隨著第四次工業革命的興起，創新被認為在競爭激烈時代中，極為關鍵的元素。而創客運動在創業生態系統中，是一個重要的新元素來推動新商業模式的發展需求。創客運動被視為為一種社群現象，透過跨領域知識作為觸發各種創新和創業應用的方式。由於他們對跨領域知識和技術要求的依賴，更能激發新穎與多樣的商業模式。此外，創客也為商業上的成功和實現其生存動機而奮鬥，來探討如何利用其生態系統執行必要的活動來支持運營需求。然而，我們仍然缺乏對創客運動促進創新和創業活動的過程的理解，尤其是在跨領域知識的獲取和利用。因此，我們先以普查方式了解全台創客空間的資源與營運方式，進而為這些創客空間進行分類，最終主要研究對象為創業輔導機構，並針對五個案例分析來探索創客空間在知識獲取和知識利用的經驗與學習。最後將五個案例依知識管理方式不同進行評比，討論分數最高的案例優勢為何，並點出內外部知識管理中不足之處。

With the rising of fourth industrial evolution, innovation is considered critical for most industries to survive in the highly competitive era. Maker movement constitute an important new element in innovation and entrepreneurial ecosystems, comprising focused support to advance the needs of developments of new business models. The maker movement is described as a community-based phenomenon through which use cross-border knowledge as a way to trigger variety of innovation and entrepreneurial applications. Maker advocates emphasize their novelty and diversity of ideas from prior modes of manufacturing, especially their reliance on cross-border knowledge and technological requirements. In addition, makers also strive for commercial success and realize its survival motives, they need financial funding, which generally implies how maker taps into its ecosystem to perform the activities that are necessary to support the operational needs. However, we still lack understanding of the processes through which maker movements contribute to enhancing innovation and entrepreneurial activity and especially the cross-border knowledge acquisitions and exploitation in this process. Therefore, we first use a census to understand the resources they own and operation situations of the maker spaces in Taiwan. Then according to these institution’s differences, we divide them into several categories. The research object of this study is mainly in consulting institutions, which use five cases to explore the knowledge acquisition and exploitation. Finally, we evaluated these five cases according to their knowledge management methods and discussed the advantages of the case with the highest score. Also, we pointed out the shortcomings of internal and external knowledge management.

Table of Content

Thesis/Dissertation Validation Letter i
Abstract (Chinese) ii
Abstract (English) iii
Chapter 1 Introduction 1
1.1 Research background 1
1.2 Research motivation 5
1.3 Research purpose 8
Chapter 2 Literature Review 10
2.1 Industry 4.0 10
2.2 Maker movement 18
2.3 Knowledge management 19
2.4 Knowledge spiral 20
Chapter 3 Research Methodology 22
3.1 Secondary data analysis 22
3.2 Data analysis 22
3.3 Interview outline 23
Chapter 4 Data analysis 27
4.1 Data analysis in the first phase 27
4.2 Classification of innovation and entrepreneurship institutions 27
4.3 Information of interviewed institutions 30
4.4 Integration of descriptive interview 38
4.5 Summary 50
Chapter 5 Conclusion and Discussion 57
5.1 Conclusion 57
5.2 Findings 59
5.3 Suggestions for future research 60
References 62

Table of Figures

Figure 3-1 Research structure 25
Figure 3-2 Research flow 26
Figure 4-1 Knowledge Spiral model 51

Table of Tables

Table 2-1 2020 Global Innovation Index 17
Table 4-1 Lab types in Berlin 28
Table 4-2 Summary of interviewees 30
Table 4-3 Codes for each institutions 38
Table 4-4 Comparison of knowledge acquisition 41
Table 4-5 Comparison of knowledge storage 43
Table 4-6 Comparison of knowledge exchange in self-organized activities 47
Table 4-7 Comparison of knowledge exchange in external communication 47
Table 4-8 Comparison of knowledge exchange in mentoring start-up teams 48
Table 4-9 Overall comparison in different stages 53

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