持續的創新或研發幫助企業面對競爭，但企業從事研發專案成功率不高，現有研發管理文獻未能具體指出研發成敗問題癥結，但整體研發成功與市場、技術、組織因素有關。又，「規劃完善的研發流程」是影響研發專案成功的重要因子，因此，找出個別企業的成功因子，規劃研發流程，以增加專案成功率，值得進一步研究。
本研究目的為找出影響個別企業研發專案之成功因子，規劃研發流程，將成功因子與研發作業結合，提出成功因子執行管理工作，以掌握研發案的執行。採用個案研究方法，收集個案公司的13個研發案，訪談個案公司研發主管，分析研發專案執行成效與成敗原因，將個案公司研發案成功因子類型與文獻比對符合度。
研究結果發現：（1）影響個案公司研發案成功因子共9項，影響程度由高至低為：市場分析、技術成功機率、成員的訓練與經驗、高邊際貢獻、符合顧客需求、研發製造與行銷界面、規劃完善的研發流程、較低成本、商品化機率。（2）比較不同類型研發案的成功件數，知個案公司善於執行加強自有產品研發案，不善於執行改善或創新產品的研發案。（3）個案公司組織規模隨業績成長擴大時，必須考慮組織因子對研發專案成效的影響。（4）研發案存在市場與技術的不確定性，執行研發案的人員必須參與規劃階段的作業，以降低不確定性。（5）所規劃研發流程與作業里程碑，可要求執行者嚴謹遵守，未達一定進度，不繼續後續研發流程。
對研究的建議為增加取樣數量，以建立較清楚研發案類型與成功因子關係。規劃之研發流程，由於未有更多研發案且研究時程不允許，此研發規劃與執行流程之適用性仍待檢驗。

Continual innovations or R&D helps enterprises to face competition, but the success rate of R&D projects is low. Current literature about R&D management can not specifically point out the key reasons for success or failure, but successful R&D projects are related with market, technology and organization factors. Besides, well-planned-R&D process is the important factor of successful R&D projects. It is worthy of further study to identify success factors of individual enterprise and plan R&D process to increase the success rate.
The purpose of this research is to identify success factors of individual enterprise, plan R&D process, combine the factors with R&D activities and propose the execution management of success factors to control the progress. This research adopts case study method, collects 13 R&D projects of an enterprise, interviews with R&D managers, analyzes the performances and success or failure reasons of R&D projects, and compares the types of success factors with the literature.
The following results are found in this research: (1) 9 success factors impact the case company. According to influence level, they are market analysis, probability of technological success, training and experience of own people, high contribution margin, meets customer needs, R&D-make-market interface, well-planned-R&D process, lower cost, and probability of commercial success. (2) From comparing different types of R&D projects, the case company is proficient at strengthening current products, not proficient at improving or innovating new products. (3) When the company size expands with sales growth, the managers must consider the impact of the organization factors. (4) Because of the uncertainties of market and technology of R&D projects, the R&D participants must join with planning activities to reduce the uncertainties. (5) The execution should be in strict compliance with the planned process and milestone, and below a certain progress not to the follow-up progress.
The suggestion of this research is increasing the number of projects to link more clearly the relationships between R&D project types and success factors. The applicability of planned process and execution is yet to be tested because of insufficient R&D projects and limited research schedule.

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