本研究係以影響企業預算績效之部分因素為研究範圍，主要目的在： （１）分析前因變項（包括人口統計變項、成就動機、獨立性需求與預算設定之特性 ）和工作滿足、對公司之態度與績效等變項之間之相關性。 （２）探討各前因變項對績效是否有顯著影響。 （３）探討各前因變項、工作滿足與對公司之態度等變項對績效之預測能力。 本研究經以台北市及台北縣員工人數在五百人以上之工廠生產主管為對象，採用問卷 調查方式，根據受訪者寄回之資料進行統計分析。分析方法係以皮爾森積差相關了解 各預測變項與效標變項間之相關，以變異數分析探討各前因變項對績效之影響是否有 顯著差異；並利用逐步迴歸分析尋找最佳的預測變項組合，從而建立預測績效之迴歸 方程式。

第一章：說明林彪事件和四人幫事件的發生背景，以及處理四人幫過程中發生的三次 轉變：第一次轉變是揭批四人幫必需聯繫批林彪，第二次轉變是由批「極右」「假左 真右」轉為批「極左」，第三次轉變是將四人幫交付司法審判。 第二章：就整個審判的過程、審判的目的，林江兩案審的原因作一說明，並就有關的 三項文件與起訴書、判決書作一比較分析。 第三章：將對四人幫的門爭與中共建立政權以來的四次黨內門爭作一比較研究。 第四章：就與審判明最大關係的四個人物毛澤東、江青、華國鋒、鄧小平在整個審判 問題上及中共政治問題上的關聯做一分析。 第五章：結論，探討此次審判在中共尋求「變」的路途上所表現的意義。

現今服務業的在產業的比重已經越來越高，而服務業生產與消費不可分割的特性導致了顧客參與成為服務流程中不可避免的一件事情。Bitner, Faranda, Hubbert, and Zeithaml (1997)亦認為顧客在服務流程中扮演服務品質、價值與滿意度的貢獻者。本研究整合各學者對顧客參與服務流程的價值創造觀點，並加入顧客參與前因之探討，發展成一個整合的模型。透過對婚紗攝影顧客的問卷調查，得以驗證本研究模型之理論。 　　本研究結果證實了Chan, Yim, and Lam (2010)的觀點，發現顧客參與並無法直接對顧客滿意度產生影響，而是需要透過服務品質的提升與關係的建立，才能進一步提高顧客之滿意度。並發現產品客製化、顧客控制以及經驗價值對於顧客滿意度的提升則不顯著，顯示即使是對顧客有利的價值創造，亦不見得能轉換為顧客滿意度。最後，本研究在顧客參與前因的部分，發現顧客知覺支持不僅對於顧客參與有增強的作用，並且會直接影響到顧客滿意度。顧客自我效能感對於顧客參與也有好的預測效果。顧客角色明確在理論中對於顧客參與有正面之影響，在本研究中的效果卻不顯著。 　　本研究根據研究結果對高顧客參與類型的服務廠商提出以下幾點建議。首先，企業應將顧客視為服務品質、價值與滿意度的貢獻者。第二，服務廠商在資源分配上，應著重資源於服務品質的提升以及與顧客建立關係上。第三，服務廠商在服務生產開始之前能夠提供越完整的資訊越好，適時地在顧客參與過程中給予激勵，並且展現對顧客的重視，都有助於顧客參與程度的提升。最後，服務人員在服務流程中扮演重要的角色，服務廠商在人才的培育上應不遺餘力。 / The proportion of the service sector in the industry today has become increasingly high. And because the production and consumption of many services are inseparable, customer participation in the service process is an inevitable issue. Bitner, Faranda, Hubbert, and Zeithaml (1997) also consider that customers play roles in the service delivery system as contributors to their own satisfaction and the quality and value which they receive. This study integrates views of the value creation of customer participation in the service process from past researches. Using data collected from customers who bought wedding photography services, this study examines how customer participation drives customer satisfaction through customer values; moreover, this study examines the antecedents of customer participation. 　　The result shows that customer participation does not cause customer satisfaction directly, but rather through the upgrading of service quality and relationship building, which supports the view of Chan, Yim, and Lam (2010). The study also finds that product customization, customer control, and experience value do not have significant help for increasing customer satisfaction. At the part of antecedents of customer participation, the study shows: (1) perceived support for customers not only enhances the level of customer participation, and has a direct impact on customer satisfaction; (2) customer self-efficacy is a good predictor of customer participation behavior. The effect of customer role clarity for customer participation is not significant in this study, but we should still consider the effect to be positive due to past researches. 　　The findings have several implications for firms that need high level of customer participation. First, companies should not see customers only as productive resources, but as contributors to service quality, customer value and customer satisfaction. Second, service firms should allocate resources to focus on enhancing service quality and building relationships with customers. Third, the service firms should provide as complete information as possible before the service production starts, encourage customers during the service process, and let the customer feel valued, in order to increase the degree of customer participation. Finally, the service personnel play an important role in the process of service delivery, so that service firms should spare no effort to nurture service talents.