本研究討論品牌與創新等議題，探討臺灣科技產業，個案廠商包括Acer、ASUS、trend-micro與D-LINK朝自有品牌發展成全球知名品牌。分析動態能力、創新價值與品牌權益建構過程。
本論文採用定性研究之個案研究方法，並且引用Helfat 和Peteraf (2003)能力生命週期(Capability Lifecycles, CLC)與動態能力(Dynamic Capabilities) 概念，進行文獻與企業個案研究。研究目的與步驟包括：一、文獻探討動態能力、能力生命週期及創新價值。二、進行動態能力與創新價值相互關係探究。三、分析創新價值與品牌權益發展六階段，就個案企業品牌權益建構過程如何受環境影響，以及創新價值與品牌權益建構程序之關係。最後，對品牌個案企業進行比較分析。
研究結果包括：一、品牌企業掌握技術創新機會，能夠促使廠商朝正確方向進行研發創新。技術變化快時，增加研究開發時程或產品開發困難度，技術創新能力就相對重要。二、品牌企業重視行銷與研發，反觀既有代工以生產製造為主，品牌與代工彼此資源與技術能力衝突，最終造成品牌與代工分家。
三、品牌權益與創新價值不易量化，為能深植企業形象於消費者心中，品牌企業可藉由品牌代言及獨特形象之塑造，並藉由技術創新能力、產品創新、服務品質提升、良好顧客關係維繫、營運流程創新及人力資源國際化等方式，從而創造、傳遞及累積品牌企業價值，以開啟品牌發展新頁。

The research used local own-brand in science and technology industry of Taiwan, such as Acer, ASUS, trend-micro, and D-LINK who try to develop into global name brands to discuss the issue of brands and innovation. Analyze the progress of building Dynamic Capabilities, Innovation Value, and the interest of brands to set an example for the followings.
The essay quoted the case study of qualitative research and the concept of Helfat and Peteraf’s (2003) Capability Life Cycles (CLC) and Dynamic Capabilities for case study. Object and progress including: First of all, discuss Dynamic Capabilities, Capability Lifecycles and the Innovation Value from data. Subsequently, analysis and compare the relationship between Dynamic Capabilities and Innovation Value. And then divide Innovation Value and the development of brand interest into 6 parts to analyze the progress of building brand interest and how is it influenced by surroundings, as well as their relationship with each other. Finally, compare and analyze the case study.
The result of the essay including：1. command technology and the opportunity to innovate so that manufacturers can invent and innovate toward the right direction. As technology changes fast, extending period of research and development, and the ability to innovate technology is getting relevantly important. 2. Enterprises with brands put emphasis on marketing and development, on the contrary, the existing Original Equipment Manufacturers (O.E.M) count on producing. Therefore the resource and technology conflict with each other and result in the separation of brands and O.E.M.
3. It is not easy to quantify the interest of brands and innovation value. In order to implant the enterprises’ image deeply into consumers’ minds, enterprises can mold their unique image by the activities of branding. Through innovating products, enhancing quality of service, maintaining good relationship with customers, reforming operation process, and internationalizing human resource to create, transfer and reach the milestone of developing brands.

謝　辭 I
中文論文提要 II
ABSTRACT III
目　錄 V
圖　次 VII
表　次 VIII

第一章　緒　論 1
第一節　研究動機 1
第二節　研究目的 2
第三節　章節架構 3

第二章　文獻探討 5
第一節　動態能力與創新 5
第二節　品牌權益 16
第三節　品牌與創新之互動關係 21

第三章　研究方法 26
第一節　觀念性研究架構 26
第二節　個案研究方法與資料蒐集方式 30

第四章　研究分析與研究發現 34
第一節　個案企業基本資料 34
第二節　創新價值 39
第三節　品牌權益建構程序 56
第四節　個案比較分析 70
第五節　研究發現 80

第五章　結論與建議 84
第一節　結論 84
第二節　管理意涵與實務貢獻 85
第三節　研究限制與後續研究方向 86

參考文獻 87
附錄 i

Adam, E. and P.M. Swamidass, (1989),“Assessing Operations Management from a Strategic Perspective.” Journal of Management, Vol.15, No.2, pp181-203.
Bailey, K. D. (2003). Method of Social Research. 3rd ed. Library of Congress Publish, pp18.
Chan, W. K. (2001). Harvard Business Review on Innovation. Harvard Business School Publishing Corporation, pp181.
Craig, S. F., and E. B. Babette, (2003). Strategic and Competitive Analysis: Methods and Techniques for analyzing business competition. Pearson Education, Inc, pp111.
Erich, J., A. D. Aaker, H. David, A. Q. John, K. David, and M. Jonathan, (1999). Harvard Business Review on Brand Management. Harvard Business School Publishing Corporation, pp203.
Hanlon, P. (2006). Primal Branding Create Zealots for Your brand, Your Company, and Your Future. Sunbright Publishing Company, pp23.
Helfat, C.E., and M.A. Peteraf, (2003). “The dynamic resource-based view: capability lifecycles.”Strategic Management Journal, Vol. 24 No.10, pp997-1010.
Huang, C. L., and T. L. Lin, (2006). The Context and Context of Brand Equity Building. National Taipei University, pp184-191.
Karin, F. (2007), “The Adaptive Capability Lifecycle.” University of Oulu, Finland, Vol. 4, pp1-17.
Langley, A. (1999). “Strategies for theorizing from process data.” Academy of Management Review, Vol.24. No.4, pp691-712.
Marc, G. (2002). Citizen Brand. Commonnlife Publishing Co., Ltd. , pp19.
Marshall, K. (2006). Brand is Your Trump Card. Prospect Books Co., Ltd, pp17.
Mason, A. C., and S. W. Gerard, (2007). Strategic Management─A Dynamic Perspective. Pearson Education, Inc., pp154-163.
Roland, T. R., and A. Z. Valarie, (2004). Harvard Business Review on Customer-Centered Brand Management. Harvard Business School Publishing Corporation, pp116-127.
Thomas, G. (2000). 4D Branding: Cracking the Corporate Code of the Network Economy. BookHouse Publishing Sweden, 1st edition, pp97.
Yin, R. K. (2003). Case Study Research: Dsign and Methods. London: Stage, Thousand Oaks, CA. 3th edition, pp38.

經濟部科技政策中心(STPI)網站：http://bwnt.businessweek.com/brand/2006/
主計處第三局網站：http://www.dgbas.gov.tw/dgbas03/bsl/text/indu/INDU-C.html
宏碁科技企業網站：http://www.Acer.com.tw/
華碩電腦企業網站：http://www.asus.com.tw/
趨勢科技企業網站：http://www.trendmicro.com.tw/
友訊科技企業網站：http://www.dlinktw.com.tw/