現今企業的創新儼然成為組織用來維持並提升營運績效的關鍵手法，然而，藉由管理實務與方法的精進來提高組織績效的管理創新(management innovation)，直到近年來才逐漸為人們所重視。目前有關管理創新的研究，多半以海外企業的實務經驗為主，但現有文獻中較少有針對管理創新過程的討論。 本研究首先將管理創新與其他創新活動的異同之處加以釐清，並以Birkinshaw, Hamel & Mol (2008)提出的管理創新理論為基礎，透過研究訪談的方式來瞭解台灣地區各類企業的管理創新過程，一方面藉以驗證理論，同時嘗試以探索性的個案研究來發展出一個管理創新過程的架構。 研究結果發現，本土企業管理創新異於Birkinshaw et al (2008)之處有三：(1)動機之強弱影響企業找尋創新發明的來源；(2)管理創新通常是組織內外部同步執行，執行的過程中即建立起理論化；(3)管理創新實務的理論化是由內而外發展的。而對於在台灣地區營運的外商公司，主要有兩個研究發現：(1)動機主要來自總部的要求與經營目標；(2)發明及執行階段，外商公司主要承接總部(組織內部)的管理創新實務，外部變革推力對分公司影響甚小。根據以上結果，本研究分別對學術與實務意涵，以及後續可能的研究方向加以討論。 Management innovation is about applying new practices and methods firms use for improving their performance. It has become the latest issue in the field of strategy and general management, but there is a research gap about knowing how management innovation really processes within a firm. In this exploratory study, we used the case study approach to explore how management innovation processes operated in local and foreign firms in Taiwan, and futher compared our findings with an exiting management innovation process model proposed by Birkinshaw, Hamel & Mol (2008). Our study shows management innovation processes operated in local firms were both affected by internal and external agents. However, those of foreign firms in Taiwan were only affected by actions of internal agents that different from the exisintg conceptual model we considered. This research provides new insights about management innovation and further discussions and implications are discussed in the end of this thesis.
