摘要 育成中心已成為國家主要的創新與創業機制的執行平台。透過育成中心的成立， 可以營造一個有利知識創新環境，同時也製造較多的就業機會，藉以提昇發揮國家特 色與競爭力。台灣海資源豐富，相關研究卻鮮少聚焦於運用台灣海資源輔導創新、創 業之機構（即，海資源育成中心）。尤其，在近年來整體金融環境惡化之逆境下，海 資源育成中心如何透過策略性運作，協助相關新創企業以及自身達成價值創造，應是 了解台灣經濟研究上不可或缺之一環。本研究採取個案方法，運用體現育成中心知 識、策略與組織發展的7S 架構，針對利用海洋資源作為研發、創業方向的兩家育成 中心進行個案比較研究，探究育成中心經營瓶頸、改善方向以及營運策略。歸納本研 究，獲結論如下：一、海資源育成中心宜以「營利公司」組織型態治理，並結合相關 外部組織以利資源共享。二、海資源育成中心宜培養專業營運人才，充實內化之育成 輔導能力。三、海資源育成中心宜儘速建立商業經營之模式，力求自身財務之獨立。

Abstract Incubation centers have become major platforms for knowledge-based innovation and entrepreneurial activities in Taiwan. By establishing the incubator center, it can create an environment conducive to technological innovation and create more job opportunities at the same time to enhance national competitiveness. With rich ocean resources, relatively fewer studies in Taiwan have focused on investigation of the strategy and operation of the specialized incubation centers for ocean resources. Recently, global competition, the financial crisis, and the investment environment under uncertainty occurred and have caused difficulties in entrepreneurship for SMEs. As consultant organizations, incubation centers are accountable for the success or failure of entrepreneurial firms in such background. The present study adopts case study method with 7S structure representing knowledge, strategy, organizational development and so forth, to investigate on the strategy and organizational development of two ocean resources business incubators. The analysis of relevant information obtained suggests: 1. the ocean incubator should adopt “corporate-like” organizing operation and policies and utilize external organizational linkages and resources. 2. The ocean incubator shall improve in training for professional executives and strengthen their counseling capacity to enhance the effectiveness of business activities. 3. The ocean incubator shall establish commercial operation mode and to pursue financial autonomy.