Taiwan as one of the Four Little Dragons. The more significant is that their practice is as incubator to create more high-tech enterprises with entrepreneurs together, not only just that of helping existing enterprises simply. Such operation model is perfect in supporting industry than that of the board of directors or the advisory board. 1.2. China & U.S. both eagerly promotes the model of ITRI Jan. 1, 2012, a Mandarin article that introduces about ITRI indicates that, in China, the model of ITRI is being reproduced in many provinces and cities, in continuously heating up throughout China. May 15, 2013, the article Obama Administration Announces 3 Advanced-Manufacturing Innovation Institutes> said with that: "The administration of US President Barack Obama announced this week that it is committing US$200 million to create three advanced-manufacturing innovation institutes, focusing on digital manufacturing, lightweight composites and next-generation power sources." "The new institutes are another step in Obama’s plan to reboot America’s manufacturing sector with a National Network for Manufacturing Innovation. Obama’s fiscal 2014 budget requested a one-time $1-billion investment to fund the network, which would consist of 15 more institutes around the country." “’Several of our main global competitors in advanced manufacturing have established innovation centers to bridge this “missing middle.’ In Germany, there is an extensive network of Fraunhofer Centers that are funded by industry, universities, and government. In Taiwan, there is the Industrial Technology Research Institute, jointly funded by industry and government. But in the United States, no such national network of innovation centers exists.” Above information induces me to think about that whether Canada has such research and development - R&D organizations currently. With such question, I translate and reedit a general introduction about ITRI to look at how it has been operating, thereby to develop or improve Canadian one by copying the model? 2. Taiwan's Industrial Technology Research Institute - ITRI The ITRI found in 1973 and headquartered in Taiwan with branches in California Silicon Valley, Tokyo, Berlin, Moscow and Eindhoven. Currently there are 5,777 members with background of 1,392 PhDs and 3,126 Masters. It has assisted in the creation of more than 228 start-ups and spin-offs with over 140 CEOs in the local high-tech industry, among them many are world-renowned high-tech companies, such as TSMC and UMC. Now, it holds more than 19,890 patents. 2.1. The establishment of Taiwan's ITRI In the early 1970s, Mr. Sun Yun-hsuan who works as the minister of the Ministry of Economic Affairs of Taiwan, after the visit of Japan, Korea, Southeast Asia and the United States, he was deeply convinced that, the only way for Taiwan's economy into high speed development is to update the industrial development model from labor-intensive to technology-intensive. Therefore, he proposed to establish Taiwan's ITRI for engaging in the R&D in related technologies and industry products, to provide support for SMEs, and to spin-off research achievements as enterprises. Then Dictator Chiang Ching-kuo fully supported and funded by the government with no expectation of the returns. http://news.sciencenet.cn/sbhtmlnews/2012/1/252839.shtm?id=252839 2.2. The focuses of the R&Ds The R&D of the ITRI is to be conducted in cross-disciplinary of following six areas mainly: 1. Information and Communication Technologies 2. Electronics and Optoelectronics Technologies 3. Material, Chemical and Nanotechnology 4. Medical Device and Biomedical Technologies 5. Mechanical and Systems Technologies 6. Green Energy and Environment Technologies Such cross-disciplinary R&D model can create more opportunities for the innovation as pioneer. It makes ITRI developed countless next-generation technologies, including WIMAX wireless broadband, solar cells, RFID, light electric vehicles, flexible displays, 3-D ICs and telecare technologies. The Flexible Electronics Pilot Lab and Nanotechnology Lab provides international-level research platforms where R&D can be conducted jointly with partners. ITRI has also seen significant growth in intellectual property business and new ventures in recent years and is devoted to creating a model that would make Taiwan manufacturing more competitive in the international arena. 2.3. Industrial Service ITRI has assisted industry to enhance their competitiveness and healthy development by providing a variety of technical services, nurturing high-tech talent, and enabling new services industries: Information and Business Consulting Education & Training Technical Services Pilot Production Calibration/Test/Certification Services Enabling New Service Industries IP Business and New Venture Open Lab Business Incubator Note: section 2.1 and 2.2 is from the website of ITRI. https://www.itri.org.tw/eng/econtent/about/about01.aspx Back to Top 2.4. Organization keeps in fitting new situation The structure of the organization constantly adjusts with the changes of the external environment under the conduct of the government policy and the strategic direction of ITRI in different development periods. In recent years, in order to meet the demand for the development of the industrial technology, the organization structure has reformed as more suitable for optimizing the reintegration of the available resources. Original six institutions and two centers are reorganized as three groups focusing on three pillars： 1. Focusing on the foundation in the R & D and industrialization. 2. Centralizing some internal innovation resources to quick seize the commanding heights of new technologies. 3. To provide comprehensive support for the above two groups. Such an organization structure is flexible in the operation of the resource sharing and cross-professional integration, and is able to rapidly respond to the needs of quick developing world, thereby from the systematic basis to ensure the operation of entire ITRI smoothly. Back to Top 2.5. The sources of operation funds In the early stage, the government provides fully funding subsidies. From 1973 to 1983, government subsidies accounted for about 60% of the total expenditures. After 10 years practice, by the fund-gains from providing R&D’s results and services for the industry, ITRI has reached self-balance in the income and expenditure with some savings. By 1984, the government completely stopped subsidies. Since the 1990s, ITRI starts to undertake commissioned funded-projects from public sector and government-related agencies. The ratio of such income is close to the income from the industry, and with a trend of upward. The incomes are mainly from following areas: 2.5.1. The R&D projects commissioned from the Military, the Energy Committee and the Department of Industrial Technology of the Government. 2.5.2. The projects of technical services commissioned by enterprises and the business-oriented consulting, training, testing, analysis and other services. 2.5.3. New technologies that generated in the process of R&Ds for the commissioned projects and business-oriented services. 2.5.4. Donations and other incomes. Following link is the financial report of the ITRI in mandarin. https://www.itri.org.tw/chi/about/revenue/index.asp?RootNodeId=080&NodeId=0812 Back to Top The above information comes from soft science research projects of Shanghai Science and Technology Development Fund, China. Follow is the link of the Mandarin article. http://www.zggxkj.com.cn/?module=show&id=244 2.6. The mechanism of the projects' selection In the early stage, the projects' selection needs to make actual survey for the enterprises and invite the experts from the industry and academic to make assessment or to cooperate with the enterprises to ensure the selected projects in line with the needs of the enterprises. In order to adapt to the changing conditions, ITRI establishes specific research departments on the specific technologies, such as, the pollution prevention center, the communications technology institution, etc., and then to decide the R&D projects. It is one research development to correspond one industry category. With the improvement of self R&D ability of the enterprises, the way of projects selection is also gradually upgrading by abolishing the model of the specific research team simply to correspond to the specific technology. For those innovative technologies with sustainable development potential invest more resources. The development strategy well matches the new situation in the new times. Back to Top 2.7. The mechanism of the R&D The focus of the R&D is dislocated with that of the Academic sector and industrial sector. Fundamental research is mainly by the academia, the production technology and the industrialization is mainly by the industrial sector. ITRI focus on the forward-looking and generic applied technologies. However, ITRI is closely co-operation with academia and industry. Therefore, the mechanism of the R&D is including the self-R&D, the technology introduction, and the co-operation with academia and industry, etc.. The self-R&Ds mainly carry out by the internal resources, but also attaches great importance to meet the needs of the industry. Back to Top 2.7.1. The introduction of new technology The introduction of new technology has played a very important role in the development of high-tech industry in Taiwan. In the mid-1970s, Taiwan takes IC technology as the goal of developing high-tech industries, ITRI sent a group of outstanding talents to the RCA Corporation of the United States to learn the technology of semiconductor manufacturing and the management of the related factory from the bases of accounting, the production and a series of technology management. Then ITRI builds a pilot plant to produce integrated circuits and promoted the formation and development of Taiwan's enterprises for IC manufacturing. Back to Top 2.7.2. The open style operation ITRI has established extensive contacts with academia and industry and acts as a talent pool for SMEs, which encourages the researchers to the enterprises, or to create own enterprises. In order to strengthen interaction with the industry and the effective use of the research resources, ITRI also promote the construction of the open laboratories. The collaboration with universities is mainly with the personnel joint-appointment or secondments, joint-academic researches, training of graduate students, sharing the facilities, and the establishment of the Joint Research Centre. Back to Top 2.7.3. The mechanism of the technology diffusion 2.7.3.1. Directly transfer to the customers The technology transfer rate is about 20%-30%. The approach of the technology transfer is diversified. Some are by looking for the buyers, and some are by buyers coming to the door. The more occurs by random exchanges at international meetings. Following link has some technologies that are available for transferring. https://www.itri.org.tw/chi/tech-transfer/02.asp?RootNodeId=040&NodeId=041&opts_domain=E Back to Top 2.7.3.2. To be spin-off enterprises The matured technologies with the key researchers together separate as independent companies. In this way, the new technologies can be quickly transformed into industry. The technologies for spin-off companies generally are the new one in groundbreaking, the products both can create market demand and investment opportunities to drive the development of the new industries. Back to Top 2.8. Quantifying assessment to ensure the efficiency Although, ITRI is not to pursue their own economic benefits, but it has closely collaboration with enterprises by providing specific services, and the achievements of such services are assessed in quantifying to encourage the related staff working in high efficiency, and thus to have maximized the pursuit of the ultimate social benefits. Note: the information is from an article in Mandarin, the link is as follow. http://news.sciencenet.cn/sbhtmlnews/2012/1/252839.shtm?id=252839 2.9. Incubation center with Venture Investment Back to Top ITRI sets up Incubation Center and Venture Investment Company, to nurture those can be commercialized technologies and entrepreneurial companies. The individuals and within 18 months of the new established companies can apply to enter the incubation center, which qualifying the conditions of the technology is innovative, or in the advanced level in Taiwan, also is able to play a leading role in existing business and industry. The incubation period is 3 years, the ITRI provide venue, some initial investment, business consulting, legal information, technical services, administration and other support. After a successful incubation, business usually provides a part of equity or donation as return. Back to Top 2.10. The profit distribution of the achievements The individual researchers can share 15% of the profit. It is lower than that of the 25% - 30% in the United States. In the U.S., generally, the research institution get 30%, the research departments get 30%, and the individual researcher or the team get 30%. Note: above information comes from the following Mandarin article in Dec. 26, 2011. http://blog.sciencenet.cn/blog-290052-522095.html 3. The major contributions and the inspiration for establishing generic technology R & D institutions Back to Top 3.1.. The major contributions In the process of Taiwan's industrial development, the contribution of ITRI is outstanding, it not only contributed to the upgrade of industrial technology and the transformation of industrial structure, also contributed to the effective integration of the technology and the market - the two forces that determine the industrial development, to have forged firm foundation for the innovation of Taiwan's industrial system. 3.1.1. Enhance the technical strength of Taiwan's industry Back to Top From traditional industry to high-tech industry, ITRI has been playing a leading role in the science and technology as innovation engine. According to the needs of industrial development carry out R&D, and then transfer the results into the enterprises, to promote the establishment of Taiwan's high-tech enterprises. For example, the introduction of the techniques of integrated circuit production and design from the RCA of the United States to have laid the foundation for the development of the semiconductor industry, and formed the UMC and TSMC world class IC enterprises. The direct introduction of the achievements of leading international scientific and technologies have quickly increased the strength and competitiveness of Taiwan’s industry. The training of the professional personnel is one of the major contributions to Taiwan's industrial development. ITRI is not only nurtured a number of their own professionals, but also actively recruits technological talents from overseas to Taiwan. These talents greatly enhance the connotation and strength of Taiwan's enterprises by creating their own business, or becoming the backbone of technology or management of the enterprise. Back to Top 3.1.2. The update of Taiwan's industrial structure Besides technical co-operation with individual enterprises, the R&Ds are facing the entire upgrade for Taiwan’s industry. The government selects some generic technologies that are with high added value, huge market potential, less energy consumption, and long prospective, then, ITRI organizes R&D. By the breakthroughs in the key generic technologies promote the upgrade of the industrial structure. Such as the development of the semiconductor, power machinery, computer systems, communication electronics, photovoltaic systems, biomedical and other key technologies, have led to the rapid development of related industries in Taiwan.
3.1.3. Based on ITRI to form industrial clusters The formation of the high-tech industry cluster depends on the high-tech talents and R&D centers. Since ITRI has such double reserve function, it becomes the key joints of the industrial clusters. The IC industry, for example, ITRI takes the chip manufacturing technology as the breakthrough point, resulting in the driving role in the development of the whole IC industry. In the IC industry chain, the Chip manufacturing is the most critical part, after the introduction of relevant technologies from abroad; ITRI inputs a lot of manpower and funds to R&D, fully supports UMC and TSMC, in which the TSMC got 10-years technology licensing and follow-up technical support from 1990 to 2000. After the mature of the key technology in manufacturing sector, to have led the development of the upstream and downstream businesses, such as, IC design, photomask, packaging, testing and many other enterprises to converge together with a cluster effect. Though, in the initial stage, ITRI has only spin-off UMC and Syntek Semiconductor Co., Ltd. several companies, however, it produced cluster effect to have led the development of nearly hundred of enterprises. The reason for Taiwan government choosing Hsinchu area as the location of the Science Park, that is due to take the radiation effects of ITRI into the account. 3.1.4. The promotion of the institutional innovation Actually, the establishment of the ITRI itself is a significant institutional innovation. After 1980s, in responding to the changes in the economic situation in Taiwan, the government proposed the economic development policy of liberalization, internationalization and the popularization of science and technology, as an important institutional innovation, the ITRI becomes the main force for promoting government policy. Firstly, ITRI is defined as Independent Corporation to avoid becoming inefficient government agency. Secondly, the establishments of spin-off companies avoid them becoming inefficient state-owned enterprises, and with the potential at the appropriate time to be listed to get the financial support from the capital markets, so that the high-tech industry can be sustainable. Thirdly, the ITRI is also committed to expand international exchanges and cooperation. This is creative in the history of Taiwan industry. ITRI also leads the development of institutional innovation on the intellectual property. The main task of the ITRI is the R&D, it has accumulated a lot of experience in the intellectual property protection and the legal contracts in technology transferring. Thus, the ITRI become the most perfect organization in Taiwan's intellectual property protection system, it also promoted the capacity of the technology diffusion. 3.1.5. The promotion of Law updating Before the establishment of the new Law, the research results of ITRI has long been constraining by the The Back to Top 3.2. Useful Reference Value As a nonprofit applied generic technology research institution, the ITRI's functional orientation and the operation model is undoubtedly successful. The experience has important reference value for the establishment of the generic technology R&D institutions. 3.2.1. Nonprofit generic technology research model Nonprofit generic technology research model is a powerful lever for achieving huge industrial profit with limited resources. In the early stages of the economic development, the overall technological level and the corporate R & D capability of the countries or regions is weak. It is difficult to form competitive innovation ability to achieve industrial profit by relying on the existing resources of the individual enterprises. With the R&D mission of forward-looking generic technology, the public research institutions can well integrate the resources of the government, industry, universities, and other research organizations, to play a role as leverage by the investment in R & D to promote industrial development. Back to Top 3.2.2. The nonprofit ensures the R&Ds future oriented The nature of nonprofit under the model of enterprise management can ensure the R&Ds future oriented. The ITRI has no shareholders, so it can avoid the shortage as that of listed company, which is as the result of the pursuit of short-term profits to give up the risk-taking researches for long-term development, its earnings need not to be distributed to the individual hands of the shareholders, but to be used for new R & D investments. The nature of non-profit can guarantee that there are more funds to be used on the R&Ds for the future development. 3.2.3. The updating of the R&D’s direction Back to Top The R&D is closely integrated with changes of the internal and external environment, the government policy and the industrial demands, so that the development of the ITRI always maintaining in vitality The technology diffusion is equally important with that of technology R&Ds, even more important. For the development always maintaining in vitality, it must adjust the R&D’s direction according to the changes of the market, government policy and industrial demands from time to time. In 1970s, the development strategy focuses on the introduction of the technologies and recruitment of the high-tech talents to develop industrial projects with government funds. In 1980s, the focus is on the value-added products and to be commercialized in large scale production. In 1990s, the focus is on the specific needs of industrial development to develop core technologies, key components and new products. After 2000, with the economy develops toward highly internationalization, liberalization and integration, the focus turns on forward-looking innovative technologies, to create new industries. 3.2.4. The open style operation Back to Top The open style operation promotes ITRI to be the center of the regional innovation system. Such as, the free-flowing of the professional personnel, the open style Laboratories, the co-operation with the enterprises and the joint R&D with enterprises, universities and the international resources, and the industry-oriented all-round services, etc.. Such open style operation makes ITRI be able to integrate a variety of available innovative resources for industrial innovation and to be a junction point of regional innovation system. Back to Top 3.2.5. The centralized configuration The centralized plan in location with the famous universities to form an accumulation effect of high-tech industries. In the process of promoting high-tech industrial development, Taiwan government fully takes the advantage of well-known Universities in technology and talent, to form Accumulation Effect around them intendedly. So that the cost of the talents’ introduction for high-tech enterprises to be reduced, the opportunities of the information exchanges increased, the speed of information transfer also increased, so that technological innovations are much convenient. Such design in physical space-time is the significant factor for the success of ITRI. Back to Top 3.2.6. Government plays a leading role In the process of ITRI’s establishment and development, the Government has been playing leading role. How to strengthen the international competitiveness of the enterprises is a thorny issue. ITRI's model can be said to be an excellent policy tool to address this important issue. The initial purpose of the ITRI’s establishment is very clear, for the improvement of the regional industry structure. The introduction of foreign advanced technology and the nurturing of professional talent, in essence, is indirectly servicing for the government, or the extension of government functions. In the process of ITRI’s development, government plays a leading role through the funding grants, the project guidance, the plans-making, and the participation in the Board and the Supervisory Board, etc.. It can be said that, if there is no the support of the government in the early stage and in the process of the development, the research institutions in the R&D of the applied generic technology is unimaginable to survive. Above six experiences, there are no differences in the primary or secondary, for the establishment of the R&D institutions of the generic technologies is almost with the same significance. The 30 years’ operation experiences of Taiwan's ITRI provide a complete reference. The information of the section 3 is from follow link: <The model of the ITRI and the inspiration for the establishment of the generic technology R&D institutions>. http://www.zggxkj.com.cn/?module=show&id=244 Back to Top 4. The policy evolution The development policies updates with the progress of the times, to promote the upgrade of the ITRI with new Mission and new Organizational Structure. 4.1. A 60-year strategic plan In last century, Taiwan has made an industrial development plan from 1960 to 2020: from labor-intensive, capital-intensive, technology-intensive, innovation-intensive and eventually developed into innovation with knowledge-intensive. Now Taiwan is in the development stage of the innovation-intensive. Through decades of development, Taiwan's ITRI has created a good environment for economic development. The technological innovation has become the main driving force of economic growth. Back to Top 4.2. Science and technology development program In 1979, Taiwan issued Back to Top 4.3. National Science and Technology Development of long-range plans In 1986, Taiwan proposed In the early 1990s, with increasingly emphasize on the technological innovation world widely, ITRI also increases the proportion of prospective and innovation in the technological supply and also positively transits into the market-oriented research institution. Through strengthen the industry services and set up open Laboratory to provide technology and services for industry and regional needs, to assist the Government to create new industries. In addition, the ITRI also began to play a role as connection point for regional innovation system, with strengthening international cooperation, academic cooperation, research and development alliances and pays attention to coordinate the connection North and South of Taiwan. 4.4. 2008 Strategic Planning In 2002, ITRI completes the Thus, to form a new position basis: 2.2.4. 1. To research and innovation on forward-looking technology; 2.2.4. 2. To foster knowledge-intensive enterprises; 2.2.4. 3. To promote knowledge-based services; 2.2.4. 4. To build Industry College; 2.2.4. 5. To build a basic platform; 2.2.4. 6. To promote sustainable development; Although in the later development, ITRI also face difficulties and challenges, but it consistently leads the science and technology keeping in the forefront, and continuously to promote industrial upgrading and transformation. Back to Top 5. References: Above topic is mix-reedited by the excerpts from follow articles. [1] Taiwan's Industrial Technology Research Institute - ITRI https://www.itri.org.tw/eng/econtent/about/about01.aspx [2] Mandarin 《Taiwan's Industrial Technology Research Institute: industrial pioneer》reporter: Shen Chunlei. http://news.sciencenet.cn/sbhtmlnews/2012/1/252839.shtm?id=252839 [3] The soft science research projects of Shanghai Science and Technology Development, China. http://www.zggxkj.com.cn/?module=show&id=244 [4] The importance of the patent in Taiwan's ITRI http://blog.sciencenet.cn/blog-290052-522095.html Back to Top [本文為上海市科技發展基金軟科學研究重點項目（09692102100）中的部分內 2.1. The initial stage of the ITRI 2.1.1. The motivation for establishing the ITRI In the early 1970s, the former minister of the Ministry of Economic Affairs of Taiwan, Mr. Sun Yun-hsuan who has made the visits of Japan, Korea, Southeast Asia and the United States, and he was deeply convinced with the significance of updating the industrial development model from the labor-intensive to the technology-intensive. Therefore, he proposed the establishment of the Industrial Technology Research Institute - ITRI 2.1.2. The Formation of the ITRI and Running Model In 1973, Taiwan government legislated Once the research of the new product’s technology is mature, together with relates researchers to be separated as independent private enterprises. Such as: In 1980, UMC technology to be separated as Taiwan's first professional 4 inches wafer manufacturer, which is the first time to transfer overall technology from ITRI to form a independent enterprise. In this way, by continuing to transfer mature technologies, a number of enterprises established. With the development of the enterprises, there related upstream and downstream industries were developed, and to form the associated industrial communities. After mature technologies separated as independent enterprises, the ITRI still continues to provide full services for supporting their stable grow. …… In writing, will be continuing.
科技成果轉讓和利益分配機制 以專利論英雄的台灣工業研究院 2011-12-26 09:24 |個人分類:生物技術創新創業|系統分類:海外觀察| http://blog.sciencenet.cn/blog-290052-522095.html 今年夏天來台灣，應邀給在這裡舉辦的亞洲生物技術論壇做演講（參考博文：“生物技術：小公司如何發展？”），那個會議是台灣工業研究院主辦的。會上結識了一批工研院的同行，包括生醫所的副所長蔡博士。這次來台灣度假，順便訪問了他們研究院，感受很多。
接待者先安排了二十分鐘參觀了他們一樓大廳的“成果展覽廳”，介紹了他們研究院的結構（主要以電子，綠色能源，生物醫療和信息產業為主）。中央研究院建立三十多年了，是台灣經濟騰飛的得力助手，尤其是在電子行業。有關工研院的模式，國內也有不少文章介紹，網上都有： 陳 鵬 李建強 寫的“台灣工研院模式及其對建設共性技術研發機構的啟” 台灣工研院對大陸科研機構改制的啟示 深圳先進研究院的這個網站對工研院的介紹很詳細。 我很欣賞工研院是看他們的業績（這個網站有介紹），他們建立以來共申請了一萬五千多個專利，技術轉讓率在20%-30%之間，相當可觀。近年來常獲國際大獎。在他們的成果展覽大廳裡面，沒有講他們發表了多少論文，沒有論文上了Nature, Science雜誌封面的展示。這種以專利論英雄的思路就是他們辦院的準則：做基礎科研和產業之間的橋梁和催化劑。 在國內我還沒有看到這樣的研究機構，深圳的先進研究院有些相像。但是規模遠沒有工研院大，運作也沒有他們那麼融洽。他們的目的非常明確：是一個跨領域的應用研究機構。 跨領域，就有更多的創新機會；跨領域，就容易領先。注重應用就能成為產業化的引擎，注重應用就要服務於產業。 我參觀完展覽大廳去員工餐廳吃個便飯（我叫了牛肉麵），然後給個演講（One mPCR technology, two start-up companies: Tech transfer in the US), 介紹了我用一個多重PCR技術在美國創辦兩個公司的故事和我們的技術平台（iCubate, 免疫組庫測序，R10K項目等）。然後和幾個PI分別交談，有幾個合作機會。訪問大半天，沒有喝酒大餐，效率高，誠懇，很滿意。感覺他們是做事實的人，對 新技術非常敏感，對新機遇也非常重視。 我問他們那些技術轉讓都是如何發生的，是他們自己出去找買家？還是人家找上門來？他們說，都有，更多的就是一半國際會議上的隨機交流發生的。這個網頁有他們生物技術方面可以轉讓的部分技術。我去看了一下，很多都很有價值。 我還問他們如果研究人員的技術成果轉化成功，他們個人能有多少好處？回答是15%, 這比美國的25%-30%要低。在美國，一半是機構得30%, 系部得30%, 個人（團隊）得30%. 他們也非常鼓勵研發人員創業，成立自己的公司，而且工研院自己還有風險投資資金，可以投入。 更值得注意的是他們有非常成功的經驗，因為整個模式就是台灣電子行業騰飛中摸索出來的，按照這個模式應用到不同的領域而已（生物技術，新能源）。 和台灣的中央研究院比，中研院更注重基礎科研，而工研院更注重產業化和應用科學。我覺得工研院的模式非常值得大陸學習。 --------------------------- 階段分析:1973-1986 分類: 歷史使命 發布時間: 2012-02-15 09:59 http://siat.hpinno.org/article-83 創立之初，工研院主要承擔的任務是為產業提供技術支持，提升產業的技術實力。1979年頒發《科學技術發展方案》，提出工研院的任務是接受政府委託研發，輔助產業發展，加強與外界工程學術團體合作和關鍵技術推廣等。 階段分析：1986-2002 分類: 歷史使命 發布時間: 2012-02-15 09:45 隨着台灣產業發展邁向創新導向階段，工研院的定位適時調整為區域科技計劃的制定者和執行者。1986年頒發的《國家科學技術發展長程計劃》，工研院被定位為任務導向的應用科研機構。20實際90年代初，隨着世界區域對技術創新的逐漸重視，工研院在技術供給的角色上加重前瞻及創新的比重，同事也積極轉型為市場導向的研究機構。 階段分析：2002- 分類: 歷史使命 發布時間: 2012-02-15 09:40 工研院於2002年完成了《2008策略規劃》，將業務方向調整為“產業科技研發，知識型服務，技術衍生價值”，並由此形成新的定位基準：研發創新前瞻科技；育成知識密集型企業；促成知識化服務業；建立產業學院；構築基礎平台；促進永續發展。 “產業界的先鋒”，“總經理製造器”！ 分類: 擴展閱讀 發布時間: 2011-09-08 19:47 http://siat.hpinno.org/article-24 台灣工研院不但是台灣最大的產業技術研發機構，更是開創台灣半導體產業的先鋒。1977年，台灣工研院就建立了台灣首座4吋晶圓的集成電路示範工廠，並自1980年起，陸續衍生了包括聯電、台積電、台灣光罩、世界先進等半導體大廠，奠定了台灣IC產業起飛；1983年工研院更開發出與IBM兼容的個人計算機，並將技術移轉給島內業者，帶動外圍產業的蓬勃發展，奠定了個人計算機信息產業的基礎。
同時，工研院運用了研發環境的獨特性，以及透過綿密堅實的產業網絡關係，連結區域或產業之研發能量，積極協助台灣產業發展與升級。2005年起，更為了配合台灣整體區域產業發展政策，強化科技與地方產業的連結，陸續在台南六甲設立了「南分院」、在花蓮吉安成立「東部產業服務中心」；未來並規劃建置「中分院」，深耕中台灣產業創新的研發專區。
三十餘年來，台灣工研院還一直以“科技研發，帶動產業發展，創造經濟價值，增進社會福祉”為主要任務，從創新研發、人才培育、智權加值、衍生公司、育成企業、技術服務與技術移轉等過程，對台灣產業發展產生舉足輕重的影響。自成立以來，培育超過70位的產業CEO，育成165家新創公司，累積超過1萬件專利，不但為台灣開創許多前瞻性、關鍵性的技術，並孕育多家台灣新興科技產業，培育無數科技人才。由工研院轉進企業界的員工，許多人實際成為台灣經濟的掌舵者，包括張忠謀、胡定華、楊丁元、章青駒、蔡明介等對台灣產業具有影響力的人士，這些工研人在台灣科技產業中，如同織起一張綿密的網，讓台灣新興的科技產業從無到有，屢創佳績。
由此可見，台灣工研院自建立至今，不僅承擔着引領台灣工業研究發展的重任，還在很大程度上為整個台灣社會的經濟高速發展做出了自己的卓越貢獻！
台灣工研院的成功，告訴了我們什麼？ 分類: 擴展閱讀 發布時間: 2011-09-08 19:48 http://siat.hpinno.org/article-25 台灣工研院在運作模式和實現創新成果轉移轉化方面的成功經驗，歸結起來，主要有以下幾個方面：
1、從“政府”輸血到自身造血的運作模式。台灣的科研機構以前也多是由政府運作的官辦機構，與其推行的自由市場經濟很不適應。為此，政府開始對科研機構進行體制改革，工研院由此成立，並被定位為獨立的非營利性財團法人。在科研機構改制之初，由於科研機構自身造血機制不完善，實力不足，因此在初創期，政府對工研院給予全額資助。正是由於充足而穩定的經費支持，工研院得以生存和發展。隨着工研院自身實力的增強和造血功能的健全，政府逐漸減少直接投入，工研院自身也逐步減少對政府的依賴，通過對產業界的技術成果推廣和科技服務獲取收入，直至走上自主經營的良性發展軌道。 2、全方位開放式研發體制。這表現在多個方面：一是工研院一方面自身研發技術，另一方面也吸收引進技術，並消化改進。大規模集成電路技術即是吸收引進消化技術的典範。二是工研院在與大企業進行廣泛合作的同時，也與高校和科研院所合作，建立研發的戰略聯盟。三是工研院在立足本島的同時，廣泛開展國際合作，藉助國際資源，推動台灣產業技術由“追隨者”向“引領者”轉變。四是工研院的開放性還表現在它的開放實驗室上，開放實驗室為產業界提供研發設備和服務，開展聯合研究開發，研究成果雙方共享。此外，工研院的開放性還表現在鼓勵人才擴散上，即在鼓勵技術向產業界流動的同時，還鼓勵技術人員向產業界流動，成為中小企業發展的重要人才庫。 3、獨特的企業孵化機制。工研院在企業孵化機制上不斷創新，促進科技型企業的發展。一是實施實驗工廠計劃。通過實驗工廠，對技術進行改良，將實驗室技術轉化成可向企業輸出成熟的產業技術，降低了技術成果產業化的風險。二是將技術和人才整體輸送給企業。工研院通過科技成果轉化和產業化把新技術輸入企業的同時，還把相關的人才一併輸送給企業，體現培育產業技術領導人才的目標。三是提供全方位的孵化服務。工研院創設了孵化中心，各研究單位廣設技術服務中心。孵化中心的企業可以使用實驗室及設備，同時，孵化中心還為企業提供投資、技術、法律、培訓、管理等全方位的服務。 4、政產學研的整合機制。在政產學研的鏈條中，工研院處於鏈條的核心位置，位居技術研發和產業化的關鍵節點，具有統合創新資源的功能，同時，政產學研也因工研院的作用而更好地促進了技術創新。對於“政府”來說，工研院與“政府”有着天然的聯繫，是官助民辦，實踐“政府”的產業科技政策，並為“政府”的科技政策完善提供依據。對於產業界來說，工研院走應用技術開發之路，貼近企業需求，為企業提供服務，並與產業界組成廣泛的戰略聯盟。同時，工研院的非營利特性又為工研院和產業界的合作提供了良好的體制條件，消除戒備心理，更有利於良性互動。對高校和其它科研機構來說，工研院的角色、地位和成就使其具有重要影響力，有利於與高校之間的合作。 台灣工研院創業育成中心 http://siat.hpinno.org/institute-25 簡介 創業育成中心成立於1996年，設於新竹中興院區的綜合大樓，鄰近新竹科學園區及清華、交大兩所知名大學。其前身是工研院開放實驗室，後拓展到創業育成中心，目的是培育商業運營為目標的技術開發，而非純技術性的開發。育成中心提供空間、人力及軟硬件設施，並結合創業投資基金、大學院校及政府部門企業輔導體系等資源，形成一個具有商務服務、管理訓練、資金支持、技術支持等多項功能的整體服務中心。 -------------------------------------------------- 台灣工研院模式及其對建設共性技術研發機構的啟示 陳 鵬 李建強（上海交通大學，上海 200240）2010-09-30 http://www.zggxkj.com.cn/?module=show&id=244 台灣工業技術研究院（簡稱“工研院”）走過的30多年，見證了台灣經濟從一個以農業、手工業為主的經濟體向一個以科技創新為主的經濟體的轉變歷程。在這個進程中所形成的工研院模式，對於正在探索構建中國自主創新體系的大陸產業界具有重要的借鑑意義。 1 台灣工研院的定位及其對產業發展的貢獻 上世紀60～70年代，台灣經濟發展進入新的階段，面臨着改造工業結構的迫切任務，工研院應運而生。工研院以非營利財團法人的身份，主要從事應用性科技研究，致力於為中小企業服務，推動產業技術進步，開創了台灣工業化、現代化歷史上新的一頁。 1.1 工研院的定位與任務 工研院作為台灣實施“科技導向”發展戰略中一項重要的政策工具，在產業發展的不同階段，不斷轉換角色定位，也因此而獲得持久的生命力。 創立之初，工研院主要承擔的任務是為產業提供技術供給，提升產業的技術實力。1979年頒布的《科學技術發展方案》，明確提出工研院的任務：接受政府委託研究開發，輔導廠商研究發展，加強與外界工程學術團體合作、關鍵性新技術引進與推廣，協助中小企業研發，針對關鍵性新技術及新產品進行市場分析及經濟評估，設置小型實驗工廠，推動試驗及試製服務，積極籌設能源研究所等。工研院由此成立了創新技術轉移公司，在台灣產業轉型和起飛之際扮演了關鍵角色。 隨着台灣產業發展邁向創新導向階段，工研院的定位也適時調整為：成為區域科技計劃主要執行者、科技政策制定的參與和執行者。1986年台灣擬定《國家科學技術發展長程計劃》，工研院被明確定位為“任務導向的應用研究機構”。上世紀90年代初，隨着世界各國、各區域對技術創新的逐漸重視，工研院在技術供給的角色上加重前瞻及創新的比重，同時也積極轉型為市場導向的研究機構，通過產業服務的強化及開放實驗室設立，提供產業界及區域所需要的技術及服務，協助政府開創新興產業。除此之外，工研院也開始扮演區域創新體系連接點的角色，強化國際合作、學界合作，建構研發聯盟及重視台灣南、北勾連。 工研院於2002年完成了《2008策略規劃》，將業務方向調整為“產業科技研發，知識型服務，技術衍生價值”。並由此形成新的定位基點：（1）研發創新前瞻科技；（2）育成知識密集型企業；（3）促成知識化服務業；（4）建置產業學院；（5）構築基礎平台；（6）促進永續發展。儘管在後來的發展中，工研院也出現困難和面對挑戰，但引領科技前沿，不斷推進產業升級、轉型的宗旨可以說是一以貫之。 1.2 工研院對台灣產業發展的主要貢獻 在台灣產業發展的過程中，工研院的貢獻是卓著的，它不僅促成了台灣產業技術的提升和產業結構的轉型，而且促成了決定產業發展的兩大力量——科技與市場的有效結合，成為台灣產業制度創新的重要依託。 （1）提升了台灣產業的技術實力。 從傳統產業到高技術產業，工研院一直扮演着科技龍頭和創新引擎的角色。工研院以企業需求為考量進行技術的研發，並以各種方式轉移給產業界，帶動台灣高科技企業的建立和發展。例如，從美國RCA引進集成電路製程與設計技術，奠定了半導體產業發展的基礎，同時衍生出如聯華電子公司、台積電等一批與IC相關的公司。國際領先的科技成果直接進入產業界，快速提升了台灣產業的技術實力和競爭力。 除技術開發和轉移外，人才培養也是工研院對產業發展的重大貢獻之一。工研院不僅自身培育了一大批專業技術人才，還積極延攬海外優秀科技人才來到台灣。這些優秀的人才，通過自行創業或者進入企業成為技術和管理骨幹，大大提升了企業的內涵和持久的實力。 （2）推動台灣實現了產業的再造。 通過關鍵技術的研發轉變產業結構。除了與個別廠商進行技術合作之外，工研院的技術開發更多是面向整個產業技術提升的，其中最典型的就是台灣的《科技研究發展專案計劃》：由政府選定具有高附加值、市場潛力大、能耗少的前瞻性共性技術，工研院組織和推動研發，通過關鍵共性技術的突破帶動產業結構的提升。如半導體、動力機械、電腦系統、通訊電子、光電系統、生物醫藥等關鍵技術的研發，都帶動了台灣相關產業的蓬勃發展。 基於工研院形成產業集群。高技術產業集群的形成依賴於高科技人才和研發中心。工研院因為具備這樣的雙重儲備而成為產業集群的關節點。以IC產業為例，工研院就是以芯片製造這一關鍵技術切入，產生了帶動整個產業發展的作用。芯片製造是IC產業鏈中最關鍵的一環，工研院從國外引進相關技術後，投入大量的人力與資本進行研發，鼎力扶植聯電和台積電（其中台積電就得到了從1990到2000為期10年的技術授權和後續技術支持）。關鍵技術的製造環節發展成熟之後，又帶動了上下游相關企業的發展，IC設計、光罩、封裝、測試等企業得以匯聚，形成了集群效應。工研院初期設立的衍生公司雖然只有聯華電子、太欣半導體等，但產生的效應卻是促成上百家的企業的發展。台灣政府之所以選擇新竹作為科技園區的所在地，就是考慮了工研院的輻射效應。 （3）促進了台灣產業的制度創新。 工研院設立本身就是一項重大的制度創新。1980年代以後，為應對台灣經濟形勢的轉變，政府提出了“自由化、科技化與國際化”的經濟發展政策方向，工研院作為一項重要的制度創新，成為配合政府政策推動產業科技化的主要力量。首先工研院被界定為財團法人，避免了它成為低效率的政府機構；其次，衍生公司的設立避免其陷入國營企業的窠臼，並且在適當時機讓股權上市，使高科技產業能從資本市場不斷獲得資金的支持；其三，工研院還致力面向國際，不斷拓展與國際的交流與合作。這在台灣地區的產業歷史上，都是帶有創造性的。 工研院影響和帶動了與技術研發相關的制度創新。工研院的主要任務是研發技術，但在其發展過程中積累了許多知識產權保護、技術轉移合同訂立等方面的經驗，由此，工研院既成為台灣知識產權保護制度最完善的組織，也促使這個區域技術擴散的能力和水準得到大幅度提高。 工研院還促成了台灣《科技基本法》的制定。工研院原先的研發成果長期受到《國有財產法》的限制，只要是由政府出資資助的科技專案，研究成果一律屬於國有財產，工研院在將研發成果向產業轉移的工程中，受到很多制約，無法自由地與民間產業訂立契約。《科技基本法》則規定政府出資或委託的科技研發成果，其知識產權將全部或部分屬於研究機構和企業所有或授權使用，不受國有財產法的限制。這項立法內容是科技發展制度方面的一大突破，工研院在這一過程中功不可沒。 2 工研院的管理結構和運作機制 2.1 組織管理結構 工研院的組織結構是隨着外部環境的不斷變化，包括經濟導向、政策方向，以及研究院不同時期的策略方向而不斷調整和轉變的。近年來，為適應產業技術發展需求，工研院對內部資源進行了整合，形成了更為成熟的管理結構。其核心業務機構六個所、兩大中心，被組織建構為三大社群，以圍繞研發事業、技術任務、專業服務三大支柱進行編組。基礎研究所集中進行核心技術的研究，主打技術引領和擴散；焦點中心以及分屬的五個中心則以任務為導向，主要整合集中內部創新資源，分門別類，快速搶占新科技的制高點；連結中心主要整合行政服務、咨訊、技術轉移等部門，為工研院提供各類服務，如展示原創概念、產業發展信息、情報收集與技術服務等。這一組織結構靈活機動，強調資源共享，跨領域整合運作，以及靈活快速回應外界的需求，進而從體制上保障了整個機構的正常運轉。 2.2 運作機制 圖2 工研院收入來源 （2）研發項目選擇機制。 工研院研發項目的選擇始終以產業為導向。無論是為滿足產業的技術需求而進行的研發，還是以技術為出發點創造新興產業，產業的先期介入都是研發項目選擇的重要方式。早期，項目的選擇一般都要經過調查企業的實際情況、邀請產業界及學界專家參與評審，或者以業界參與合作的方式，以確定擬研究的技術發展方向符合產業需求。為適應產業情況的不斷變化，工研院以技術為出發點成立研究單位，如應環保成立防污中心，應通訊技術成立電通所等，然後以產業需求決定技術項目，“一個研發單位”對應“一個產業類別”。隨着產業界能力的提升，工研院研發項目的選擇也逐漸整合，並特別重視前瞻性，不再由原來的各單位簡單對應各產業。對於那些預期能較持久具有創新性的產業，投入更多的資源和人力，體現了與時俱進的思路和謀略。 （3）技術研發機制。 工研院所進行的研發注重與學術界、產業界錯位進行。基礎研究主要由學術界來承擔，生產技術及配合銷售則儘量由產業界完成，工研院則關注前瞻性和共性應用技術的研發。但是，它與學術界、產業界又是緊密合作的。因此，其技術研發機制主要包括自行研發、技術引進，以及與產業界、學界合作研究等多種形式。 自行研發主要由工研院的各個所或中心為主進行，但自行研發也非常重視滿足產業界的需求。 技術引進在台灣高科技產業發展過程中曾起到非常重要的作用。工研院創立初期沒有集成電路等高技術，為了迅速掌握其中的關鍵技術，工研院承擔了引進技術開發初期的技術風險和人才培育工作。如上世紀70年代中期，台灣把集成電路產業作為發展高科技產業的目標，工研院選派一批優秀人才赴美國RCA公司學習半導體製造技術，以及半導體企業的廠務、會計、生產作業等一系列技術管理、經營控制等。工研院利用從RCA轉移來的技術和經驗，建立了試驗工廠，製造出集成電路，促成了台灣集成電路製造業的形成和發展。 工研院也是一個非常開放的系統，它與產業界、學界建立了廣泛的聯繫。工研院研究的課題不僅可以在同類研究機構中進行，也可以與企業合作研發。技術人員的交流更是如此。工研院是中小企業發展重要的人才庫，它鼓勵技術研發人員向企業轉移，也鼓勵科技人員創辦科技型企業。為加強與企業界的互動，並有效運用研究機構的研發資源，工研院還推動了開放實驗室的建設，由企業就特定研究主題與工研院進行合作研究，其目的是藉此拉長產研合作的縱深程度，建立從研發、產品開發，至新創企業、產業發展的一條龍運作體系。工研院與大學的合作，則主要包括人員合聘、借聘、學術研究的合作、研究生的培養、場地與設施的共享，以及建立聯合研究中心等。 （4）技術擴散機制。 為實現產業技術升級，工研院有意加大技術擴散的力度。其技術擴散的主要方式有： ① 技術轉移。針對個別企業的技術合作與技術服務，針對多家企業的共性技術的研發，針對產業內尚未有承接對象的前瞻性技術創新，着眼於政府產業發展戰略而進行預先研究，都是工研院技術轉移的方向。 ② 衍生公司。根據工研院的政策，凡由工研院正式規劃核定，將某一成熟技術連同關鍵人員一併轉移而成立的公司為衍生公司。工研院通過建立衍生公司把新技術快速帶入產業。衍生公司採用的技術一般均是突破性的新技術，所生產的是關鍵產品，既可以創造需求，又提供投資機會，從而帶動新興產業的發展。 ③ 孵化創新企業。工研院成立了孵化中心和投資公司，培育可以商業化的技術和創業企業。凡符合高科技創業要求的（其技術必須是創新的，或者在台灣處於先進水平，而且將對現存企業和產業能夠起到帶動作用），個人及成立18個月之內的新公司均可以申請進入孵化中心。孵化育成期為3年，工研院提供場地和部分初始投資，還提供商業諮詢、法律信息等服務，以及投資、技術服務、培訓、行政管理等支持。企業成功孵化後，通常將一部分股權或者捐贈作為對工研院的回報。 3 借鑑與啟示 台灣工研院作為一個非營利性的應用技術公共研究機構，其運作無疑是成功的。它的功能定位與運作模式，對於我國大陸各地正在嘗試建立共性技術研發機構具有重要的啟示和借鑑意義。 3.1 非營利性應用技術研究機構是以有限的資源產生巨大產業效益的有力槓桿 在經濟起飛初期，鑑於國家和地區整體的科技水平和企業的研發能力均較薄弱的現實，依靠個別企業現有的能力很難形成有競爭力的創新能力和產業效益，由前瞻、共性為標幟的應用技術公共研究機構能很好地起到整合積聚政府、產業、科研部門，以及高校力量，實現由技術研發提升產業技術水平，發揮以研發投入帶動產業發展的槓桿作用。 3.2 非營利機構的性質和企業化經營的有機結合，保障了工研院的研發始終以“未來”為導向 工研院一直希望能跑在產業界的前面，做產業想做但做不了，或者欲做不敢做的事情。非營利的機構性質和企業化經營的有機結合，成為其重要的保障。 工研院沒有股東，所以，它的盈餘不會分散到股東手上，而是留在工研院內部轉為新的研發投資，這種非營利的機構性質可以保證其有比較多的經費用於做未來的事情。另一方面，工研院採用企業化經營，保證了它始終把經營和效益放在重要的位置，只有經營好了，效益好了，才能有更多的資金支撐它做一些更未來、更長遠的事情。兩者相輔相成，相得益彰。 3.3 緊密結合內外環境、政府政策與產業需求的變化，使工研院的發展始終保持旺盛的生命力 對於工研院來說，技術擴散和技術研發同樣重要，甚至更為重要。技術擴散必須面向產業，必須與時俱進，適應產業內外環境的變化。如1970年代，工研院的技術發展策略重點是引進和延攬高科技人才，運用政府資助的研發經費，發展產業技術項目。1980年代，以提高產品附加值的研發為主，並轉移到產業界，進行商品化及大量生產。1990年代，配合產業發展的特定需求，主要開發核心技術、關鍵性零組件以及新產品。2000年後，隨着經濟高度國際化、自由化和整合化，工研院以前瞻性與創新性技術的研發為主，創造新的產業發展。正是這種不斷變化和調整，使工研院的發展始終保持旺盛的生命力。 3.4 開放性的運作系統，促成工研院位居區域創新體系的中心 工研院的開放性表現在許多方面：研究課題的合作研發，技術人員的自由流動，產研合作的開放實驗室，與大學、國際的聯合研發，面向產業的全方位服務等等。這種開放性使得工研院可以積聚政府、學術界、產業界及國際等資源，整合各種創新要素，運用於產業創新；也有利於工研院在產業創新的過程中位居技術開發和技術擴散的中心位置，成為區域創新體系的重要聯結點。 3.5 與著名大學在空間上的集中配置，形成高科技產業的積聚效應 台灣地區政府在推動高科技產業發展的過程中，充分考慮到著名大學[清華大學(台灣)、台灣大學等]在技術和人才上的優勢，有意在他們周圍形成積聚效應。使高科技企業引進人才的成本降低，信息交流傳遞的機會增大，咨訊流通速度加快，最終使得技術創新變得暢通無阻。而技術創新元素則成為高科技產業發展的強大動力。這種物理時空上的設計和考量，也是工研院獲得成功的重要原因。 3.6 政府在工研院的成立和發展過程中，應該起到至關重要的主導作用 提升國家產業技術層級、帶動產業發展，加強企業的國際競爭力，是經濟發展的重要課題。工研院的建構可以說是解決這一重要課題的絕好政策工具。工研院成立之初被賦予的任務就非常明確，即改善區域產業機構，引進外國先進技術，培育技術人才，基本上是為政府提供間接服務，或者說是政府職能的延伸。因此，政府在其運作過程中通過撥款補貼、項目引導、制定規劃、參與董事會與監事會等方式發揮主導作用。既為勢所必然，又乃順理成章。可以說，沒有政府在前期和整個發展過程中的鼎力扶持，共性應用技術機構是很難正常分娩的，工研院的成功起飛也是難以想象的。 以上六條，沒有主次之分，難作伯仲之別，對於關鍵和共性技術研發機構的建設幾乎具有同等的意義。台灣工研院經營30年，比較完整地提供了這些領域的借鑑。當下，為轉變經濟增長方式，提升產業能級，我國各地正積極興建產研院或工研院，但願台灣新竹之石，可為我們攻玉之資。 [本文為上海市科技發展基金軟科學研究重點項目（09692102100）中的部分內容] 台產汽車想以零關稅搶攻大陸 信源：蘋果日報｜編輯：2014-01-21 台灣工研院1月21日表示，台灣製造業受惠全球經濟復甦趨穩，今年產值可望成長3.09%；但中國大陸經濟放緩及進口替代，使台灣製造業景氣面臨約20%的衰退風險。但台灣車輛公會處長黃文芳則表示，台產車若以低關稅或零關稅進入中國大陸，只要10萬輛比重就很大。 財團法人工業技術研究院產經中心(IEK )21日舉辦“2014年製造業景氣展望”記者會，發表第14季IEK製造業趨勢預測模型(IEK-CQM)預測，包括金屬機電工業、資訊電子工業、化學工業及民生工業等四大製造業。 工研院指出，占台灣製造業產值約三成的金屬機電工業隨着全球景氣好轉，出現回溫，預估產值可微幅成長1.62%。資訊電子工業(占近三成)中，智慧手機(大陸稱“智能手機”)、平板電腦仍是帶動成長的主要動能，但面板將面臨日、韓、中國大陸競爭等挑戰，預估產值成長4.79%。 化學工業(約占31%)整體景氣持平，產值成長放緩至3.14%；民生工業(占近10%)小幅成長1.86%。其中，金屬機電工業的汽機車產業中，工研院資深研究員石育賢表示，受惠新車上市，近期汽車整車廠商營收表現佳。 2013年全年汽車整車廠商營收總和由負轉正成長3.7%，其中以裕隆成長性最高，和泰及裕日車以2013年第四季成長最佳。石育賢指出，台灣汽車銷售在2005年達到高峰後逐年下滑，2009年因減征汽車貨物稅刺激買氣提升。其後在台灣內外景氣狀況平疲下，台產汽車銷售已連續三年維持在34.1萬輛左右。 由於台灣汽車生產以內銷為主，在少子化及所得成長有限情況下，長期來看台灣汽車內銷市場成長性受到限制。台灣車輛公會處長黃文芳表示，以前台產車在台灣市占率約87%，但因關稅下降，進口車競爭力提高且選項多，台產車占有率下降。到2013年，台產與進口車的比例7比3，這種趨勢將持續。 黃文芳指出，台產車必須要有出路，就是如何打開外銷，未來兩岸經濟合作架構協議(ECFA)後續談判，希望台產車可以低關稅或零關稅進入中國大陸，如果有機會外銷至大陸，只要10萬輛到大陸，比重就很大。 台灣工業研究院：“產業開路先鋒”如何煉成 （作者：沈春蕾，林耕接受採訪並審閱修改） [本博按語] 大部分企業單憑自身力量，很難為其知識產權提供全方位的保駕護航。而就台灣工研院如今的做法來看，其在引領企業研發創新、實現產業化並走向國際等工作中，以知識產權增強企業核心競爭力的手法愈發凸顯。 《中國科學報》 (2012-01-01 A31 轉化)來源：中國科學報http://news.sciencenet.cn/sbhtmlnews/2012/1/252839.shtm?id=252839 發布時間：2012-1-1 21:2:42 前不久，北京工業大學與北京市科學技術研究院合作共建的“北京工業技術研究院”簽約儀式在京舉行。與此同時，山西也正在醞釀工研院建設。此前，廣州、上海紫竹、深圳以及崑山工業研究院、浙江大學工業技術研究院等一批工研院已經建成並在運轉之中。作為促進產學研合作、引領新興產業創新的一種模式探索，我國工研院熱度不斷升溫。 沒有一種工研院模式是可以直接照搬複製的，那麼，究竟適合中國創新和產業發展的工研院模式應該是怎樣的？台灣工研院、日本筑波產學研基地、德國弗勞恩霍夫應用技術研究院等國際成功經驗又將有哪些借鑑意義？ ■本報見習記者沈春蕾 台灣工業技術研究院（以下簡稱台灣工研院）有一串數字使人震撼——39、5758、83%。這3個數字表明：成立39年的台灣工研院，一直以技術創新、產業引領為己任。台灣工研院重視人才，如今有5758名員工，其中科研人員占83%。 上個世紀80年代，台灣地區獲“亞洲四小龍”之稱，那裡飛騰出了台積電、聯合電子等世界知名的高科技公司。台灣工研院用科技的翅膀引領地區經濟和科技的發展，其打造的科技產業鏈更是深深植入全球經濟。“在20年的時間裡，台灣的半導體工業從無到有，台灣工研院發揮了不可估量的作用。”北京聯合大學台灣研究院經濟所副所長孫兆慧對台灣工研院給予了高度評價。 推動勞動密集向技術密集過渡 上世紀70年代初，時任台灣“經濟部”部長的孫運璇先後走訪了日本、韓國、東南亞和美國等地。考察之後，他認為台灣當時的經濟環境很不理想。孫運璇深信，台灣唯有擺脫勞動密集型的產業發展模式，轉向技術密集型，才能徹底讓台灣經濟轉型、起飛。 因此，孫運璇提出建立台灣工研院，該院將從事與產業發展相關的技術產品研發，為中小企業提供技術和服務支持，並實現技術成果向企業的轉移。 在1973年，台灣“立法院”通過《工業技術研究院設置條例》，先立法後設置，從法律上保證了台灣工研院能夠順利運營。另外，台灣工研院的創建資金主要來自政府部門，整合了原“經濟部”所屬聯合工業、聯合礦業和金屬工業3個研究所的資源，改制設立非營利財團法人。與其他科研機構相比，這是一類特殊的法人形式。 “台灣工研院非營利財團法人形式，雖不追求自己的經濟效益，但卻通過與產業的緊密協作、為產業提供具體服務。這些可以量化考核的實操行動，最終體現到追求社會效益的最大化，同時還能保持自身運作的高效率。”中科院廣州分院院省合作協調委員會副主任、研究員劉民義對非營利財團法人模式給予高度評價。 加速產業技術發展、協助產業技術升級和開創新型科技產業，是台灣工研院成立之初確立的三大任務。有台灣學者專家認為，客戶需求、技術研究和產業化流程都應該有明確的劃分，不同對象和階段的服務方式不一樣。這要求台灣工研院應該根據實際需求，結合不同特點作出細分，明確不同階段的企業需求和產業需求，以達到服務產業的目的。 技術創新和服務創新 “工研院的一個重要使命就是開創新的產業！”對台灣工研院頗有研究的北京技術市場顧問林耕說。 1976年，台灣工研院吸收美國海歸人員，引進半導體技術；1977年，首家集成電路示範工廠成立；1980年，聯華電子自工研院移轉技術，成為台灣地區第一家專業4英寸晶圓製造公司，開創研究機構整體技術移轉，建立民營企業之先河。 如今，台灣工研院通過技術轉移的方式從帶動了一家企業誕生、成長，到不斷轉移技術、多家企業成立，再到形成企業聚集，帶動了產業發展，最終成就了台灣半導體產業的發展。 早前，台灣為產業發展訂立了一個1960年~2020年的發展規劃：由勞動密集型、資本密集型、技術密集型、創新密集型最終發展到創新和知識密集型，現在台灣正處於創新密集型發展階段。通過幾十年的發展，台灣工研院為經濟發展營造了良好的環境，技術創新成為經濟成長的主要驅動力。 如果說，在上世紀70年代，台灣工研院是經濟和科技創新發展的必然產物。那麼，在新時期，台灣工研院同樣將被賦予引領科技發展、為企業國際化保駕護航的新使命。 工研院已成為台灣創新體系不可或缺的重要力量。台灣工研院現擁有員工5758人，其中研發人員約占83%，碩士和博士約占75%。台灣工研院有一套完整的技術研發和成果轉化體系。據2008年的統計數據顯示，台灣獲得專利的累積數量為8717件，人均獲得授權專利平均1.51件。 除了為企業提供技術解決方案，台灣工研院還提供一套完整的知識產權管理服務，包括評估、授權、侵權分析、協助債權等系列服務，將專利作為企業參與國際競爭的利器。 林耕認為，大部分企業單憑自身力量，很難為其知識產權提供全方位的保駕護航。而就台灣工研院如今的做法來看，其在引領企業研發創新、實現產業化並走向國際等工作中，以知識產權增強企業核心競爭力的手法愈發凸顯。林耕說：“企業在研發之前，需要提供專利分析和評價工具，找到技術空白點，然後在此領域進行研發；否則極易出現專利撞車，致使企業利益受損。這也是創新方法的核心點。” 另外，台灣工研院還從源頭上控制申報專利的質量，力爭最大化體現授權專利的核心價值。“任何一件有價值的專利的出售並不能體現它的相應價值，而應該是通過專利組合的形式打包出售，這就要求專利的篩選和評估工作到位。”林耕說。 開創新興科技產業 現如今，台灣工研院的發展步入了轉型階段，原來扶植的企業已經發展壯大，對工研院的依賴逐漸減少，台灣工研院正在尋找新的商業機會，以整合優質資源，加強自身孵化器的功能。 中關村科技園區管理委員會曾赴台灣工研院進行實地考察發現，在台灣工研院裡有很多課題供科研人員選擇。有的課題來自企業市場方面的需求或委託，抑或由工研院科研人員對科研院所的成果直接進行選擇；一旦發現具有產業化前景的項目，科研人員便想盡辦法促使項目留在工研院進行研發。在台灣工研院孵化的結果是：技術變成產品，產品和團隊一塊兒孵化出去變成公司，進而壯大形成一個產業。 “世界級的研發機構、產業界的開路先鋒”是台灣工研院的願景，其期望通過科技創新及整合應用，為產業創造領先產品及品牌價值。因此，在新的經濟和產業發展形勢下，2007年台灣工研院提出新的定位，針對尚未出現的產業進行前瞻性開發。 隨着台灣工研院定位的新轉變，台灣工研院正努力跟各相關單位接觸，希望結合政府部門、學術界、產業界和海外的資源，形成創新模式，尋找創新科技產業。為此，台灣工研院不斷組織人員參加各地的科技類博覽會、展覽會和論壇，尋求各類合作機會，為開創新興產業作好充足的準備。 |
