本研究欲探討兩岸傳統產業公司治理與經營績效之關聯性，運用資料包絡分析法及Cummins, Weiss和Zi (1999)之交叉效率前緣評估比較2005至2009年兩岸公司之經營績效差異。並進一步採用縱橫資料迴歸模型分析兩岸傳統產業之公司治理機制與經營績效之關聯。 根據本研究實證結果顯示：首先，兩岸傳統產業分屬不同效率前緣，且大陸傳統產業之技術效率優於台灣傳統產業之技術效率。說明台灣傳統產業雖較中國傳統產業發展的時間點為早，不過由於台灣之傳統產業屬於早期赴中國投資的先驅，當時已將核心技術帶入中國，近年來中國傳統產業因內需龐大加上國家支持而發展迅速，無論在規模或產值上都遠遠超過台灣。而在公司治理機制中，大陸傳統產業公司國內機構法人持股率及國有股比例與其經營績效呈顯著顯著負向關係，和其他研究結果一致，而經理人持股率、國外機構法人持股率與獨立董事比例則與經營績效無顯著關聯；台灣傳統產業公司經理人持股率、國內機構法人持股率、國外機構法人持股率、董事淨持股率及獨立董事比例與公司之經營皆無顯著關聯。敏感性分析顯示與上述結果類似。 / The purpose of this paper is to examine and compare the relationship between corporate governance and efficiency performance of traditional industry(TI) in Taiwan and China. We apply data envelopment analysis and cross frointer analysis to measure and compare the performance difference between Taiwan and China. The research constructs a panel data regression model to examine the association between cooperate governance and efficiency performance for Taiwan and China, respectively. The empirical results are summarized as follow. First, the efficiency frontier of Taiwan and China are indeed different, and the cross frontier analysis reveals that the efficiency performance of Mainland China is better than that of Taiwan. The TI of Taiwan developed earlier than China and the early core competence development of Chians’s TI was transferred from Taiwan. However, due to the huge domestic demand and government’s strong support of China’s TI, today not only the size but also the value-added of TI, China is much larger than Taiwan. Second, the domestic institutional investor’s and the state-owned shareholdings are significantly correlated with the performance of companies in China. The management, foreign institutional investor’s shareholdings and the percentage of independent directors do not associate with the performance of China’s TI. Finally, the cooprate government variable are not associate with the performance of Taiwan’s TI.

台灣的傳統產業在過去時代扮演重要角色，但因市場環境變動、競爭日益劇烈而漸漸失去優勢，在競爭力衰退下不得不力求轉型。近年來政府開始大力推動本土文化的保存與發展，積極把傳統產業或具有特色的地方性產業加以推廣，藉此來改善產業的經濟情形，加深地方認同感和在地連結。 過去以生產為主的傳統產業想轉型利用文化加值，首先在觀念上需要有所突破，從專注在製造產品到著重消費者的感受，由物質的生產進化到與知識經濟、體驗經濟、美學經濟相關。台灣在文化創意產業中的「創意生活產業」是不同於其他國外文化產業的分類，以創意整合生活產業的核心知識，是提供高質美感和具有深度體驗的產業，呼應了台灣朝向精緻、創意及高品質的趨勢。 本研究欲探討企業由傳統產業轉型經營創意生活事業的過程，透過動態能力的架構來了解企業如何培養新的能力以適應環境的變化。讓更多欲轉型的傳統企業有合適的參考典範。 本研究之研究問題有四點：1. 傳統產業轉型經營創意生活事業的動機為何？ 2.傳統產業轉型經營創意生活事業的過程為何？ 3. 傳統產業如何將產業文化資產活化再利用？ 4. 轉型後的企業如何經營創意生活事業？ 本研究之研究結論如下： 傳統產業受限於企業規模與產業特性，要從原本單純的製造生產跨足創意生活事業往往需要有適當的契機。 傳統產業轉型經營創意生活事業的過程中，發展新能力所需的核心知識，通常是來自於過去經營時對該領域專業知識的深度了解以及豐富的產業經驗。 傳統產業轉型經營創意生活事業的過程中，除了過去的製造能力外，會藉由專業人員指導、國內外類似企業參訪、實做經驗或從消費者的反饋來培養服務能力。 傳統產業轉型經營創意生活事業的過程中，企業會從產業文化的核心去擬定目標確立發展的主體，將其產業文化資產的特色充分發揮、創造價值。 傳統產業轉型經營創意生活事業的過程中，會將在地特色、創意與教育等元素融入產品以及體驗服務中，並以生活化的方式表現出來，以使顧客有深度且豐富的體驗感受。

自國際間的競爭愈來愈烈的狀況下，許多企業至國外設立子公司或分公司，以增加本身的競爭力，如何增加多國籍籍企業的競爭力以成為當今重要的議題之一。運用何種策略有助於企業的現行狀況，在策略的運用之下使企業得以發揮最大的功效。此策略對於未來的發展是否仍有功效，策略是否繼續延用，皆值得探討。 本研究方法為個案公司分析，閱讀其個案公司公開資料資料，主要包含公開資訊觀測站的公開資訊包含財務報表、公開說明書、年報、重大訊息等公開資訊，而相關的資料，包含產業資料、產業現況、產業發展等各項資料。透過個案具體列舉各項策略經營策略及對於個案對象之影響，以及可能衍生之各項議題，作為深入探討本研究主題之依據。 本研究之主要目的在探討多國籍企業之運用策略，包含該個案公司的產業特性及同業比較品牌定位優勢，如何運用策略完成企業預期的目標。本論文分析該個案公司以市場區隔策略以藍海策略作為發展，不拘泥於興建市場的區域，為個案公司開創新契機，至低成本國家設立子公司，執行低成本策略，以穩定個案公司獲利，致力於製程上及新品上研究發展，施行專業化策略，以差異化策略完成公司預期的目標，使得個案公司持續穩定獲利及業績向上成長，以支持運用策略之奏效。

隨著國內、外總體經濟環境的快速變遷，各個產業競爭態勢已由過去的區域性競爭轉變成全球性競爭，台灣的傳統產業正面臨前所未有的低價競爭考驗，尤其是面臨中國大陸密集的勞力、土地、資金等強大優勢下，各傳統產業的企業主不僅要在其專業技術上保持領先的地位，更應該尋求在經營策略上力求轉型升級與技術創新，以避免被後進廠商所取代，擺脫製造代工的微利困境，進而確保企業本身的競爭優勢。本研究希望透過個案研究的方式，找出外移西進的傳統產業在面臨轉型升級的過程中，可能遭遇到的困境與挑戰，並藉由研究個案公司的轉型歷程，探討外移西進的傳統產業在轉型升級的前後，在新產品開發流程、新樣式設計、生產製造技術等三個構面上企業運作方式的差異。最後藉由其經營績效的表現，來驗證轉型升級的決策所帶給企業的實質利益，最後提出對於外移西進的傳統產業在面臨轉型升級時實務決策上的具體建議，以作為其他面臨經營困境的傳統產業之參考依據。 / As the fast transition of the domestic and global economic environment, every industrial competition situation has changed from the regional competition to the global one and the traditional industries in Taiwan is facing a unprecedented challenge of the low-price competition. Especially, facing the strong advantage of the high-density labors, lands and capital in Mainland China, each traditional industry’s owner not only should keep the leading position in the specialized field technologies but also search for the workable industrial transition method and the technology innovation in the management strategy in order not to be replaced by the latecomer competitors. They also want to free themselves from the low margin and micro profits dilemma by OEM and furthermore, keep the competitive advantage of themselves. This research would like to find out the possible dilemma and challenges the traditional industries which has moved the production factories to China may encounter in the industrial transition process by case study method. Also, it covers the differences about the business operations before and after the industrial transistion of the traditional industries which has moved the production factories to China in the three phases of the new product development, the new style design and the new craft technology through studying the industrial transition process of the case company. It also proved that the desicion of the industrial transistion can bring the company the concrete profits by providing the result of the business performance. Lastly, it brings up the constructive suggestions for the traditional industries if they are facing the industrial transition and practicing decisions. Hope the research could be a helpful reference for any traditional industries which encounter the delimma when operating the business.

創新是進入二十一世紀以後，全球共同關注的焦點議題，不論對企業或對國家而言，均可謂扮演著成長引擎的角色；而本研究進一步認為，產業創新是企業在思考更上一層樓時應該著眼的大方向，更是政府在創造國家競爭力上不可忽視的重要課題，有必要了解其本質與內涵。由於過去文獻大部份僅探討以企業為主體的創新議題，即使論及產業創新，亦多屬定義上的著墨，缺乏具體且完整的架構論述，因此本研究透過實際案例來探討產業創新的實際內涵與具體模式，研究本身即屬一創新產物的聯盟組織──A-Team，以產業創新的觀點探究其如何造成台灣自行車產業今日的創新升級，藉由架構出其已證明可行的模式與實務操作重點，提供產業界應用之參考。 此外，不同於一般對A-Team強調其內部互動結果的相關研究，本研究同時亦重視A-Team發展過程所遭遇的實務問題與解決過程，並發掘其尚有待突破的問題與原因，最後也提出相應的建議。本研究同時亦回顧台灣自行車產業一路發展至今的歷史，發現其階段性成果之體現恰可說明台灣中小企業的一種「軟實力」，故本研究亦建議政府有關單位應重新思考固有對「傳統產業」的區分是否適當，本研究認為政府未來在制定產業政策時，尚可納入產業的競爭力、獲利力等思考面向進行規劃。 本研究針對產業創新與實務案例進行關聯性與理論化之探索研究，嘗試由實務案例歸納出一完整可供實務界參考之產業創新模型，而研究結果摘要如下： 1.A-Team的出現乃欲解決台灣產業外移與自行車產業走入價格競爭困境之問題，是故其產業創新背景來自產業遭遇困境，產業創新動機乃出自於欲解決產業所面臨之問題。 2.A-Team重新定位台灣自行車產業在全球扮演的角色為──「台灣為全球自行車市場創新樞紐及創新產品與服務的來源」，以此作為努力的大方向。由此可見就全球化競爭的產業而言，產業創新第一步在於建立其差異化的市場定位，產業創新過程的任何戰術均為達此戰略目標而來。 3.A-Team由巨大與美利達兩大世界級成車廠聯手發起，首先由其供應商與協力廠中篩選、募集初始會員，會員組成涵蓋產業上、中、下游廠商。由此可知，產業創新涉及整個產業鏈，非產業任一端所能獨立達成，而台灣自行車業以其獨特的產業聯盟方式成立A-Team，作為產業創新的樞紐。 4.A-Team定調其發展主軸在「協同管理」、「協同開發」、「協同行銷」，實際執行方式乃由協助會員導入豐田生產管理(TPS)與E化做起，改善會員廠商的生產製造管理效能，此亦目前實踐得最為成功的一個軸心。由此可知，台灣自行車產業原來有著生產製造、研發設計、經營行銷能力上的「不夠好」問題，為了開創「夠好」產品的新市場，乃在A-Team架構下結合產業鏈各端，以「集體學習、個別改善」的方式進行整體產業能力的提升，因此提升產業成員能力是傳統製造業創新升級的首要課題。 5.承上，在A-Team的發展主軸中「協同管理」在生產製造能力的提升上，因導入TPS、引進資訊科技，及施行會員彼此定期觀摩與檢驗成果的作法，而有顯著的精進，然在「協同開發」、「協同行銷」方面則尚未達到令A-Team滿意的成績。本研究認為A-Team在「協同開發」、「協同行銷」目標上至今仍難以突破的原因，除了研發設計與行銷實力本來就不易由內部短期培養而成之外，另一大關鍵因素在於A-Team會員中其實存在競爭關係，巨大與美利達即是一例，因此產業創新就A-Team模式來看，不可忽視「利益衝突」的問題，本研究建議從「智慧財產規劃管理」的面向去解決；而行銷議題則建議應思考以發展「產地品牌」為共同行銷所努力的目標，讓「台灣自行車」在全球建立像「紐西蘭奇異果」一樣的國家品牌印象，此亦產業創新可作為其後維持競爭力的參考策略。 6.A-Team創造自行車產業在台灣與大陸的兩岸分工生產模式──A-Team許多會員原來其實已將公司、廠房移至大陸，在A-Team的要求下才又將部份基地遷回台灣，而形成台灣研發生產高級自行車、大陸生產中低階自行車的分工模式，其中巨大與美利達乃以創造副品牌或第二品牌的方式行銷不同等級的自行車，並堅守高級自行車由台灣生產組裝的原則，以落實兩岸自行車產業的差異化。由此可見，處於全球競爭環境之中，產業與企業在世界工廠的磁吸效應下，外移成本低廉國家並非維持競爭力的唯一途徑，A-Team即是為了解決此種產業兩難問題的創新產物，因此產業創新可參考台灣自行車A-Team模式而發展產業在本地的新價值，此亦可視為一種破壞式創新，而欲解決的是傳統產業「既有市場」(因價格競爭造成產品不夠好)與「新市場」(研發生產夠好的產品以創造新的市場需求)之間的兩難困境，上述亦為本研究一獨特之發現，即傳統產業所面臨的「兩難」與哈佛大學教授克里斯汀生研究科技產業所提出的「創新的兩難」中之「兩難」恰相反，然事實上卻有異曲同工之妙，最後仍可經由實踐「破壞性的創新」而改變市場現況，因此本研究結果不僅印證、更充實了克里斯汀生教授的創新理論內涵。 / Innovation is crucial for any corporation or country to stimulate their economic growth. Innovation should be indispensible in industrial strategy and government competiveness. However, most studies on innovation have focused their subjects on an enterprise rather than an industry; this study would instead try to explore the essence and nature about the innovation of a mature / traditional industry through a successful case, aiming to serve as a reference for industrial innovation practice. This research will study how Taiwan’s bicycle industry upgraded itself through the organization / alliance innovation, as is known for A-Team. A-Team comprises major companies in the bicycle industry. Its members are not only partners but also competitors. The study will gather some key successful factors of the innovation as well as the transformation on Taiwan’s bicycle industry and propose some suggestions for both A-Team and the industry from a perspective of industrial innovation. The findings of this study basically include: 1. The background and the motivation of Taiwan’s bicycle industrial innovation. 2. How the hub of the innovation in Taiwan’s bicycle industry, A-Team, practices its plans/strategies to achieve its objective of upgrading and renewing Taiwan’s bicycle industry. 3. The potential solutions for certain problems in A-Team’s present practice. 4. The steps for a possible model of an industrial innovation based on the case-study of Taiwan’s bicycle industry. 5. This study further found that it also works for Professor Christensen’s theory—“Disruptive Innovation” to apply in the innovation of a traditional industry, but the innovation dilemma in the traditional industry is a reverse of that in the high-tech industry. 6. This study also demonstrates the “soft power” of Taiwan's small and medium enterprises by the active evolution in Taiwan’s bicycle industry.

我國傳統產業的發展由早期台灣經濟的中流砥柱，歷經產業變革、環保意識抬頭打壓後，至今被戲稱為「夕陽產業」，主因為產品生命週期進入低毛利成熟期。大部分傳統產業廠家積極尋求多角化轉型以突破困境，但在無法抽離製造代工心態下，積極投入非核心相關領域，無非是落入另一紅海。目前支撐台灣主要經濟命脈產業仍以資訊科技業為主，傳統產業雖非主流，但改變製造心態，堅持投入核心技術研發仍能伺機尋求切入點。 然而，過去強調創新升級轉型的研究不勝枚舉，但鮮少以國內傳統產業模範廠商為個案進行完整詳細地分析，基於此點，本研究針對我國傳統產業廠商「多角化」進行研究，以企業核心資源為基礎，試圖以較為整體性的架構，探討其多角化之相關議題，期能對「傳統產業多角化」，提供一些實務上與學理上的貢獻。 本研究之研究問題有五：（1）傳統產業廠商多角化的動機為何？（2）傳統產業廠商如何進行多角化？（3）傳統產業廠商企業核心資源為何？（4）傳統產業廠商多角化過程中新產品開發流程為何？（5）傳統產業廠商多角化後的新創組織作法為何？ 透過深度訪談個案公司高階經理人，並配合相關次級資料蒐集與整理，進行彙整及分析之後，本研究獲得以下之主要結論：（1）企業核心資源中之個人專長能力的展現為多角化轉型基礎；（2）創新研發過程中，知識資源的累積是技術發展的原動力；（3）順暢的組織內部溝通有助於新產品或新事業的發展；（4）對新產品開發而言，技術資源的彈性運用與高度整合有利於發展新事業；（5）以創新研發為導向之企業與智慧財產權之管理具高度關聯性。 / The domestic conventional industries were the mainstay of Taiwan economics. Because of the transformation of industries and then suffered from the lift of environmental consciousness. It ultimately turned to be the so-called “Sunset Industries”. The root cause was the low margin profit in mature stage of product life cycle. Most of conventional industries firms strove to break through the hardship by diversification. Not to withdraw the ideology from OEM mindset, the conventional industry firms invested in non-core relevant businesses painstakingly. It was just trapped to another red sea. For the moment, the dominant anchor of Taiwan economics was information technologies not the conventional industries. Nevertheless, just switched the manufacturing viewpoint and persevered to the development of core technologies to look for the niche points. Although, the studies in the past focused on innovative upgrading transformation were too numerous and there was scarcely to portray the leading company elaborately in domestic conventional industries. Based on this concept, the thesis paid attention to the study of diversification of domestic conventional industries. Endeavor to apply the comprehensive framework which was founded on the core resources of enterprises and discussed the correlative issues of diversification. Looking forward to the diversification of conventional industries could facilitate the contributions in practical and theoretical domain. The study aimed to investigate the questions: (1) What were the motivations drove the conventional industry firms to diversify? (2) How the conventional industry firms to execute the diversification? (3) What were the core resources of conventional industry firms? (4) What was the procedure of new product development in conventional industry firms during the duration of diversification? (5) What were the practices to construct the new business unit after diversification in conventional industry firms? This study exerted the deep interview methodology of qualitative researches and secondary data analyses to rearrange. The preliminary research findings included: (1) The performance of individual capability in enterprise core resources was the foundation of diversification. (2) During the innovative R&D process, the accumulation of knowledge resource was the motivation of technology of development. (3) The fluent communication in organization was conducive to develop the new products or new businesses. (4) As far as the new product development was concerned, the flexible exertion and high integration of technology resources was favorable for integrating and exploring new businesses. (5) Innovative R&D oriented enterprises were in high connection with management of intellectual property rights.

本研究探討生產力4.0計畫推進ERP (Enterprise Resource Planning, Gartner Group Inc. 1990)軟體在產業管理系統的關鍵地位。從ERP軟體系統一直未能在企業百分之百順利建置的角度，分析企業在系統軟體導入過程中，內外關係人影響力造成的失效率，探討以羊群行為減低失效率，提升ERP成功比率，期以降低經營管理的沉沒成本。 通常企業要成功導入ERP系統，是取決於有效的專案管理(Loh and Koh, 2004)。而BPR (business process reengineering)是導入ERP系統的關鍵作業標準，例如Oracle的AIM(application, implementation, methodology)、SAP的ASAP(accelerated SAP)、鼎新的TIM(top implementation methodology)和江氏的FIT(fine implementation tool)。在過去24年來卻已緩緩偏離了企業實作科技(operational technology, OT)的基礎，包括經驗與務實(empirical and practice)的運作程序，依靠以資訊科技(information technology, IT)的標準節點為入口導向。 設若BPR標準操作流程，於導入期間重視經驗與務實的影響力，能夠妥適引導轉移(proper piloting migration, PPM)作最佳化適配(adaptation)。則建置和使用ERP系統(system)的策略，是整合網際網路(cyber)的市場價值和實體(physical)的執行績效，達成企業生產力4.0計畫的CPS虛實整合，為運營上帶來一項資產(asset)，而非遺產(legacy)。 / The study investigates possibly raising successful installation rate by Herd Behivor for the software of Enterprise Resource Planning, ERP (Gartner Group Inc. 1990) under Industry 4.0 Project. According to the historical data that reducing available rate of stakeholder influence would drop the sunk cost of information technology management. Usually enterprises in order to get an effectiveness of ERP installation, it depends on whether using proper project management (Loh and Koh, 2004). However, BPR (business process reengineering) was acting a key factor of standard operation procedure under project management in past 24 years, such as the Oracle’s AIM (application, implementation, methodology)、SAP’s ASAP (accelerated SAP)、Digiwin’s TIM (top implementation methodology) and Chiang’s FIT (fine implementation tool) . What failed rate of ERP installation is still high around industry, due to information technology (IT) instead of operational technology (OT). Meanwhile, the BRP could switch over to emphasize the empirical experience of piloting migration (PPM) of ERP on individual business. It would guide an optimal adaptation between operational site and information platform, the strategy of using ERP system is in order to combine both benefits as the marketing value of cyber and the manufacturing productivity of physical. There is the synergy coming from Industry 4.0 Project as well as an asset for the enterprise under a systematic integration of virtual cyber and physical reality.