台商乃是兩岸政治經濟下，不同「身份資本」所孕育出來的特殊群體，特別是大陸特殊制度環境及大陸對台商制度規範下，所造成的高交易成本，使得台商為因應而運用下列三種方式 以降低交易成本：非制度化管道、制度化管道、抗衡促使制度變遷，進而參與制度創新的過程。 　　但在加入WTO之後，面對制度化及法制化的大陸制度環境變遷，台商應著重後二種的管道來降低大陸的高交易成本。 　　本文採用新制度經濟學中的交易成本理論來分析大陸對台商的制度規範及台商因應策略。 / Taiwanese investors are particular group who come from different “Capital of identity “ between Mainland China and Taiwan. Under high transaction cost caused by particular institution in China and China’s institutional regulation on Taiwanese investors, they have to take non-institutional way, institutional way and the way that they against current institution to improve institutional change and then join the procedure of institutional innovation in China. So, they can bring the transaction cost down. But after both sides have entered WTO and Taiwanese investors have to obey the regulation of WTO and they should put emphasis on latter two ways, that is institutional way and the way that they against current institution to improve institutional change and then join the procedure of institutional innovation in China to bring their transaction cost down. This dissertation analyzes the Taiwanese investors under Mainland China’s institutional regulation and their survival strategy in Transaction cost approach.

企業的持續成長是每一家企業所追求的目標之一，也是衡量企業營運績效之重要指標，當一個企業成長趨緩或開始衰退時，往往是企業遭遇困難的警訊。而企業能持續成長端賴競爭力之保有及持續提升，這在企業就必須具有企業競爭優勢策略，因而企業競爭優勢策略是提升企業經營績效的重要課題。 營運成長模式一般可分為內部成長與外部成長。內部成長是指經由公司內部新事業、新產品或新訂單與新客戶的增加使營業額成長；外部成長則是藉由外部策略聯盟、轉投資、購併等手段使公司能取得有利競爭優勢與地位或擴大營業規模。又因為藉由轉投資與購併經常能使企業之規模與競爭力獲得跳躍式成長，如美國通用電氣(General Electric)與思科(Cisco corp.)均為明顯而成功的案例，故在大部分企業經營時，其成為很多企業成長策略的主要選項。 然而，企業在選擇轉投資、策略聯盟或購併行為時，其策略與目標的訂定、購併與被購併企業之定位、整合；購併或轉投資的標的選擇與評估、計畫的規劃與執行等等，均影響外部成長之成敗，導致企業競爭力是否持續增進。 本研究針對垂直市場的產業內聯盟與轉投資為限制範圍，以聚焦於”垂直市場”產業內之轉投資有別於跨產業之投資行為，以”優勢競爭替代”之觀點來探討企業策略定位，以”組織變革”觀點來觀察購併與被購併或投資者與被投資者之定位策略與執行策略，以”累積長期競爭優勢”為標準來衡量與檢驗聯盟或轉投資之效益。 本研究針對研華股份有限公司轉投資艾訊股份有限公司之策略聯盟個案，以探索性研究方法依理論比較實務，研究其在策略聯盟之過程，探討此個案之策略與執行過程，期望能對研華與艾訊公司之策略作一研究與檢討並提出後續改進之建議。 本研究之歸納發現為： 一、 垂直市場競爭者之水平式策略聯盟或購併，如僅由發揮最大生產效率之綜效來考量，不易累積長久之競爭優勢。 二、 在垂直市場產業中，卓越的聯盟或購併之策略運用，在清楚的分析所處市場特性與公司定位以持續維持競爭優勢是策略思考的核心。 三、 破壞性創新思維運用在市場競爭策略上，市場在位者可提升維持性創新競爭力並同時可建立低階策略聯盟以形成阻止其他低階攻擊者障礙，足以保護現有市場在位領先者免於被競爭者侵蝕競爭力。形成結構上的長期競爭優勢。 四、 購併策略之執行，是否應將被併購企業併入，端賴兩方公司之策略定位。依據定位來檢視雙方之資源、流程與價值三個構面，當此三構面在雙方整合對整體策略有助益，則雙方應合併，反之則應維持獨立運作。 五、 雖然處於相同產業，但競爭之主要成功因素將因企業為維持性創新之市場在位者，或是防止低階、低價進攻者之阻攻者角色而有所改變；相對應的組織變革就應提出以確保策略之成功執行。 / The continuous revenue growth is one of the utmost goals that every enterprise seeks. It is also one of the key factors to measure the operation efficiency of an enterprise. It is an alarming signal that the enterprise is encountering serious challenges whenever the sales growth stays slow or encounters a recession. In order to keep the revenue grow consistently, an enterprise needs to sustain its competitiveness and keep its ascendancy as its cutting edge strategy. We can classify the growth engines into two categories: first, the internal growth engine which is contributed by new business, new products, and new orders; second, the external growth engine which is contributed by strategic alliances, M&A, and other investment opportunities. The enterprise usually gets a quantum jump on its business scale when a successful Merger & Acquisition is executed. The General Electric Co. and Cisco Co. cases are good examples of M&A. This probably explains why many companies place M&A and investment opportunity on high priority when setting growth strategies. However, when an enterprise adopts strategic alliance, M&A or diversified investment, its success depends heavily on its abilities of goal setting, positioning, targeting of Alliance Company, doing due-diligence, and solving culture conflict. This thesis investigates the strategic alliances and diversification investment between vertical market players, to focus on monistic industrial investment instead of cross industrial investment; reviews the company positioning strategy from the point of ascendancy competitiveness strategy; studies the execution of organization change between merger and merged companies and verifies the effectiveness of strategic alliances from the viewpoint of accumulated long term competitiveness advantages. The thesis studies from theoretical research to the case study of Advantech Co. which applies the exploratory research method. The Advantech Co. conducted an alliance with Axiomtek Co. in 2002 by stock swap between the two companies. Advantech owns 65% of Axiomtek after the alliance. It is my purpose to assay the process of strategic alliance and try to provide some advices to improve the effectiveness of this strategy. Conclusions can be summarized as follows 1. The strategic alliances or diversification investment between vertical market players can contribute less for cumulating the competitiveness if it is targeted to prevail by maximizing the production efficiency synergy. 2. A superior alliance strategy in vertical market is to analyze the market attributes and anchor the company positioning which helps the competitiveness accumulating for a player. 3. By implementing the disruptive innovation theory in market competition strategy, one company can develop alliance with a lower cost, 2nd tier or less functionality product provider to create the barrier for protecting attack from the disruptive competitors. 4. The resources, process and value are three scopes to judge whether two companies need be combined as one company or not. When those three measurements are formulating more advantages after combining based on mergers decision on companies positioning strategy, then, it should be combined as one company, otherwise vice versa. 5. The key success factors will be reformed accordingly if the acquirer re-positioning the company. A correspondent organization change also is recommended to be implemented.

創新一直是經濟學長久想要補捉的現象之一, 能夠成功地描述人類的創新, 就能解釋微觀的個體興衰以及巨觀的經濟成長。本研究嘗試建立一個以商品內涵為中心的經濟體系, 包裝在生產者和消費者所組成的商品市場。個體是以軟體代理人 (software agent) 來建模, 其被賦予獨立的學習機制。藉由個體的市場互動模擬, 我們可以更進一步的瞭解創新所帶來經濟成長背後的底層結構。有別於過去的研究對商品的描述。我們使用的方法可以同時兼具商品的質與量, 換言之, 商品的異質與同質大量生產目的是為了滿足各式各樣不同的消費族群。透過消費者對商品的篩選機制, 生產者的優勝劣敗於是產生。什麼樣的特徵具有較佳的存活機率, 什麼樣的組合結構會帶來較高的經濟成長 (即創新所帶來的福利效果), 便成為我們積極想要探索的問題。 / Innovation has always been viewed as one of the phenomena economists ardently attempt to explain. Once the process of innovation is successfully identified, it can be applied to describe not only individual progress but also the economic development as a whole. In this study, a commodity market with producers and consumers is conducted. Each producer has been modeled as a software agent who can independently perform learning functions. The simulation of the market activities may foster our understanding of the base structure of economic development brought by innovation. Unlike past research, our approach takes into account both the quality and quantity of a manufactured good. In other words, in respond to the need of diverse consumers, a producer may choose to adopt quantity-oriented or quality-oriented strategy. Success is defined in terms of the popularity of goods. This paper aims to discuss the characteristics and commodity combinations of successful producers. By doing this, the benefit of innovation can therefore be unveiled.

製藥產業是高度依賴研究發展之產業，因此技術知識網絡在製藥產業中相當活躍，製藥產業因技術的突破，又可分為傳統製藥與生技醫藥兩個分支。本研究旨在探討我國製藥產業技術知識網路與創新績效之關係，透過文獻之探討，以社會網絡理論之觀點切入，利用網絡分析工具UCINET計算出廠商網絡中心性，藉由網絡中心性的分析與評估，尋找出台灣地區製藥產業技術知識網絡中的關鍵行動者。並且以網絡中心性來衡量個別廠商網絡關係的強弱及區分網絡的型態，研究區域內與跨區域網絡對廠商創新成效之影響。 研究結果發現，生技醫藥廠商跨區域合作互動情形愈高，對於創新績效愈有顯著性差異；傳統製藥產業則不論是區域內的合作或是跨區域的合作，皆能帶給其創新的能力，另外，不同的合作關係亦會影響其創新績效之表現，區域內的網絡較著重於直接網絡所帶來的系統性知識，而跨區域的網絡則著重於間接網絡中多樣化的知識。 / As a knowledge intensive industry, pharmaceutical industry cultivates highly active networks among firms and relative actors. Because of technology revolution, Pharmaceutical is divided into two forms: traditional Pharmaceutical and Pharmaceutical biotechnology. This paper aims to advance our understanding of the technology knowledge and innovation capacity of the pharmaceutical industry in Taiwan. We begin by reviewing literatures regarding network and network position. Using the UCINET, a useful method to describe and measure firms’ centralities in a social network, we find out the key players in Taiwan Pharmaceutical industry and offers an emprical examination by examining the geography of technology knowledge associated with innovation in Taiwan Pharmaceutical industry. The empirical results indicate that there is a significant relationship between intra-regional knowledge and innovation performance in Pharmaceutical biotechnology industry, and both intra-regional knowledge and regional knowledge determine the innovation performance of the pharmaceutical industry. Furthermore, Results of this study indicate that a firm that occupies a central position in regional network of direct ties is more accessible to useful knowledge; in the other hand, firms can innovate successfully in intra-regional network both directly and indirectly.

本研究旨在瞭解當前國民小學組織動態能耐、組織健康氣候與學校創新經營之現況；分析不同背景變項在國民小學組織動態能耐、組織健康氣候與學校創新經營之差異；探討國民小學組織動態能耐、組織健康氣候與學校創新經營之關係；研究國民小學組織動態能耐、組織健康氣候與學校創新經營之預測分析；與推論國民小學組織動態能耐、組織健康氣候與學校創新經營之路徑關係。 本研究採取文獻分析法及問卷調查法。根據文獻資料架構理論基礎，編製「國民小學組織動態能耐、組織健康氣候與學校創新經營調查問卷」，依全省分北、中、南、東四大區域，共抽取93所國小，合計1408位國小教師，對於國民小學組織動態能耐、組織健康氣候與學校創新經營之看法。回收資料經由描述性統計、變異數分析、相關分析、逐步多元迴歸，以及LISREL潛在變項模式等統計方法，所得研究結果如下： 一、國民小學組織動態能耐以「科技應用」為最高，其次為「創新學習」、「學校定位」及「知識管理」，而「行政整合」相對較低。 二、國民小學組織健康氣候以「教師的凝聚力」最高，其次為「同儕領導」、「資源的影響性」及「重視學業成就」，而「機構主體性」相對較低。 三、學校創新經營以「資訊科技創新經營」最高，其次為「外部關係創新經營」、「行政管理創新經營」及「教學分享創新經營」，而「校園規劃創新經營」相對較低。 四、年長、資深及兼任行政之教師所知覺的整體組織動態能耐、組織健康氣候及學校創新經營的程度較高。 五、私立學校之教師所知覺的整體組織動態能耐、組織健康氣候及學校創新經營的程度較高。 六、位於都市、小型學校及新設學校所知覺的整體組織動態能耐、組織健康氣候及學校創新經營的程度較高。 七、組織動態能耐、健康氣候與學校創新經營間具有高相關。 八、組織動態能耐與健康氣候能有效預測學校創新經營。 九、國民小學組織動態能耐、組織健康氣候與學校創新經營量表之二階驗證性因素分析模式適配度佳。 十、組織動態能耐透過組織健康氣候，有助於推動學校創新經營。 研究者依以上研究結果，分別針對主管教育行政機關、校長、教師以及未來研究者提出若干建議。茲分述如下： 壹、對於主管教育行政機關之建議 一、將動態能耐健康氣候學校創新經營納入學校評鑑指標 二、以辦學績效為指標來調整公私立學校的教育資源分配 三、為老舊學校重新注入一股新的活力以提升其創新能耐 貳、對於學校校長之建議 一、安排年長與資深教師協助新進教師經驗傳承 二、提供教師充足的教學資源與協助其專業成長 三、營造有創意的活力校園與人性化的健康校園 四、不因少數家長無理的要求而改變既有的政策 五、透過行銷策略建立學校品牌和提升學校形象 參、對於學校教師之建議 一、應用資訊及網路科技融入教學以增進教學效能 二、由校園資訊與通訊科技平台分享教學相關資訊 三、掌握外在環境的快速變遷建立獨特的創新能耐 肆、對於未來研究者之建議 一、研究對象可再擴大 二、研究議題加深加廣 三、研究方法可更多元 關鍵字：國民小學、組織動態能耐、組織健康氣候、學校創新經營 / The main purposes of this study are: (1) to understand the present condition of dynamic capabilities, organizational health climate, and school innovative management in the elementary school; (2) to analyze the diversity of different background variables in dynamic capabilities, organizational health climate, and school innovative management in the elementary school; (3) to discuss the relationships between dynamic capabilities, organizational health climate, and school innovative management in the elementary school; (4) to investigate the Predicted Analysis of dynamic capabilities, organizational health climate, and school innovative management in the elementary school; (5) to conclude the path relationships between dynamic capabilities, organizational health climate, and school innovative management in the elementary school. The present study applied literature analysis and questionnaire survey method. According to related literature, the theoretical foundation was constructed and 「Elementary School Dynamic Capabilities, Organizational Health Climate, and School Innovative Management Survey Questionnaire」was organized. Ninety-three elementary schools were chosen randomly from north, central, south, and east regions in Taiwan. Totally there were 1408 elementary school teachers. Subjects’ viewpoints about Elementary School dynamic capabilities, organizational health climate, and school innovative management were collected. The data were analyzed by Descriptive Statistic, ANOVA, Correlation Analysis, Stepwise regression, and LISREL8.71.The results are shown below: 1.About dynamic capabilities in the elementary school , technology application is the highest，then innovative learning, school positioning, and knowledge management. And administrative integration is comparatively lower than the others. 2.About organizational health climate, teacher affiliation is the highest, then collegial leadership, influence of resources, and emphasis on academic achievement. Subjectivity of institution is comparative lower than the others. 3.About school innovative management, information technology innovative management is the highest, then external relationship innovative management, administrative management innovative management, and teaching sharing innovative management. And campus planning innovative management is comparatively lower than the others. 4.Teachers, who are senior, experienced, or have administrated jobs, perceive dynamic capabilities, organizational health climate, and school innovative management higher than young, unexperienced teachers. 5.Private school teachers’ perception of dynamic capabilities, organizational health climate, and school innovative management is higher than public school teachers. 6.Teachers’ perception about integral dynamic capabilities, organizational health climate, and school innovative management is higher when they teach in urban, small-scale, and newly-built schools. 7.There is high correlation association between dynamic capabilities, organizational health climate, and school innovative management. 8.Dynamic capabilities and organizational health climate can effectively predict school innovative management. 9.The fit measures of the two-order confirmatory factor analysis model of dynamic capabilities, organizational health climate, and school innovative management is good. 10.By organizational health climate, dynamic capabilities can promote school innovative management According to studied results, some suggestions are addressed for educational administrated institutions, principals, teachers, and future researchers. 1.For educational administrated institutions （1）Bring dynamic capabilities, health climate, and school innovative management into school evaluation indicators. （2）Allot educational resources for public and private schools by school achievement. （3）Rebirth old schools and promote their innovative capabilities. 2.For principals （1）Create opportunities for senior and experienced teachers to share and pass down their experience. （2）Provide teachers with sufficient teaching resources and help them to advance professional development. （3）Construct creative, animate, humanistic, and health campus. （4）Do not change prime policies due to some parents’ unreasonable demands. 3.For school teachers （1）Integrate information and Internet technology into teaching to enhance teaching efficiency. （2）Share teaching resources through campus information platform. （3）Know the outside environment is changed in high-velocity and create unique innovative capabilities. 4.For future researchers （1）There should be more subjects. （2）Researched issue can be deeper and broader. （3）Researched methodologies can be more multi-dimentional. Keyword：the elementary school, organizational dynamic capabilities, organizational health climate, school innovative management

著眼於全球生態與環境急速惡化之困境，環保政策成為各國政府傾力推動與執行的核心政策。企圖經由政策規劃與有效執行，達成教育社會大眾、進行社會行為變遷、保護全球生態的終極目標。環保署於2002年開始推動的限制使用塑膠袋政策即為一例。然而，限用政策通動力時至今，於2004年級2005年宣告部分政策停止執行。事實證明，限用政策之推廣與擴散受到阻礙。本研究為了尋求受阻原因，針對台北市文山區模範鄰里進行深度訪談研究，以及個案分析研究，希冀釐清限用政策執行障礙。 本研究針對政策行銷推廣擴散之面向，結合社會學研究方案中之創新擴散模式，以及政策行銷推廣模式，發現意見領袖之傳播途徑唯一有效影響社會大眾行為習慣之管道。歸納分析Everett M. Rogers曾進行的四個成功個案，發現有效之政策推廣及執行必須長期宣導、採行非強制性政策規劃與推廣、取得意見領袖高度認同、運用實際經驗影響與溝通模式，方能有效影響社會大眾，成功進行社會行為變遷，以利各項新政策運作執行。 　　本研究針對社區鄰里範圍內之研究分析得知，台北市政府進行限用政策推廣過程，未能妥適運用意見領袖傳播管道，同時礙於社會系絡與文化之差異，無法完全依循個案分析所歸納之各項成功運作因素，可能因此而導致限用政策未能達成預期目標。其中癥結包含：由上而下政策規畫可能無法運用由下而上之政策執行；限用政策未能取得意見領袖認同；政策宣導推廣時程可能過不足；強制規範性之政策規範可能引發反彈等等。因此，限用政策雖然應用了意見領袖的推廣宣導途徑，但是可能基於上述因素而導致政策推廣僅能達成部分預期目標。未來若能針對受阻因素適度修正，加強政策宣導與推廣工作，責各項環保政策可望能順利執行。 / Environmental Protection Policies play the magnificent role in the field of public policy since the environmental pollutions are getting worse and worse in the 21st Century. Environmental Protection Administration, Expectative Yuan (ROC) Taiwan had implemented the Forbidden to Use the Plastic Bag Policy since 2002 in order to protect the nature environment in Taiwan. However, part of this policy had been stop since 2004. There must some problems happened to make this policy incomplete, and this is also the research question. This research discovers that the Opinion-Leadership Communication Model, which is from the combination of the diffusion of innovations and public policy marketing, could be the most efficient communication path between the government and the public to implement the public policy. Through the further analysis of four successful cases adapted by Everett M. Rogers, there are several important elements, including long time to diffuse, no restricted policy, trust from the opinion leader, and experienced influence model, can make the policy implementation successful. The research findings offer the reasonable repressions for the fail of the Forbidden to Use of Plastic Bag. First of all, the policy marketing time is too short. Secondly, most of the local opinion leaders could not really understand this policy or even trust it. Thirdly, the bottom-up policy implementation model does not work with the top-down policy formation. Finally, the main purpose of this policy is to trigger the social change of the green shopping behavior, and the restricted policy implementation could not only fail, but also get more misunderstandings or complains from the public. The proper modifications shall direct a right way for this policy.

從工業革命以來，科技造成人類社會快速的進步，而從二十世紀至今，科技導入、科技創新等相關的研究，便成為商業、組織管理、科技管理與心理學領域爭相研究的重點議題，許多證據指出，科技所帶來的結果，卻不如管理者或學者原本所預期，產生了許多「非預期的創新」。 本研究認為，非預期創新的產生，是因為過去的研究與觀察，是從一個巨觀的角度分析科技所帶來的影響。本研究架構於漸衍過程(emergent)的觀點，以詮釋型(interpretive)質性的研究，透過使用者工作實務(work practice)微觀層次的觀察，來呈現科技與組織的演化。 透過鼎華科技導入衛星派遣系統成立台灣大車隊的歷程，本研究呈現台灣大車隊中的司機在科技導入前、後的工作方式，以及與科技互動下產生的創新結果。本研究發現，經過七年的時間，台灣大車隊的司機，已經發展出許多不同的創新工作實務，包括預期型工作實務、品牌型創新工作實務與科技型創新工作實務，並且於三種類型的工作創新之中，存在有更豐富、更多元的創新。 而透過個案的觀察，本研究認為，一種科技可以造成如此迥異的科技採用與結果，可以歸因於產業情境所造就的多樣化工作實務。而本研究的研究方法與結論，可以做為組織與企業進行科技導入與轉移時的參考。

Web2.0締造了許多創業神話與熱潮，但是往往能夠迅速火紅的網站鳳毛麟角，因此本研究以網際網路史以來使用者擴散最快的網站- YouTube做為核心個案，共12個研究個案，研究兩個問題： 1. YouTube使用者能迅速擴散、人氣起飛的原因為何？ 2. 類似的概念許多影音分享網站比YouTube先做、有的和YouTube同時做，為何是YouTube第一個吃下市場，而非所謂有先進者優勢的創新公司？網路是服務複製十分快速的產業，面對後起者的大企業挾金彈攻擊模仿，YouTube為何仍能屹立不搖？ 早在1997年，在頻寬成本都還很高的時候，ifilm就已經開始了線上影片上傳的服務，後續也推出免費上傳影片。Break(1998) 也以主打男性幽默，累積了很高的影片數量，然而當時相關環境卻還不成熟，部落格和線上相簿分享都不普遍。。在2003~ 2005年間，同時有Metacafe(2003)、Grouper(2004)、Sharkle(2004)、Vimeo (2004)、Veoh (2005)、Revver (2005)等影音分享網站各自以精緻影評、P2P、藝術取性、利潤共享等概念切入市場。從YouTube(2005.2)的成長可看到一段不斷嘗試錯誤的過程，從一開始主打美女影片概念、「你的數位儲藏庫」、「上傳、標籤並與世界分享你的影片」、最後出現富有Web2.0精神、彰顯自我的「Broadcast your self」，Slogan改了四次，使用者介面設計也有大幅的改變，程式上也對處理遽增的流量做了大量調整。 資源豐富的大公司Yahoo! 在面對YouTube的成長無所知覺，堅守影片搜尋，錯失先機；而Google雖然比YouTube早推出，但卻仍從搜尋出發，並且對使用者上傳有嚴格的限制，歷經轉型線上影片商店失敗，最後以16.5億美金收購YouTube收場(2006.11)。YouTube發展出「嵌入影片」的功能 (2005.6)，使用者以病毒式擴散，MySpace成為其流量的主要來源 (超過20%)，引發MySpace自家推出MySpace video (2006)，誓言複製一個YouTube。但YouTube腳步並未因為複製而停下，隨著創意影片越來越多，持續針對使用者需求開發新功能，不斷快速設計、測試與修改，YouTube是與使用者共同開發、一同成長，成為YouTube魅力所在。 本研究發現：（一）在嶄新的產業或原創的領域中，學習對象並非專家或權威，而是市場。對於願景的堅持，不斷的針對市場修改，才是持續成長的原因。（二）連結比產能重要，應同時啟動網絡效應與間接網路效應：找到巨人的肩膀，有效利用外部資源，專注自己的核心（三）網路產業複製迅速，先進者難有優勢。優勢來自於企業能夠快速跟上環境脈動的反應力和市場觀察力。並且從利基市場出發，與使用者共同演化完整商品（四）草根策略：大量試驗以聆聽使用者的聲音，速度比正確重要，追求「夠好」而非「最好」，培養能讓創新不斷生長出來的土壤。（五）如果不能有效的輸入知識，核心能力=核心僵固。 / “Web2.0” creates lots of entrepreneur legends and becomes a new trend. But only few of the Web 2.0 websites can grow and become very popular. Therefore, this study picks “YouTube”, the fastest growing website in the Internet history as its core case, and it includes 12 study subjects in total. The two research questions are listed below. 1. Why did YouTube grow so fast? 2. The concept of video sharing which YouTube provided appeared frequently. Some of the websites started their service first; some of them did similar things at the same time. Why not the other competitors who had first mover advantage could win, but YouTube won? One of the characteristics of Internet Industry is “easy to copy”. When facing the competition of big companies which duplicate their idea and attacked with abundant resources, why did YouTube still survive? Ifilm (1997) started its online video sharing business when the cost of bandwidth was still very high. And it served online videos for free afterwards. Break (1998) featured male’s humor, attracted a large number of videos. However, the related environment was not ready. Blog and online photo sharing were not popular at that time. In 2003 to 2005, lots of similar competitors such as Metacafe (2003), Grouper(2004), Sharkle(2004), Vimeo (2004), Veoh (2005), and Revver (2005) established. Some of them used P2P technology; some of them had great editor reviews, and the others provided revenue sharing model. On the other hand, YouTube’s growth came from continuous try-and-error. It failed to be a hotties video sharing website in the begining, and then tried to be “Your Digital Repository”, “Upload, Tag and Share Your Video Worldwide”, and now positions itself as a website for “broadcast yourself” which represents the spirit of Web 2.0. The slogan of YouTube has changed for four times, and the user interface has also changed dramatically. When facing increasing users and videos, YouTube tuned their program very often as well. Yahoo! lost the timing of catching up. Because it stayed in its core capability- search. Although Google video got online a little bit earlier than YouTube, it still started from video search. Moreover, the upload policy is too strict. Google ended up with acquiring YouTube for 1.65 billion dollars after the failure of operating an online video store (2006.11). YouTube developed “Embed” feature and caused a viral spread. MySpace became its main upstream (over 20%). That made myspace build its own “MySpace video” service and vowed to duplicate a similar service as YouTube. Neverthless, YouTube was not stopped by MySpace’s reaction. As creative videos became more and more, YouTube continued developing new features to fit users’ needs. It rapidly went through the cycle of “build-design-test”. Because YouTube grew with its users, co-development with the users became its charisma. The findings are as following. (1) In a developing industry or a new field, the gurus are not experts or authorities, but are the market audience. The insistency of vision and the will to change with the market are the reasons why YouTube continues to grow. (2) Both network effect and indirect network effect should start and be used simultaneous. Linkage is more important than productivity. Take advantage of external resourses efficiently; especially take advantages of those giants in the other industry. Concentrate on company’s own core capability. (3) Because duplication happens often in the Internet industry, the first mover advantage seldom exits. The real advantage is from the ability of quick reaction and deep consumer observation. (4) Grass strategy: using a large scale testing to hear the voices of consumers. The changing speed is more important then accuracy. Pursue “good enough” solution, not “the best” one. The formation of enterprise strategy is like growing grass. The point is keeping the soil fertile and keeping it free to grow. (5) Core capability will be core rigidity if one company can not input knowledge into its organization.

1985年開始，台糖公司在不與民爭利的原則下拓展蝴蝶蘭事業的發展，延續台灣社會對於蝴蝶蘭的喜好與優勢，進行花卉產業之商業化；產業的萌生源於隸屬於國營事業體制下的正式化組織，基於組織中制度企業家之社會技能動員組織中的成員且策動策略變革，而讓組織固有的制度優勢得以發揮，也克服了體制僵化的瓶頸，而成就了蝴蝶蘭產業於台灣甚至在世界的發展。 本研究透過田野調查以及非線性之質化比較方法，試圖分析台糖開創蝴蝶蘭產業組織新制度的建構模式。研究時間點的劃分，主要以1985年蝴蝶蘭產業小型試種至2001年組織邁入新紀元為止。事實上，在制度環境的架構上，台糖公司發展新興產業的抉擇，隨時間而有階段性的選擇，凸顯了新制度理論在制度環境變遷上歷史性之偶然的觀點(Mizruchi et al. 2006)。事實上，台糖公司落實蝴蝶蘭產業之發展並使之商業化，必須透過三個面向予以說明，首先，制度環境上，組織透過鬆散式結合之運作邏輯化解正式化組織過於僵化的運作模式，並藉此運用正式化組織之資源，結合組織內外之正向的制度環境，發展領先的蝴蝶蘭經營與栽培能力。另外，能夠如此地善用組織資源與變革制度環境，關鍵在於推展產業時，組織任用具有社會技能的制度企業家，不僅聯繫組織內外之菁英，也創造了獨特的經營模式。最後，制度能夠逐漸形成，必須觀察個體行動對於制度環境日常生活實踐的情形，台糖公司在產業開創之時，因其農業企業公司之特質具備優異的農業知識，又基於台灣民間蝴蝶蘭知識資源深厚，經由非正式的接觸，創造了蝴蝶蘭知識，也透過互動的模式擴散知識的分享。 / Taiwan Sugar Company developed an Orchid industry in 1985. It turns flower planting into business in order to continue the advantage in Taiwan. The industry originated from State-owned enterprises, which is the formal way of organization. The organization succeeded in developing orchid industry in the world. It helps that there are entrepreneurs who have the social skills to mobilize members and alter strategies in the organization; therefore, the organization can expand these useful institutions and resolve the institutional myth. The study used field research and qualitative comparative analysis to analyze the structural model of the organizational institution when Taiwan Sugar Company initiated orchid industry from 1985 to 2001. In fact, choosing the produce for this developing industry depends on different stages. It appears that the viewpoint of new institutional theory is that institutional transformation is historically contingent (Mizruchi et al. 2006). Actually, there are three levels that Taiwan Sugar Company uses to develop orchid industry and turn flower planting into business. First, the organization is loosely coupled with formal organization in order to resolve inconsistencies. Moreover, it uses the resources of formal organization and links institutional environment. There was positive feedback about becoming a pioneer in managing and planting in the orchid industry. Second, because there are entrepreneurs who have social skills, the organization can use the advantage of resources and institutional environment. It not only connects the people who own high capability in orchid, but also creates special business model. Finally, the study surveys individual action in the institutional environment, in order to research and understand how to form an institution. When Taiwan Sugar Company created the orchid industry, it was a state-owned enterprise and had rich knowledge in agriculture; in addition, there is rich knowledge about orchids in Taiwanese society. From interaction between the members in the organization and farmers in society, it has created knowledge in orchids and diffused the knowledge in the field.

隨著台灣經濟的高度成長，國民所得大幅提升，人們對物質需求相對提高，連接器的用途愈來愈廣泛，需求愈來愈大。因此連接器工業之發展確實有加以研究之價值。連接器產業如一般產業有其產業生命週期，在經歷環境的變遷，產銷方式也起了相當程度的變化，就全球連接器廠商來看，國內除了鴻海相關廠商外，國內廠商多屬於10億以下的中小規模廠商，國內中小型連接器廠商面對全球大者恆大與整體產業成長趨緩之下，需找出相關因應之道以求生存，本論文研究的目的在藉由產業的分析，瞭解台灣連接器產業的現況與產業趨勢，經由產業競爭力分析與SWOT分析歸納出連接器產業可採行的因應策略，以提供廠商在經營上的參考。 台灣連接器產業正面臨產業升級的壓力與日愈艱難的產業經營環境，必須面對中國大陸強大的磁吸效應，國內勞動成本居高不下，若不改變現行之一般產業競爭策略，提出創新策略來因應於未來環境的挑戰，勢必無法與世界各國競爭。因此連接器產業的轉型及多角化經營相形重要，加強研發新產品及走向輕巧高附加價值產品成為台灣連接器業永續發展的必要條件。 本研究以電子連接器產業為研究對象，由於國內目前連接器產商多屬於資本額10億新台幣以下中小企業。因此針對中小規模企業為出發點，就目前電子連接器廠商的內外部環境，並以一間中小規模廠商為樣本，進行深入訪談，以了解目前中小型規模廠商所存在經營上的問題。最後，本研究提出小中型連接器廠商因應策略以供作參考。 (一)中小型連接器廠商，應該利用靈活生產優勢，往利基型應用市場發展，避免於傳統PC市場與大廠殺價競爭。 (二)中小型連接器廠商，應該加強研發能力，與國際大廠進行專案合作，或參與各制定規格之協會共同參與制定產品規格，以儘早得知未來市場脈動。 (三)中小型連接器廠商，應透過與不同領域之同業合併或策略結盟，以增加產品應用領域，或相同領域內藉由聯合產、銷、採購，增強對供應商之議價能力，降低原物料成本及達到規模經濟以降低生產成本，並可將現有產品拓展更廣之客戶群。 (四)中小型連接器廠商，應透過資本市場募資或同業合併的方式，增加公司規模，一方面充足法務人才，避免專利權威脅，一方面充足產能或產品應用面，方能提供客戶Total Solution及訂單需求 關鍵字：連接器、產業競爭力分析、SWOT分析、競爭策略、創新策略、同業合併、策略結盟。