本研究以知名學者、專家在「商業模式創新」、「技術創新」與「管理創新」等模式的卓見，探討價值創新流程架構以及「技術創新」與「管理創新」整合策略循環，從外部市場為起始點，瞭解企業應該將資源作如何的分配；是改善現有產品與服務的價值鏈，或者是加緊腳步在開發新的市場空間，這都需要依賴創新來完成。
以本研究所整理的價值創新流程架構而言，價值創造是由外部市場的需求回饋到技術創新、管理創新，一直到成功的外部市場活動，完成一輪循環才能真正創造出價值。而企業在進行這樣的循環是不停歇的，除非這個企業已經不打算進行持續的經營。否則，在外部市場中各項產品與服務終將面臨所謂「產品生命週期」的考驗，無論眼前的產品與服務是處於產品生命週期的那個位置，一個持續經營的企業仍然要進行技術創新與管理創新的整合策略循環，如此才能保證其下一輪的產品與服務能夠在產品生命週期上往前躍升，例如從衰退期往創新期躍進，或者延續成長期的時間，這樣的企業就可在不斷的價值創造下維持營收與獲利，得到企業持續經營的動力與能量。
因此，本研究所整理出的價值創新流程架構，「商業模式創新」，「技術創新」與「管理創新」整合策略循環，可作為檢視企業經營之參考，而不單只是將重點聚焦在顯現在外部市場的價值曲線。如果企業可在檢視價值創流程時，將流程架構中的每一段作更完整的補強，將有助於企業的價值創新。周而復始的循環的完成策略循環，企業將可確保持續的經營與成果。
另外，站在銀行授信的角度，以往企業要進行多角化與轉型投資，在進行投資標的選擇時，往往受到技術創新的吸引。本研究所整理的價值創新流程架構以「商業模式創新」及「技術創新」與「管理創新」整合策略循環來看，在生產製造管理、內部管理、行銷管理等等方面都必須和技術創新作很有效率的整合，才能真正讓創業投資獲致成果。策略循環來檢視投資標的，針對每個階段予以評比，同時檢視本身所擁有的資源是否可加以挹注而獲致補強，將有助於提高投資的成功機率。

This research is based on the excellent Moore Theory about 「business model innovation」、, 「technology innovation」and 「management innovnation」 which is to discover how to arrange the source properly to improve the business. Either the source to upgrade the product or service or develop new products which is all rely on innovation.
For the reason of rapid development, variation and other effects, the rising and declining of enterprises were difficult to be anticipated and predicted.Only the enterprises, products and services which created values in reality can survive the competitive market,otherwise they would fade away from the competitive market as a process in the product life cycle from development, growth, mature to the end of decline.Although the industrial environment is competitive severely, there are still a lot of excellent enterprises which are creating all new values.The research is trying to find more relationships between the process and framework of value innovation and those excellent enterprises which are domestic corporations to create all new values of utilizing some processes.
From the case studies of domestic corporation, all the corporation create values in reality by a strategic cycle from external market demands feeding back to technology innovation ,business model innovation and management innovation until the successful activities in external market. These domestic corporations proceed the strategic cycles constantly to complete preparations for the constant rule of every producy or service in the product life cycle. No matter in which period of aproduct life cycle the product or service is, acontinuous operation enterprise should go on the strategic cycle of business model innovation, technology innovation and management innovation to assure the next product or service of upgrading in a product life cycle.
Besides, by the view of Bank, if you could show them the result from innovation on
Business innovation, technology innovation and management innovation which make them believe the opportunity to be successful and which will encourage the bank to loan.

（一） 中文資料：
1、同泰電子公開說明書，民國95年。
2、志信國際股份有限公司年報，民國92年、93年及94年。
3、經濟部科技專案計畫研發成果彙編，民國85年及86年。
4、經濟部技術處業界開發產業技術計畫，民國89年、93年及94年。
5、應華精密股份有限公司年報，民國92年、93年及94年。
（二） 英文資料：
1、Geoffrey A.Moore（2004）“The old Innovation Stategy”, Harvard Business Review (August 2004)
2、Robert F. Bruner, Joseph R. Perella (Foreword by)(2004), Applied Mergers and AcquisitionsPhilip
3、Gary Hamel (2006), “The Why, What, and How of Management Innovation”, Harvard Business Review (February 2006)
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6、Philip Kotler (2003), A Frame Work for Marketing Management, Second Edition.
7、Larry Huston, Nabil Sakkab (2006), “Connect and Develop: Inside Procter & Gamble's New Model for Innovation”, Harvard Business Review (March 2006)
8、Fernando Suarez（2005），“The Half-Truth of First-Mover Advantage”, Harvard Business Review (April 2005)
9、Eric Von Hippel, Stefan Thomke, Mary Sonnack (1999), “Creating Breakthroughs at 3M”, Harvard Business Review on Innovation
10、http://www.innocentive.com/
11、http://www.ninesigma.com/
12、http://www.yet2.com/
13、http://www.yourencore.com/