高科技產業的發展與變化極為快速，所創造的經營模式與成果構成新經濟(New Economics)的基礎。但高科技產業的發展快速、多變以及其他各種原因，高科技產業中的企業興衰呈現出難以預見和捉摸不定的情形。在市場競爭的舞台上，唯有能夠真正創造價值的企業、產品與服務得以留存下來，否則將如同「產品生命週期」一樣，從創新期、成長期、成熟期，一直走向衰退期，最後在市場競爭的舞台上消逝。由於產業環境競爭激烈，仍然存在創造全新與卓越價值的企業，本研究自行研究發展出價值創新流程與架構，並且從架構中的「技術創新」與「管理創新」的整合，一直到成功的外部市場活動所形成的價值創新循環，針對國內的個案作分析，探討「技術創新」與「管理創新」整合模式和創造全新與卓越價值的企業之關係。
本研究自行研究發展出的價值創新流程與架構，從國內的個案分析中，各個企業的價值創造都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。而這些企業進行這樣的循環是不停歇的，對於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」的考驗作事先準備。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持續進行技術創新與管理創新的整合策略循環，才能確保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。

The fast developments and variations of high tech industries created the successful business models and achievements which constituted a foundation of new economics. For the reasons 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. This research integrates the concepts of technology innovation and management innovation with successful activities in external market to build up the process and framework of value innovation. 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 corporations, all the corporations create values in reality by a strategic cycle from external market demands feeding back to technology innovation, 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 product or service in the product life cycle. No matter in which period of a product life cycle the product or service is, a continuous operation enterprise should go on the integrating strategic cycle of technology innovation and management innovation to assure the next product or service of upgrading in a product life cycle. Such an enterprise, which goes on the integrating strategic cycle of technology innovation and management innovation to upgrade the period in a product life cycle from decline to development, will get a sustainable growth of revenue and profit by continuous value innovation that are the necessary driving forces and energies for a continuous operation enterprise.

（一） 中文資料：
1、經濟部科技專案計畫研發成果彙編，民國85年及86年。
2、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。
（二） 英文資料：
1、Andrew Hargadon, Robert I. Sutton (2000), “Building an Innovation Factory”, Harvard Business Review on Innovation.
2、Eric Von Hippel, Stefan Thomke, Mary Sonnack (1999), “Creating Breakthroughs at 3M”, Harvard Business Review on Innovation.
3、Gary Hamel (2006), “The Why, What, and How of Management Innovation”, Harvard Business Review (February 2006).
4、Larry Huston, Nabil Sakkab (2006), “Connect and Develop: Inside Procter & Gamble's New Model for Innovation”, Harvard Business Review (March 2006).
5、Philip Kotler (2003), A Frame Work for Marketing Management, Second Edition.
6、W. Chan Kim, Renée Mauborgne (1997), “Value Innovation: The Strategic Logic of High Growth”, Harvard Business Review on Strategies for Growth.
7、W. Chan Kim, Renée Mauborgne (1999), “Creating New Market Space”, Harvard Business Review on Innovation.
8、W. Chan Kim, Renée Mauborgne (1999), “Knowing a Business Idea When You See One”, Harvard Business Review on Innovation.
9、W. Chan Kim, Renée Mauborgne (2005), Blue Ocean Strategy.
10、http://www.ninesigma.com/
11、http://www.innocentive.com/
12、http://www.yourencore.com/
13、http://www.yet2.com/