產業的成敗關鍵在於競爭力，對於在全球電子產業價值鏈中扮演重要角色的我國廠商而言，發展高值化創新尤其重要。本研究以服務導向觀點，探討企業發展自有品牌並導入不同價值鏈創新活動對經營績效帶來的影響。本研究係以臺灣上市上櫃電子業廠商為例，合計729家為實證樣本，資料來源取自臺灣經濟新報財務資料庫，以2003~2009 年的公開營運與財務資訊為主，輔以問卷調查方式進行，最後得到有效樣本296家。本研究主要的發現為：企業採行服務創新、製造創新及研發創新策略對經營績效具有正向但程度不一的影響；其中，服務創新中的服務比率對經營績效具有正向影響，製造創新中的製程創新對經營績效具有顯著正向影響，而研發創新中的研發強度與創新速度皆對經營績效產生正向影響。此外，不同階段價值鏈創新活動對經營績效之加值效益受到自有品牌程度所調節。尤其自有品牌對於製程創新及創新速度的加值效果影響最大。企業發展營運模式轉換應將價值鏈上游與下游的創新活動加以整合，以提供更多與產品有關的服務，對顧客創造更多附加價值。本研究針對這些發現進行討論及提出管理意涵。

In the recent years, Taiwan has experienced a large scale of industrial
transformation. Enterprises are eager to develop high-valued innovations to gain market competitiveness and survive in this changing environment. This study developed a service-oriented perspective to explore the relationships between the various innovation modes, self-branding strategy and firm performance. Specifically, the innovation modes are developed in accordance with the stages of value chain including R&D innovation, manufacturing/
process innovation, and service innovation. This study conducted a large-scale survey of 729 publicly traded electronics firms in Taiwan between 2003 and 2009, with a total of 296 valid responses. The results showed that the strategies of service innovation, manufacturing/process innovation, and R&D innovation have generated positive and differentiated effects on firm performances. Moreover, the value-added effects between the various innovation modes and firm performance are positively moderated by the degree of self-branding. This study concluded that business model of OBM outperform business model of ODM/OEM in executing innovation strategies, specifically in terms of R&D innovation and manufacturing/process innovation. Some managerial and policy implication are discussed.