Gov-fund R&D made Taiwan as one of Little Dragons
Note: This is posted for Herbert Grubel; Professor Emeritus of Economics at Simon Fraser University.
May 24, 2024, in Blog, Professor Grubel mentioned about his visit to TSMC, the world's leading chip manufacturer in Taiwan.
I post this article to show that the found and run of TSMC should thank the dictator of Chiang Ching-kuo who fully supported and funded by government no expectation of the returns during one party dictatorship.
Today, the democracy makes idiots mess Taiwan worse and worse.
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 you an email in 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 the West has never humanized in the state of anti-human play.
In 2015, Professor Grubel 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 be free fed by Canadians has reached 500,000.
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.
As same as Canada; Germany is also destroyed by democratic play
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 successfully finished manufacturing industry.
Germany has been a jewel in top of world's manufacturing industry; but now it has been destroyed by the players of democracy.
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
Taiwan's Industrial Technology Research Institute (ITRI) is a Gov-found when Chiang Ching-kuo was in power in 1973 and later self sustained non-profit R&D institution headquartered in Taiwan, with the branches in Tokyo, Berlin, Moscow, Eindhoven and California Silicon Valley. Currently there are 5,777 members with 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 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.
The Gov-found non-profit model in enterprise management with no shareholders can ensure the R&Ds future oriented by avoiding the pursuit of short-term profits, and the earnings can be used for new R & D investments rather than to be distributed to the individual hands.
The ITRI has been the essential innovative force and think-tank with open Laboratory to provide full serve for small and medium sized enterprises and drive Taiwan developing as one of The Four Little Dragons.
Now, China and the United States is eagerly replicating the model in a large number of.
I hope that Canada should also establish similar R & D institutes of cities, provinces and national to provide full 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 continuously spin off more and more internationally competitive enterprises, as ready alternative for the Oncoming Energy Crisis.
Today's economic achievement in Taiwan should be grateful to the humanized dictator of Chiang Ching-kuo. After 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 turn to be humanized governance by humanized people by the tech-professionals in Industrial Technology Research Institute (ITRI), universities and outstanding entreprenurs to naturally form non-partisan civil legislature, to dump garbage partisan play into garbage bins.
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
2.3. 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
2.7.1. 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
3.1.1. 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
3.2.1. 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
4.2. Science and technology development program
4.3. National Science and Technology Development of long-range plans
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.
The report also provides us encouraging solution that is "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
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
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.
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
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.
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.
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.
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.
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
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.
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
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.
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
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
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.
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
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.
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
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
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.
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.
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:
http://www.zggxkj.com.cn/?module=show&id=244
The development policies updates with the progress of the times, to promote the upgrade of the ITRI with new Mission and new Organizational Structure.
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.
4.2. Science and technology development program
In 1979, Taiwan issued
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.
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.
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
[本文为上海市科技发展基金软科学研究重点项目（09692102100）中的部分内
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.
科技成果转让和利益分配机制
以专利论英雄的台湾工业研究院
2011-12-26 09:24 |个人分类:生物技术创新创业|系统分类:海外观察|
http://blog.sciencenet.cn/blog-290052-522095.html
今年夏天来台湾，应邀给在这里举办的亚洲生物技术论坛做演讲（参考博文：“生物技术：小公司如何发展？”），那个会议是台湾工业研究院主办的。会上结识了一批工研院的同行，包括生医所的副所长蔡博士。这次来台湾度假，顺便访问了他们研究院，感受很多。
接待者先安排了二十分钟参观了他们一楼大厅的“成果展览厅”，介绍了他们研究院的结构（主要以电子，绿色能源，生物医疗和信息产业为主）。中央研究院建立三十多年了，是台湾经济腾飞的得力助手，尤其是在电子行业。有关工研院的模式，国内也有不少文章介绍，网上都有：
陈 鹏 李建强 写的“台湾工研院模式及其对建设共性技术研发机构的启”
我很欣赏工研院是看他们的业绩（这个网站有介绍），他们建立以来共申请了一万五千多个专利，技术转让率在20%-30%之间，相当可观。近年来常获国际大奖。在他们的成果展览大厅里面，没有讲他们发表了多少论文，没有论文上了Nature, Science杂志封面的展示。这种以专利论英雄的思路就是他们办院的准则：做基础科研和产业之间的桥梁和催化剂。
在国内我还没有看到这样的研究机构，深圳的先进研究院有些相像。但是规模远没有工研院大，运作也没有他们那么融洽。他们的目的非常明确：是一个跨领域的应用研究机构。
跨领域，就有更多的创新机会；跨领域，就容易领先。注重应用就能成为产业化的引擎，注重应用就要服务于产业。
我参观完展览大厅去员工餐厅吃个便饭（我叫了牛肉面），然后给个演讲（One mPCR technology, two start-up companies: Tech transfer in the US), 介绍了我用一个多重PCR技术在美国创办两个公司的故事和我们的技术平台（iCubate, 免疫组库测序，R10K项目等）。然后和几个PI分别交谈，有几个合作机会。访问大半天，没有喝酒大餐，效率高，诚恳，很满意。感觉他们是做事实的人，对 新技术非常敏感，对新机遇也非常重视。
我问他们那些技术转让都是如何发生的，是他们自己出去找买家？还是人家找上门来？他们说，都有，更多的就是一半国际会议上的随机交流发生的。这个网页有他们生物技术方面可以转让的部分技术。我去看了一下，很多都很有价值。
我还问他们如果研究人员的技术成果转化成功，他们个人能有多少好处？回答是15%, 这比美国的25%-30%要低。在美国，一半是机构得30%, 系部得30%, 个人（团队）得30%.
他们也非常鼓励研发人员创业，成立自己的公司，而且工研院自己还有风险投资资金，可以投入。
更值得注意的是他们有非常成功的经验，因为整个模式就是台湾电子行业腾飞中摸索出来的，按照这个模式应用到不同的领域而已（生物技术，新能源）。
和台湾的中央研究院比，中研院更注重基础科研，而工研院更注重产业化和应用科学。我觉得工研院的模式非常值得大陆学习。
---------------------------
阶段分析:1973-1986 分类: 历史使命 发布时间: 2012-02-15 09:59
http://siat.hpinno.org/article-83
创立之初，工研院主要承担的任务是为产业提供技术支持，提升产业的技术实力。1979年颁发《科学技术发展方案》，提出工研院的任务是接受政府委托研发，辅助产业发展，加强与外界工程学术团体合作和关键技术推广等。
阶段分析：1986-2002
分类: 历史使命 发布时间: 2012-02-15 09:45
随着台湾产业发展迈向创新导向阶段，工研院的定位适时调整为区域科技计划的制定者和执行者。1986年颁发的《国家科学技术发展长程计划》，工研院被定位为任务导向的应用科研机构。20实际90年代初，随着世界区域对技术创新的逐渐重视，工研院在技术供给的角色上加重前瞻及创新的比重，同事也积极转型为市场导向的研究机构。
阶段分析：2002-
分类: 历史使命 发布时间: 2012-02-15 09:40
工研院于2002年完成了《2008策略规划》，将业务方向调整为“产业科技研发，知识型服务，技术衍生价值”，并由此形成新的定位基准：研发创新前瞻科技；育成知识密集型企业；促成知识化服务业；建立产业学院；构筑基础平台；促进永续发展。
“产业界的先锋”，“总经理制造器”！
分类: 扩展阅读 发布时间: 2011-09-08 19:47
http://siat.hpinno.org/article-24
台湾工研院不但是台湾最大的产业技术研发机构，更是开创台湾半导体产业的先锋。1977年，台湾工研院就建立了台湾首座4吋晶圆的集成电路示范工厂，并自1980年起，陆续衍生了包括联电、台积电、台湾光罩、世界先进等半导体大厂，奠定了台湾IC产业起飞；1983年工研院更开发出与IBM兼容的个人计算机，并将技术移转给岛内业者，带动外围产业的蓬勃发展，奠定了个人计算机信息产业的基础。
同时，工研院运用了研发环境的独特性，以及透过绵密坚实的产业网络关系，连结区域或产业之研发能量，积极协助台湾产业发展与升级。2005年起，更为了配合台湾整体区域产业发展政策，强化科技与地方产业的连结，陆续在台南六甲设立了「南分院」、在花莲吉安成立「东部产业服务中心」；未来并规划建置「中分院」，深耕中台湾产业创新的研发专区。
三十余年来，台湾工研院还一直以“科技研发，带动产业发展，创造经济价值，增进社会福祉”为主要任务，从创新研发、人才培育、智权加值、衍生公司、育成企业、技术服务与技术移转等过程，对台湾产业发展产生举足轻重的影响。自成立以来，培育超过70位的产业CEO，育成165家新创公司，累积超过1万件专利，不但为台湾开创许多前瞻性、关键性的技术，并孕育多家台湾新兴科技产业，培育无数科技人才。由工研院转进企业界的员工，许多人实际成为台湾经济的掌舵者，包括张忠谋、胡定华、杨丁元、章青驹、蔡明介等对台湾产业具有影响力的人士，这些工研人在台湾科技产业中，如同织起一张绵密的网，让台湾新兴的科技产业从无到有，屡创佳绩。
由此可见，台湾工研院自建立至今，不仅承担着引领台湾工业研究发展的重任，还在很大程度上为整个台湾社会的经济高速发展做出了自己的卓越贡献！
台湾工研院的成功，告诉了我们什么？
分类: 扩展阅读 发布时间: 2011-09-08 19:48
http://siat.hpinno.org/article-25
台湾工研院在运作模式和实现创新成果转移转化方面的成功经验，归结起来，主要有以下几个方面：
1、从“政府”输血到自身造血的运作模式。台湾的科研机构以前也多是由政府运作的官办机构，与其推行的自由市场经济很不适应。为此，政府开始对科研机构进行体制改革，工研院由此成立，并被定位为独立的非营利性财团法人。在科研机构改制之初，由于科研机构自身造血机制不完善，实力不足，因此在初创期，政府对工研院给予全额资助。正是由于充足而稳定的经费支持，工研院得以生存和发展。随着工研院自身实力的增强和造血功能的健全，政府逐渐减少直接投入，工研院自身也逐步减少对政府的依赖，通过对产业界的技术成果推广和科技服务获取收入，直至走上自主经营的良性发展轨道。
2、全方位开放式研发体制。这表现在多个方面：一是工研院一方面自身研发技术，另一方面也吸收引进技术，并消化改进。大规模集成电路技术即是吸收引进消化技术的典范。二是工研院在与大企业进行广泛合作的同时，也与高校和科研院所合作，建立研发的战略联盟。三是工研院在立足本岛的同时，广泛开展国际合作，借助国际资源，推动台湾产业技术由“追随者”向“引领者”转变。四是工研院的开放性还表现在它的开放实验室上，开放实验室为产业界提供研发设备和服务，开展联合研究开发，研究成果双方共享。此外，工研院的开放性还表现在鼓励人才扩散上，即在鼓励技术向产业界流动的同时，还鼓励技术人员向产业界流动，成为中小企业发展的重要人才库。
3、独特的企业孵化机制。工研院在企业孵化机制上不断创新，促进科技型企业的发展。一是实施实验工厂计划。通过实验工厂，对技术进行改良，将实验室技术转化成可向企业输出成熟的产业技术，降低了技术成果产业化的风险。二是将技术和人才整体输送给企业。工研院通过科技成果转化和产业化把新技术输入企业的同时，还把相关的人才一并输送给企业，体现培育产业技术领导人才的目标。三是提供全方位的孵化服务。工研院创设了孵化中心，各研究单位广设技术服务中心。孵化中心的企业可以使用实验室及设备，同时，孵化中心还为企业提供投资、技术、法律、培训、管理等全方位的服务。
4、政产学研的整合机制。在政产学研的链条中，工研院处于链条的核心位置，位居技术研发和产业化的关键节点，具有统合创新资源的功能，同时，政产学研也因工研院的作用而更好地促进了技术创新。对于“政府”来说，工研院与“政府”有着天然的联系，是官助民办，实践“政府”的产业科技政策，并为“政府”的科技政策完善提供依据。对于产业界来说，工研院走应用技术开发之路，贴近企业需求，为企业提供服务，并与产业界组成广泛的战略联盟。同时，工研院的非营利特性又为工研院和产业界的合作提供了良好的体制条件，消除戒备心理，更有利于良性互动。对高校和其它科研机构来说，工研院的角色、地位和成就使其具有重要影响力，有利于与高校之间的合作。
台湾工研院创业育成中心
http://siat.hpinno.org/institute-25
简介
创业育成中心成立于1996年，设于新竹中兴院区的综合大楼，邻近新竹科学园区及清华、交大两所知名大学。其前身是工研院开放实验室，后拓展到创业育成中心，目的是培育商业运营为目标的技术开发，而非纯技术性的开发。育成中心提供空间、人力及软硬件设施，并结合创业投资基金、大学院校及政府部门企业辅导体系等资源，形成一个具有商务服务、管理训练、资金支持、技术支持等多项功能的整体服务中心。
--------------------------------------------------
台湾工研院模式及其对建设共性技术研发机构的启示
陈 鹏 李建强（上海交通大学，上海 200240）2010-09-30
http://www.zggxkj.com.cn/?module=show&id=244
台湾工业技术研究院（简称“工研院”）走过的30多年，见证了台湾经济从一个以农业、手工业为主的经济体向一个以科技创新为主的经济体的转变历程。在这个进程中所形成的工研院模式，对于正在探索构建中国自主创新体系的大陆产业界具有重要的借鉴意义。
1 台湾工研院的定位及其对产业发展的贡献
上世纪60～70年代，台湾经济发展进入新的阶段，面临着改造工业结构的迫切任务，工研院应运而生。工研院以非营利财团法人的身份，主要从事应用性科技研究，致力于为中小企业服务，推动产业技术进步，开创了台湾工业化、现代化历史上新的一页。
1.1 工研院的定位与任务
工研院作为台湾实施“科技导向”发展战略中一项重要的政策工具，在产业发展的不同阶段，不断转换角色定位，也因此而获得持久的生命力。
创立之初，工研院主要承担的任务是为产业提供技术供给，提升产业的技术实力。1979年颁布的《科学技术发展方案》，明确提出工研院的任务：接受政府委托研究开发，辅导厂商研究发展，加强与外界工程学术团体合作、关键性新技术引进与推广，协助中小企业研发，针对关键性新技术及新产品进行市场分析及经济评估，设置小型实验工厂，推动试验及试制服务，积极筹设能源研究所等。工研院由此成立了创新技术转移公司，在台湾产业转型和起飞之际扮演了关键角色。
随着台湾产业发展迈向创新导向阶段，工研院的定位也适时调整为：成为区域科技计划主要执行者、科技政策制定的参与和执行者。1986年台湾拟定《国家科学技术发展长程计划》，工研院被明确定位为“任务导向的应用研究机构”。上世纪90年代初，随着世界各国、各区域对技术创新的逐渐重视，工研院在技术供给的角色上加重前瞻及创新的比重，同时也积极转型为市场导向的研究机构，通过产业服务的强化及开放实验室设立，提供产业界及区域所需要的技术及服务，协助政府开创新兴产业。除此之外，工研院也开始扮演区域创新体系连接点的角色，强化国际合作、学界合作，建构研发联盟及重视台湾南、北勾连。
工研院于2002年完成了《2008策略规划》，将业务方向调整为“产业科技研发，知识型服务，技术衍生价值”。并由此形成新的定位基点：（1）研发创新前瞻科技；（2）育成知识密集型企业；（3）促成知识化服务业；（4）建置产业学院；（5）构筑基础平台；（6）促进永续发展。尽管在后来的发展中，工研院也出现困难和面对挑战，但引领科技前沿，不断推进产业升级、转型的宗旨可以说是一以贯之。
1.2 工研院对台湾产业发展的主要贡献
在台湾产业发展的过程中，工研院的贡献是卓著的，它不仅促成了台湾产业技术的提升和产业结构的转型，而且促成了决定产业发展的两大力量——科技与市场的有效结合，成为台湾产业制度创新的重要依托。
（1）提升了台湾产业的技术实力。
从传统产业到高技术产业，工研院一直扮演着科技龙头和创新引擎的角色。工研院以企业需求为考量进行技术的研发，并以各种方式转移给产业界，带动台湾高科技企业的建立和发展。例如，从美国RCA引进集成电路制程与设计技术，奠定了半导体产业发展的基础，同时衍生出如联华电子公司、台积电等一批与IC相关的公司。国际领先的科技成果直接进入产业界，快速提升了台湾产业的技术实力和竞争力。
除技术开发和转移外，人才培养也是工研院对产业发展的重大贡献之一。工研院不仅自身培育了一大批专业技术人才，还积极延揽海外优秀科技人才来到台湾。这些优秀的人才，通过自行创业或者进入企业成为技术和管理骨干，大大提升了企业的内涵和持久的实力。
（2）推动台湾实现了产业的再造。
通过关键技术的研发转变产业结构。除了与个别厂商进行技术合作之外，工研院的技术开发更多是面向整个产业技术提升的，其中最典型的就是台湾的《科技研究发展专案计划》：由政府选定具有高附加值、市场潜力大、能耗少的前瞻性共性技术，工研院组织和推动研发，通过关键共性技术的突破带动产业结构的提升。如半导体、动力机械、电脑系统、通讯电子、光电系统、生物医药等关键技术的研发，都带动了台湾相关产业的蓬勃发展。
基于工研院形成产业集群。高技术产业集群的形成依赖于高科技人才和研发中心。工研院因为具备这样的双重储备而成为产业集群的关节点。以IC产业为例，工研院就是以芯片制造这一关键技术切入，产生了带动整个产业发展的作用。芯片制造是IC产业链中最关键的一环，工研院从国外引进相关技术后，投入大量的人力与资本进行研发，鼎力扶植联电和台积电（其中台积电就得到了从1990到2000为期10年的技术授权和后续技术支持）。关键技术的制造环节发展成熟之后，又带动了上下游相关企业的发展，IC设计、光罩、封装、测试等企业得以汇聚，形成了集群效应。工研院初期设立的衍生公司虽然只有联华电子、太欣半导体等，但产生的效应却是促成上百家的企业的发展。台湾政府之所以选择新竹作为科技园区的所在地，就是考虑了工研院的辐射效应。
（3）促进了台湾产业的制度创新。
工研院设立本身就是一项重大的制度创新。1980年代以后，为应对台湾经济形势的转变，政府提出了“自由化、科技化与国际化”的经济发展政策方向，工研院作为一项重要的制度创新，成为配合政府政策推动产业科技化的主要力量。首先工研院被界定为财团法人，避免了它成为低效率的政府机构；其次，衍生公司的设立避免其陷入国营企业的窠臼，并且在适当时机让股权上市，使高科技产业能从资本市场不断获得资金的支持；其三，工研院还致力面向国际，不断拓展与国际的交流与合作。这在台湾地区的产业历史上，都是带有创造性的。
工研院影响和带动了与技术研发相关的制度创新。工研院的主要任务是研发技术，但在其发展过程中积累了许多知识产权保护、技术转移合同订立等方面的经验，由此，工研院既成为台湾知识产权保护制度最完善的组织，也促使这个区域技术扩散的能力和水准得到大幅度提高。
工研院还促成了台湾《科技基本法》的制定。工研院原先的研发成果长期受到《国有财产法》的限制，只要是由政府出资资助的科技专案，研究成果一律属于国有财产，工研院在将研发成果向产业转移的工程中，受到很多制约，无法自由地与民间产业订立契约。《科技基本法》则规定政府出资或委托的科技研发成果，其知识产权将全部或部分属于研究机构和企业所有或授权使用，不受国有财产法的限制。这项立法内容是科技发展制度方面的一大突破，工研院在这一过程中功不可没。
2 工研院的管理结构和运作机制
2.1 组织管理结构
工研院的组织结构是随着外部环境的不断变化，包括经济导向、政策方向，以及研究院不同时期的策略方向而不断调整和转变的。近年来，为适应产业技术发展需求，工研院对内部资源进行了整合，形成了更为成熟的管理结构。其核心业务机构六个所、两大中心，被组织建构为三大社群，以围绕研发事业、技术任务、专业服务三大支柱进行编组。基础研究所集中进行核心技术的研究，主打技术引领和扩散；焦点中心以及分属的五个中心则以任务为导向，主要整合集中内部创新资源，分门别类，快速抢占新科技的制高点；连结中心主要整合行政服务、咨讯、技术转移等部门，为工研院提供各类服务，如展示原创概念、产业发展信息、情报收集与技术服务等。这一组织结构灵活机动，强调资源共享，跨领域整合运作，以及灵活快速回应外界的需求，进而从体制上保障了整个机构的正常运转。
2.2 运作机制
图2 工研院收入来源
（2）研发项目选择机制。
工研院研发项目的选择始终以产业为导向。无论是为满足产业的技术需求而进行的研发，还是以技术为出发点创造新兴产业，产业的先期介入都是研发项目选择的重要方式。早期，项目的选择一般都要经过调查企业的实际情况、邀请产业界及学界专家参与评审，或者以业界参与合作的方式，以确定拟研究的技术发展方向符合产业需求。为适应产业情况的不断变化，工研院以技术为出发点成立研究单位，如应环保成立防污中心，应通讯技术成立电通所等，然后以产业需求决定技术项目，“一个研发单位”对应“一个产业类别”。随着产业界能力的提升，工研院研发项目的选择也逐渐整合，并特别重视前瞻性，不再由原来的各单位简单对应各产业。对于那些预期能较持久具有创新性的产业，投入更多的资源和人力，体现了与时俱进的思路和谋略。
（3）技术研发机制。
工研院所进行的研发注重与学术界、产业界错位进行。基础研究主要由学术界来承担，生产技术及配合销售则尽量由产业界完成，工研院则关注前瞻性和共性应用技术的研发。但是，它与学术界、产业界又是紧密合作的。因此，其技术研发机制主要包括自行研发、技术引进，以及与产业界、学界合作研究等多种形式。
自行研发主要由工研院的各个所或中心为主进行，但自行研发也非常重视满足产业界的需求。
技术引进在台湾高科技产业发展过程中曾起到非常重要的作用。工研院创立初期没有集成电路等高技术，为了迅速掌握其中的关键技术，工研院承担了引进技术开发初期的技术风险和人才培育工作。如上世纪70年代中期，台湾把集成电路产业作为发展高科技产业的目标，工研院选派一批优秀人才赴美国RCA公司学习半导体制造技术，以及半导体企业的厂务、会计、生产作业等一系列技术管理、经营控制等。工研院利用从RCA转移来的技术和经验，建立了试验工厂，制造出集成电路，促成了台湾集成电路制造业的形成和发展。
工研院也是一个非常开放的系统，它与产业界、学界建立了广泛的联系。工研院研究的课题不仅可以在同类研究机构中进行，也可以与企业合作研发。技术人员的交流更是如此。工研院是中小企业发展重要的人才库，它鼓励技术研发人员向企业转移，也鼓励科技人员创办科技型企业。为加强与企业界的互动，并有效运用研究机构的研发资源，工研院还推动了开放实验室的建设，由企业就特定研究主题与工研院进行合作研究，其目的是藉此拉长产研合作的纵深程度，建立从研发、产品开发，至新创企业、产业发展的一条龙运作体系。工研院与大学的合作，则主要包括人员合聘、借聘、学术研究的合作、研究生的培养、场地与设施的共享，以及建立联合研究中心等。
（4）技术扩散机制。
为实现产业技术升级，工研院有意加大技术扩散的力度。其技术扩散的主要方式有：
① 技术转移。针对个别企业的技术合作与技术服务，针对多家企业的共性技术的研发，针对产业内尚未有承接对象的前瞻性技术创新，着眼于政府产业发展战略而进行预先研究，都是工研院技术转移的方向。
② 衍生公司。根据工研院的政策，凡由工研院正式规划核定，将某一成熟技术连同关键人员一并转移而成立的公司为衍生公司。工研院通过建立衍生公司把新技术快速带入产业。衍生公司采用的技术一般均是突破性的新技术，所生产的是关键产品，既可以创造需求，又提供投资机会，从而带动新兴产业的发展。
③ 孵化创新企业。工研院成立了孵化中心和投资公司，培育可以商业化的技术和创业企业。凡符合高科技创业要求的（其技术必须是创新的，或者在台湾处于先进水平，而且将对现存企业和产业能够起到带动作用），个人及成立18个月之内的新公司均可以申请进入孵化中心。孵化育成期为3年，工研院提供场地和部分初始投资，还提供商业咨询、法律信息等服务，以及投资、技术服务、培训、行政管理等支持。企业成功孵化后，通常将一部分股权或者捐赠作为对工研院的回报。
3 借鉴与启示
台湾工研院作为一个非营利性的应用技术公共研究机构，其运作无疑是成功的。它的功能定位与运作模式，对于我国大陆各地正在尝试建立共性技术研发机构具有重要的启示和借鉴意义。
3.1 非营利性应用技术研究机构是以有限的资源产生巨大产业效益的有力杠杆
在经济起飞初期，鉴于国家和地区整体的科技水平和企业的研发能力均较薄弱的现实，依靠个别企业现有的能力很难形成有竞争力的创新能力和产业效益，由前瞻、共性为标帜的应用技术公共研究机构能很好地起到整合积聚政府、产业、科研部门，以及高校力量，实现由技术研发提升产业技术水平，发挥以研发投入带动产业发展的杠杆作用。
3.2 非营利机构的性质和企业化经营的有机结合，保障了工研院的研发始终以“未来”为导向
工研院一直希望能跑在产业界的前面，做产业想做但做不了，或者欲做不敢做的事情。非营利的机构性质和企业化经营的有机结合，成为其重要的保障。
工研院没有股东，所以，它的盈余不会分散到股东手上，而是留在工研院内部转为新的研发投资，这种非营利的机构性质可以保证其有比较多的经费用于做未来的事情。另一方面，工研院采用企业化经营，保证了它始终把经营和效益放在重要的位置，只有经营好了，效益好了，才能有更多的资金支撑它做一些更未来、更长远的事情。两者相辅相成，相得益彰。
3.3 紧密结合内外环境、政府政策与产业需求的变化，使工研院的发展始终保持旺盛的生命力
对于工研院来说，技术扩散和技术研发同样重要，甚至更为重要。技术扩散必须面向产业，必须与时俱进，适应产业内外环境的变化。如1970年代，工研院的技术发展策略重点是引进和延揽高科技人才，运用政府资助的研发经费，发展产业技术项目。1980年代，以提高产品附加值的研发为主，并转移到产业界，进行商品化及大量生产。1990年代，配合产业发展的特定需求，主要开发核心技术、关键性零组件以及新产品。2000年后，随着经济高度国际化、自由化和整合化，工研院以前瞻性与创新性技术的研发为主，创造新的产业发展。正是这种不断变化和调整，使工研院的发展始终保持旺盛的生命力。
3.4 开放性的运作系统，促成工研院位居区域创新体系的中心
工研院的开放性表现在许多方面：研究课题的合作研发，技术人员的自由流动，产研合作的开放实验室，与大学、国际的联合研发，面向产业的全方位服务等等。这种开放性使得工研院可以积聚政府、学术界、产业界及国际等资源，整合各种创新要素，运用于产业创新；也有利于工研院在产业创新的过程中位居技术开发和技术扩散的中心位置，成为区域创新体系的重要联结点。
3.5 与著名大学在空间上的集中配置，形成高科技产业的积聚效应
台湾地区政府在推动高科技产业发展的过程中，充分考虑到著名大学[清华大学(台湾)、台湾大学等]在技术和人才上的优势，有意在他们周围形成积聚效应。使高科技企业引进人才的成本降低，信息交流传递的机会增大，咨讯流通速度加快，最终使得技术创新变得畅通无阻。而技术创新元素则成为高科技产业发展的强大动力。这种物理时空上的设计和考量，也是工研院获得成功的重要原因。
3.6 政府在工研院的成立和发展过程中，应该起到至关重要的主导作用
提升国家产业技术层级、带动产业发展，加强企业的国际竞争力，是经济发展的重要课题。工研院的建构可以说是解决这一重要课题的绝好政策工具。工研院成立之初被赋予的任务就非常明确，即改善区域产业机构，引进外国先进技术，培育技术人才，基本上是为政府提供间接服务，或者说是政府职能的延伸。因此，政府在其运作过程中通过拨款补贴、项目引导、制定规划、参与董事会与监事会等方式发挥主导作用。既为势所必然，又乃顺理成章。可以说，没有政府在前期和整个发展过程中的鼎力扶持，共性应用技术机构是很难正常分娩的，工研院的成功起飞也是难以想象的。
以上六条，没有主次之分，难作伯仲之别，对于关键和共性技术研发机构的建设几乎具有同等的意义。台湾工研院经营30年，比较完整地提供了这些领域的借鉴。当下，为转变经济增长方式，提升产业能级，我国各地正积极兴建产研院或工研院，但愿台湾新竹之石，可为我们攻玉之资。
[本文为上海市科技发展基金软科学研究重点项目（09692102100）中的部分内容]
台产汽车想以零关税抢攻大陆
信源：苹果日报｜编辑：2014-01-21
台湾工研院1月21日表示，台湾制造业受惠全球经济复苏趋稳，今年产值可望成长3.09%；但中国大陆经济放缓及进口替代，使台湾制造业景气面临约20%的衰退风险。但台湾车辆公会处长黄文芳则表示，台产车若以低关税或零关税进入中国大陆，只要10万辆比重就很大。
财团法人工业技术研究院产经中心(IEK )21日举办“2014年制造业景气展望”记者会，发表第14季IEK制造业趋势预测模型(IEK-CQM)预测，包括金属机电工业、资讯电子工业、化学工业及民生工业等四大制造业。
工研院指出，占台湾制造业产值约三成的金属机电工业随着全球景气好转，出现回温，预估产值可微幅成长1.62%。资讯电子工业(占近三成)中，智慧手机(大陆称“智能手机”)、平板电脑仍是带动成长的主要动能，但面板将面临日、韩、中国大陆竞争等挑战，预估产值成长4.79%。
化学工业(约占31%)整体景气持平，产值成长放缓至3.14%；民生工业(占近10%)小幅成长1.86%。其中，金属机电工业的汽机车产业中，工研院资深研究员石育贤表示，受惠新车上市，近期汽车整车厂商营收表现佳。
2013年全年汽车整车厂商营收总和由负转正成长3.7%，其中以裕隆成长性最高，和泰及裕日车以2013年第四季成长最佳。石育贤指出，台湾汽车销售在2005年达到高峰后逐年下滑，2009年因减征汽车货物税刺激买气提升。其后在台湾内外景气状况平疲下，台产汽车销售已连续三年维持在34.1万辆左右。
由于台湾汽车生产以内销为主，在少子化及所得成长有限情况下，长期来看台湾汽车内销市场成长性受到限制。台湾车辆公会处长黄文芳表示，以前台产车在台湾市占率约87%，但因关税下降，进口车竞争力提高且选项多，台产车占有率下降。到2013年，台产与进口车的比例7比3，这种趋势将持续。
黄文芳指出，台产车必须要有出路，就是如何打开外销，未来两岸经济合作架构协议(ECFA)后续谈判，希望台产车可以低关税或零关税进入中国大陆，如果有机会外销至大陆，只要10万辆到大陆，比重就很大。
台湾工业研究院：“产业开路先锋”如何炼成
（作者：沈春蕾，林耕接受采访并审阅修改）
[本博按语] 大部分企业单凭自身力量，很难为其知识产权提供全方位的保驾护航。而就台湾工研院如今的做法来看，其在引领企业研发创新、实现产业化并走向国际等工作中，以知识产权增强企业核心竞争力的手法愈发凸显。
《中国科学报》 (2012-01-01 A31 转化)来源：中国科学报http://news.sciencenet.cn/sbhtmlnews/2012/1/252839.shtm?id=252839
发布时间：2012-1-1 21:2:42
前不久，北京工业大学与北京市科学技术研究院合作共建的“北京工业技术研究院”签约仪式在京举行。与此同时，山西也正在酝酿工研院建设。此前，广州、上海紫竹、深圳以及昆山工业研究院、浙江大学工业技术研究院等一批工研院已经建成并在运转之中。作为促进产学研合作、引领新兴产业创新的一种模式探索，我国工研院热度不断升温。
没有一种工研院模式是可以直接照搬复制的，那么，究竟适合中国创新和产业发展的工研院模式应该是怎样的？台湾工研院、日本筑波产学研基地、德国弗劳恩霍夫应用技术研究院等国际成功经验又将有哪些借鉴意义？
■本报见习记者沈春蕾
台湾工业技术研究院（以下简称台湾工研院）有一串数字使人震撼——39、5758、83%。这3个数字表明：成立39年的台湾工研院，一直以技术创新、产业引领为己任。台湾工研院重视人才，如今有5758名员工，其中科研人员占83%。
上个世纪80年代，台湾地区获“亚洲四小龙”之称，那里飞腾出了台积电、联合电子等世界知名的高科技公司。台湾工研院用科技的翅膀引领地区经济和科技的发展，其打造的科技产业链更是深深植入全球经济。“在20年的时间里，台湾的半导体工业从无到有，台湾工研院发挥了不可估量的作用。”北京联合大学台湾研究院经济所副所长孙兆慧对台湾工研院给予了高度评价。
推动劳动密集向技术密集过渡
上世纪70年代初，时任台湾“经济部”部长的孙运璇先后走访了日本、韩国、东南亚和美国等地。考察之后，他认为台湾当时的经济环境很不理想。孙运璇深信，台湾唯有摆脱劳动密集型的产业发展模式，转向技术密集型，才能彻底让台湾经济转型、起飞。
因此，孙运璇提出建立台湾工研院，该院将从事与产业发展相关的技术产品研发，为中小企业提供技术和服务支持，并实现技术成果向企业的转移。
在1973年，台湾“立法院”通过《工业技术研究院设置条例》，先立法后设置，从法律上保证了台湾工研院能够顺利运营。另外，台湾工研院的创建资金主要来自政府部门，整合了原“经济部”所属联合工业、联合矿业和金属工业3个研究所的资源，改制设立非营利财团法人。与其他科研机构相比，这是一类特殊的法人形式。
“台湾工研院非营利财团法人形式，虽不追求自己的经济效益，但却通过与产业的紧密协作、为产业提供具体服务。这些可以量化考核的实操行动，最终体现到追求社会效益的最大化，同时还能保持自身运作的高效率。”中科院广州分院院省合作协调委员会副主任、研究员刘民义对非营利财团法人模式给予高度评价。
加速产业技术发展、协助产业技术升级和开创新型科技产业，是台湾工研院成立之初确立的三大任务。有台湾学者专家认为，客户需求、技术研究和产业化流程都应该有明确的划分，不同对象和阶段的服务方式不一样。这要求台湾工研院应该根据实际需求，结合不同特点作出细分，明确不同阶段的企业需求和产业需求，以达到服务产业的目的。
技术创新和服务创新
“工研院的一个重要使命就是开创新的产业！”对台湾工研院颇有研究的北京技术市场顾问林耕说。
1976年，台湾工研院吸收美国海归人员，引进半导体技术；1977年，首家集成电路示范工厂成立；1980年，联华电子自工研院移转技术，成为台湾地区第一家专业4英寸晶圆制造公司，开创研究机构整体技术移转，建立民营企业之先河。
如今，台湾工研院通过技术转移的方式从带动了一家企业诞生、成长，到不断转移技术、多家企业成立，再到形成企业聚集，带动了产业发展，最终成就了台湾半导体产业的发展。
早前，台湾为产业发展订立了一个1960年~2020年的发展规划：由劳动密集型、资本密集型、技术密集型、创新密集型最终发展到创新和知识密集型，现在台湾正处于创新密集型发展阶段。通过几十年的发展，台湾工研院为经济发展营造了良好的环境，技术创新成为经济成长的主要驱动力。
如果说，在上世纪70年代，台湾工研院是经济和科技创新发展的必然产物。那么，在新时期，台湾工研院同样将被赋予引领科技发展、为企业国际化保驾护航的新使命。
工研院已成为台湾创新体系不可或缺的重要力量。台湾工研院现拥有员工5758人，其中研发人员约占83%，硕士和博士约占75%。台湾工研院有一套完整的技术研发和成果转化体系。据2008年的统计数据显示，台湾获得专利的累积数量为8717件，人均获得授权专利平均1.51件。
除了为企业提供技术解决方案，台湾工研院还提供一套完整的知识产权管理服务，包括评估、授权、侵权分析、协助债权等系列服务，将专利作为企业参与国际竞争的利器。
林耕认为，大部分企业单凭自身力量，很难为其知识产权提供全方位的保驾护航。而就台湾工研院如今的做法来看，其在引领企业研发创新、实现产业化并走向国际等工作中，以知识产权增强企业核心竞争力的手法愈发凸显。林耕说：“企业在研发之前，需要提供专利分析和评价工具，找到技术空白点，然后在此领域进行研发；否则极易出现专利撞车，致使企业利益受损。这也是创新方法的核心点。”
另外，台湾工研院还从源头上控制申报专利的质量，力争最大化体现授权专利的核心价值。“任何一件有价值的专利的出售并不能体现它的相应价值，而应该是通过专利组合的形式打包出售，这就要求专利的筛选和评估工作到位。”林耕说。
开创新兴科技产业
现如今，台湾工研院的发展步入了转型阶段，原来扶植的企业已经发展壮大，对工研院的依赖逐渐减少，台湾工研院正在寻找新的商业机会，以整合优质资源，加强自身孵化器的功能。
中关村科技园区管理委员会曾赴台湾工研院进行实地考察发现，在台湾工研院里有很多课题供科研人员选择。有的课题来自企业市场方面的需求或委托，抑或由工研院科研人员对科研院所的成果直接进行选择；一旦发现具有产业化前景的项目，科研人员便想尽办法促使项目留在工研院进行研发。在台湾工研院孵化的结果是：技术变成产品，产品和团队一块儿孵化出去变成公司，进而壮大形成一个产业。
“世界级的研发机构、产业界的开路先锋”是台湾工研院的愿景，其期望通过科技创新及整合应用，为产业创造领先产品及品牌价值。因此，在新的经济和产业发展形势下，2007年台湾工研院提出新的定位，针对尚未出现的产业进行前瞻性开发。
随着台湾工研院定位的新转变，台湾工研院正努力跟各相关单位接触，希望结合政府部门、学术界、产业界和海外的资源，形成创新模式，寻找创新科技产业。为此，台湾工研院不断组织人员参加各地的科技类博览会、展览会和论坛，寻求各类合作机会，为开创新兴产业作好充足的准备。