第六章 結論與建議
6.2 建議
執行創新活動之作業的廠商，藉由新技術、製程及新設計來增加其產品 的品質，提昇產品在各個消費者心中的顧客滿意度，研究中發現，在現有的 創新活動中對於完全新產品，由於風險及技術能力的限制未被重視，企業應 審視內在條件及風險承擔的能力，在管理構面上，企業應著重於對新技術的 發覺及訓練，安排相關主管人員接受新的作業觀念訓練，改善作業流程來配 合廠商臨時的需求，導入新的管理系統不但增加接單的能力，使工作效率加 強，對於企業形象及競爭力將有相對的提升，文化構面上公司須加強員工間、
主管間內部的交流，主管可以藉由對員工們了解，掌握工作上的各種問題 (Cooper and Kleinschmidt, 1996【37】; Brentani, 2001【26】)，才能藉此分析 和改善，或和員工共同學習、分享經驗以增加組織的創新能力 (Nonaka, 1991)
【86】。企業在提昇競爭力之際，應先行改善企業本身創新管理的程度，藉由 企業所擁有的創新管理執行優勢，來達成提昇競爭力的目標，企業的創新管 理執行程度提昇，並非一蹴可及，而是經由資本、技術、人力與經驗的累積 達成的，因此企業若欲提昇其創新管理執行程度，可藉助企業充實自我創新 管理與技術創新的相關知識，並且多與高科技團體溝通，瞭解其需求，自發 性的實行創新管理，如此企業將可達到提昇整體競爭力目的。
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附錄一 問卷
創新活動、企業特性與企業競爭力關聯性之探討 問卷調 查
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1. 創新活動：必需是新的關鍵生產要素、新設備的投入，或是作業上方法 的改善，而且產品在製造過程中要包含下列活動:
(a) 原有的知識或技術能力經過改變後，被持續使用。
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敬祝：
鴻 圖 大 展 萬 事 順 心
中華大學 科技管理研究所 指導教授：田效文 博士 學生姓名：邱重欽