以知識經濟為主導之社會在二十一世紀，已經成為經社發展及國家競爭力不可或缺的主導要素。而知識經濟除了代表現今社會所依賴的是人的知識技能之外，另方面也意謂著貧富差距日益擴大，因為運用知識技能所創造出來的財富，遠超過以往工業時代的資本積累。知識經濟帶給勞動市場之衝擊，亦將直接或間接的影響到職業訓練之發展。 本文旨在從知識經濟時代的角度出發，研究職業訓練有哪些重要發展？國際組織就此所做出相關之規範措施有哪些？我國現行職業訓練制度是否能因應知識經濟所帶來之挑戰等，並進一步以宏觀的角度，將職業訓練制度分成「組織架構」、「政策規劃」、「財務經費」、「成效評估」等四方面，檢視我國職業訓練制度之問題所在並提出相關建議，以期對國家未來職訓建構方向有所助益。

本研究目的在於探究組織面對外在壓力下所形塑的組織變革能耐內涵，以及智慧資本觀點HRD實務在組織變革過程中所扮演的角色與實質內涵。研究個案來自於1994-2005年天下雜誌所選出的標竿企業，包括9家個案公司與21項變革事件，透過深度訪談與次級資料進行資料蒐集，並採用紮根理論進行資料分析。 研究結果發現，有二種路徑影響個案公司形塑或強化組織變革能耐，不同路徑的走向來自於在組織變革過程中遭遇變革阻力的類型。當個案公司未遭遇變革困境或員工心態衝擊程度小時，採行第一種路徑，即企業平時透過智慧資本觀點之HRD實務扮演的策略性角色所累積的智慧資本，有助於在變革當下轉化為組織變革能耐，並順利推展變革活動。另一方面，若遭遇內外部衝擊的交互作用，產生變革困境，原有的組織能力無法因應時，個案公司會採行第二種路徑自主性的調整與學習，透過促進性角色的智慧資本觀點之HRD實務，持續強化與形塑組織變革能耐，以克服組織困境，並有助於成功推行變革。 二種路徑所形成組織變革能耐內涵包括：穩固人心的企業文化價值、領導者的信任式領導能力、領導者持續性的執行力、專業導向的員工賦權、參與式的變革承諾、管理制度系統化、跨越邊界的系統化溝通、以及開放式的組織學習能力。外在環境壓力僅是引起組織改變的導火線，因為影響組織變革能耐內涵的差異化，同時包括了幾項連結性因素：變革驅動因子、變革行動類型、變革阻力的類型、與組織變革能耐的發展路徑，而外部環境壓力僅是變革驅動因子中的起始點。 在以上二種組織變革能耐發展路徑中，智慧資本觀點的HRD實務扮演了策略性或促進性的角色，有助於培植組織變革能耐，或強化組織變革能耐促使變革成功。除了策略性與促進性角色，智慧資本觀點之HRD實務在變革過程中也扮演維持性的角色，產生作業性能耐協助組織維持每天正常運作的績效。這些作業性能耐包括：員工的工作職能、員工的工作績效、組織成員平時的互動等等。 無論是扮演維持性、策略性、或促進性角色，智慧資本觀點HRD實務的組成內涵包括發展型、建構型與合作型的HRD構形，但是不同角色的HRD實務具有差異化的組成要素。透過發展型、建構型與合作型HRD構形，得以發展人力資本，建構組織資本，培養社會資本，而經由長時間所蓄積的智慧資本，有助於形成組織變革能耐或作業性能耐。本研究依據研究結果推展出10項研究命題，建構形塑組織變革能耐的變革模式，並提出相關的管理意涵。 / This study aims to explore the organizational capacity for change (OCC) under external pressures facing firms and the roles of intellectual-capital HRD practice in the organizational change process. Cases were obtained from benchmarking enterprises selected by Commonwealth Magazine from 1994 to 2005, including nine cases and twenty-one change events. In-depth interviews and secondary data were collected and analyzed by grounded theory procedures. The research findings show that the target companies adopted two paths to develop and shape OCC. Change resistance is obvious to be the influential factor. First, under low-degree of employee resistance, the intellectual-capital HRD practice plays the strategic role to accumulate intellectual capital, which is transformed into OCC during the organizational change. Second, change difficulties are generated from both external and internal shocks during transformation, then the target cases develop or strengthen new OCC to solve problems. And intellectual-capital HRD practice plays the facilitating role in the second path. Eight dimensions forming OCC are derived from the above two paths, including company culture value, trustworthy leadership, continuous execution, employee empowerment based on expertise, participative change commitment, systems management, systems communication across boundaries, and open organizational learning. External environmental pressure only is the fuse in change drivers, and the sequential process of change drivers, change types, change resistance, and the OCC path determine the differential OCC. Intellectual-capital HRD practice plays the strategic or facilitating role in different OCC development path to make change implementation successful. Besides, it is a maintaining role to generate operational capability, including employee competence, employee job performance, and employee interaction, to sustain operational performance. The components of intellectual-capital HRD practice are developmental, constructive, and collaborative HRD configuration, which yield human capital, organizational capital, and social capital, respectively. The long-term intellectual capital accumulation facilitates to shape OCC or operational capacity. Finally, the research proposes ten propositions to construct the change model shaping OCC and derived managerial implications.

人力資源發展研究所（IHRD）是由亞齊政府委託負責管理獎學金計劃的機構。該計劃的目的是為提高人力資源技能以及提高生活水平。 IHRD與台灣精英來台留學計劃辦公室（ESIT）建立了合作關係，以便計劃的順利進行。 ESIT是隸屬台灣教育部且具有代表性機構。其成立的主要是為台灣與包括印度尼西亞在內的其他東南亞國家之間提供更多必要的服務。教育在個人發展中起著重要作用。此外，教育是每個人的基本權利，是任何國家未來的關鍵。教育投資除了可以使人們擁有良好的健康，激勵自主和提供更好的就業選擇，教育資源的投資亦可以幫助建立更和諧的社會。教育不足在公共支出、犯罪、健康和經濟成長等方面產生高昂社會成本。作者主要的研究主題為這種高等教育合作關係是否可能成為讓亞齊與台灣的雙邊關係更為緊密的一個方式。在這麼做同時，作者使用了一些輔助工具，包含檢查工作績效、政策實施、IHRD與ESIT一起運行此獎學金計劃的管理系統。此外，還進行了專家案例研究，為本研究提供了深入和實務分析。該研究發現，目前獎學金計劃不僅透過給予獲獎者體驗海外留學生活機會有效增加亞齊的教育標準，還通過這個高等教育合作對亞齊和台灣之間的雙邊關係帶來了很多好處。 / Institute of Human Resource Development (IHRD) is an institution commissioned right under the Governor of Aceh to manage the scholarship program. The aim of this program is to improve the human resource skill as well as to increase the living standard. IHRD has established the cooperation with Elite Study In Taiwan (ESIT) in order to run this program well. ESIT is a representative institution under the Ministry of Education in Taiwan. Its purpose is to provide necessary services for the higher cooperation which exists between Taiwan and other Southeast Asian countries, including Indonesia. Education plays an importance role in one’s development. Also, education is a fundamental right for everyone and key to the future of any country. Investment in education can put people on a path towards good health, empowerment and employment as well as it can help to build more peaceful societies. Inadequate education produces high costs for society in terms of public spending, crime, health, and economic growth. The author is particularly interested to study whether or not more on this higher education cooperation may become a mean in order to tighten the bilateral relations between Aceh and Taiwan. In doing so, a secondary approach has been utilized by examining work performances, implemented policies, and administrative system of IHRD in running this scholarship program together with ESIT. In addition, an expert case study has been conducted to show case an in depth and practical analysis for this research. The study finds out that current scholarship program is not only effective to increase the education standard of Aceh by giving the awardees chance to experience to study overseas, but also bring a number of benefits toward the bilateral relationship between Aceh and Taiwan through this higher education cooperation.