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。

本論文基於尋求解釋權變觀點長久以來存在的問題：『為何實證上配適對績效影響一直沒有一個一致性的定論(mixed empirical support)』，因為根據權變觀點的主張『組織效能決定於組織的特徵(例如：策略、組織結構)與組織所處的情境是否配適(fit)，當兩者配適時則組織會產生較佳的績效』，所以企業追求配適，績效將愈高。由於配適概念具有績效意涵，因此配適在許多理論建構過程中，扮演重要的角色，例如：國際企業領域著名的折衷理論(Eclectic theory)，所以當權變觀點的核心主張『配適有助於提升績效』在實證上不一定成立時，則會影響理論的建構與發展。 為了解配適概念在實證上遇到的問題，本論文透過三個研究進行分析。在第一個研究，本論文針對權變觀點的文獻進行系統性的整理，並採用統合分析(meta-analysis)探討配適與績效的關係。研究結果顯示，配適對績效的效果量(effect size)為正，說明權變觀點的核心主張依舊成立，組織追求配適確實可以產生正向的績效。而影響實證結果不一致的原因則來自於配適的定義與衡量方法、衡量配適的變數個數、以及是否採用時間落差(time lag)三項干擾因子，呼應Venkatraman(1989)的主張。 接下來，第二個研究本論文採用質性個案研究的方式，探討配適與績效的關係。研究過程中結合動態能力(Dynamic Capability)的概念，透過企業在不同成長階段的營運活動分析，觀察企業如何追求配適、如何調整與轉換既有的配適構型、以及追求配適對企業經營產生哪些影響。第一個研究發現與企業追求配適有關，企業追求配適的前提，必須先擁有有價值的核心優勢(例如：製造、產品開發)，並以該核心優勢為中心，透過不同價值活動的緊密配合與組合，建立初期的配適構型(configuration)。第二個研究發現與配適的調整與轉換有關，發現為：(1)當企業成功創造初期的配適構型後，企業內部開始產生餘裕資源；(2)隨著企業價值活動的強化，前期的暫時性核心優勢會逐漸轉變為長期性的核心優勢；(3)透過創業家精神與策略更新，企業開始運用餘裕資源構築多核心優勢的配適構型。第三個研究發現與配適對企業經營之影響有關，發現如下：(1)企業建構配適構型時，當價值活動間關係愈緊密、複雜時，愈容易形成阻隔機制，競爭優勢愈能持久；(2)透過阻隔機制(isolating mechanisms)效果的發揮，以及時間壓縮的不經濟(time compression diseconomies)效果，可增加模仿的困難度並拉開與競爭對手之間的距離，創造績效。 第三個研究則承接研究一與研究二的部分結論，透過實證重新驗證配適與績效的關係，同時對於文獻上餘裕資源效果的爭論提出解釋。研究結果發現：(1)當企業內部存在互補的企業專屬資源以及擁有豐富產業經驗的高階管理團隊，則運用餘裕資源創造配適的效率愈高；(2)藉由調整TMT管理團隊的組成方式可以有效避免管理者的代理問題，增加運用餘裕資源創造配適的效率；(3)當企業運用餘裕資源創造配適的效率愈高，則企業運用資產獲利的能力愈強，企業績效也愈高。 總結來說，本論文從實證上配適與績效關係不一致的現象出發，對於實證結果不一致的原因提出說明，並且透過質性個案研究的方式，了解企業追求配適的過程及配適的效果，最後，藉由實證的方式，重新驗證配適與績效的關係，並且為企業如何有效運用餘裕資源提供具體的建議。 / This thesis aims to interpret the long existing question in contingency theory: mixed empirical support, i.e., no consistency can be found in the empirical relationship between fit and performance. This is intriguing, since according to contingency theory, organizational effectiveness is dependent on the fit between an organization’s characteristics (such as strategy and structure) and its existing circumstances, and with such a fit, the organization will have a better performance. Consequently, firms that pursue fit will achieve better performances. Since the concept of fit includes implications on performance, fit plays an important role in the development of many theories, e.g., the well-known eclectic theory. Hence, when contingency theory’s core proposition of fit is conducive to performance becomes fallible, overall theory construction and development will be affected. To further understand the fit issue, three studies are conducted in this thesis. For the first study, contingency theory literature was systematically studied and meta-analyzed with a special focus on the relationship between fit and performance. The findings show that fit has a positive effect size on performance which supports the core proposition of contingency theory in which organizational pursuit of fit does lead to positive performance. The reason for mixed empirical supports originates from three interference indicators of fit measurement methodology, number of variables, and whether the use of time lag. This finding echoes Venkatraman’s (1989) viewpoint. Next, a second study was conducted using qualitative approach to further explore the relationship between fit and performance. By integrating the concept of dynamic capability into the study, the researcher, by analyzing business operation activities in different stages of firm growth, observed how businesses pursued fit, how existing fit configurations were adjusted or changed, and what effects were created through the pursuit of fit in a firm. Three major study findings were identified. Firstly, in terms of how businesses pursue fit, a pre-requisite is that businesses must possess valuable core competences (e.g., manufacturing, R&D) and, by closely combining and coordinating different value activities to these core competences, initial fit configurations are built. Secondly, in terms of adjusting and changing fit, the findings include: (1) with the business’ initial successful fit configuration, slack is produced within the business; (2) as the business strengthens its value activities, previous temporary core competences will gradually transform into long-term core competences; and (3) through entrepreneurship and strategic renewal, the business will utilize its slack create a fit configuration of multiple core competences. Lastly, effects of fit on business management includes: (1) in the process constructing a business’ fit mechanisms, as the relationship between value activities become closer and more complex, isolating mechanisms are more easily formed, leading to more sustainable competitive advantages; and (2) by capitalizing on isolating mechanisms and time compression diseconomies, imitation become more difficult and the distance between competitors are widened, thereby creating performance. The third study adopted the findings of the previous two studies to empirically re-examine the relationship between fit and performance, while also proposing an explanation to the slack resource debate found in past literature. The research findings include: (1) when a business possesses complementary proprietary resources and highly experienced top management team (TMT), it enjoys a higher success rate of using slack resources to create fit exists; (2) agency costs can be reduced and increase in the efficiency of slack resource utilization to create fit can be achieved by adjusting the configuration of the TMT; and (3) with a higher rate of fit achievement through slack resource utilization comes stronger abilities to generate profits from business assets as well as a higher performance rate. In conclusion, this thesis started off by providing an explanation to the empirical inconsistency between fit and performance. Moving along, the researcher then used the qualitative case study research method to explore the process of businesses’ pursuit of fit and the effects of fit. Lastly, with an empirical study, the relationship between fit and performance is re-examined and specific suggestions are provided on effective business utilization of slack resources.

本論文以印度奧修大師( Osho Rajneesh )針對現代人生活方式所設計的「動態靜心」修練為對象，探討現代人實踐莫克夏( moksha )身心體驗之成效性與可行性。本文從印度經典《薄伽梵歌》來討論莫克夏的概念，試圖歸納出達到莫克夏的歷程，並指出莫克夏背後的印度解脫思想。本研究並以親身體驗的方式探討奧修動態靜心是否有助於體驗《薄伽梵歌》中所描述之moksha。 筆者獨自前往印度進行為期七日之「動態靜心禁語閉關」，並藉由自我民族誌研究法( auto-ethnography )呈現筆者意識轉化的歷程及莫克夏之身心體驗對於日常生活的轉變與影響。筆者透過自身的參與，來企圖了解自我意識於該活動之中的變化，討論靜心活動中所體驗到的身心轉化經驗，以及回歸日常生活之後的影響。 / This research probes into the effectiveness and feasibility of experiencing “moksha” through practicing the “Dynamic Meditations” originally designed by Osho Rajneesh. Through the exploration of “Bhagavad Gita”, one is able to understand the process of realizing moksha and the viewpoints of the ancient Indian wisdom of liberation. A self-experience approach is used in this study to better understand whether the dynamic meditations help to experience moksha depicted in “Bhagavad Gita” . This research uses auto-ethnography to explore the process of the transformation of my consciousness through a seven-day silent dynamic meditation retreat in Pune India. I try to understand the changes of my consciousness through my actual participation, analyzing the transformation of the body-mind experiences and the effects on my everyday life.

本研究以Ohlson (1995) model為發展基礎，並將盈餘定義為（１）剩餘淨利及（２）盈餘水準，分別就此二種不同定義下的盈餘，以年度盈餘時間序列來測試其是否符合線性資訊動態假設，及針對各模式對股權價值估計與預測之結果做比較，探討何種評價方法或模式對於估計真實價值、解釋價格及預測報酬之效果較佳。 研究結果發現，我國上市公司之剩餘淨利及盈餘水準時間序列皆符合線性資訊動態假說。剩餘淨利線性資訊動態模型較能正確預估次一期的盈餘。相較於單獨以帳面價值來估計股價，考慮線性資訊動態模型所建立之各評價模型所預測之估計股價皆未能正確預測權益價值及解釋權益價值之波動。在投資策略方面，因剩餘淨利模型之投資績效最為穩定，在該模型之投資策略下，V/P比率愈低（高）之投資組合獲得之平均股票報酬愈低（高），代表股價愈是被低估的投資組合可賺取更多之投資報酬，這說明剩餘淨利模型預測次期投資報酬之能力最佳，投資人可以其做為建立投資策略的參考。 / Based on Ohlson (1995) model, this study specifies earnings variables as both residual income and earnings levels to test the linear information dynamic (LID) models per se and the ability of competing valuation models to value the contemporaneous stock prices. A comparison of future stock return predicting capability of competing models is also conducted. By using both residual income time series and earnings levels time series for examining the issue on the firms listed on the Taiwan Stock Exchange (TSE), the empirical results support Ohlson’s information dynamics. However, when estimated as a time series, the linear information models using either residual income or earnings levels variables provide value estimates no better than book value does alone. From the investment strategy aspect, the superior predictive ability of the residual income valuation model with respect to future stock returns demonstrates that high (low) V/P ratios gets high (low) investment returns. It implies that the underpriced portfolio makes high investment returns. Accordingly, the residual income valuation is good for estimating returns on the following year and is therefore a valuable investment reference..

隨著全球經濟和社會發展需求的變化，資訊產業的全球性結構調整日益明顯，由硬體主導型的發展轉為向軟體和服務主導型發展。經濟全球化為我國軟體產業發展提供了難得的機遇，我國軟體產業要積極參與國際分工，就必須走向世界，但是在走向世界的同時，也必須仔細思考什麼才是自己國際化的目的、自己企業內部的核心資源是什麼、做好自己的國際化策略或戰略的準備嗎？也因此在國際化動作中，如何選擇正確的海外市場進入策略就顯得格外重要，要採用怎樣的進入策略與企業核心資源、國際化策略、企業服務內容與產品等等之間的關係與互動已不是單純不變的環結，而是隨著市場變動不停變化的，也因此動態性調整就成為一個很重要的課題。 在眼前的日常生活當中，什麼事情已經都脫離不開資訊。也因此作為資訊產業核心的軟體及資訊服務產業，已成為新世紀全球的第一大產業。IDC 在2005年9月的研究報告中顯示全球資訊服務產業在 2003年產值已高達6410億美元，爾後年平均成長率一直保持在 5-9% 之間，可以說是一片欣欣向榮的氣象，到去年 2005年整個產值達到 7400億美元，預期到 2009 年，整個資訊服務產值將到 9250億美元，這也意味著繼工業大革命後的另一個新經濟時代的到來。 在整個產業成長中，又以亞太地區成長最大，從 2003-2009 CGAR 達 9.7%，遠超過全球平均 CGAR 6%。我國因具備良好資訊基礎設施、具備與華人相同語言、文化背景、接近並熟悉亞太市場、充裕資金與高階經營人才、與西方的技術合作經驗、豐富的 PC 軟硬體整合經驗等。充分顯示台灣軟體產業在競爭的市場環境中比起歐美資訊大廠已率先佔據極佳位置。 因此本研究就以進入策略的學術理論做為基礎，再結合個案公司實務上軟體業海外發展經驗，整合一套適於軟體產業的海外市場進入策略供企業參考。以研究結論來看，資訊軟體業因為產品與服務的特性關係，較易偏向採用較高承諾度的資源投入方式，將營業拓展至海外市場；除此之外，在地化的深耕發展也是必需要走的一條路，而且因為隨著地主國市場的投入，對地主國市場的熟悉度也會漸漸增加，也因此會在地主國市場進行一系列動態性的營運策略調整。這裡所謂的營運策略，不僅僅只是產品策略或市場策略，甚至整個市場的進入策略也會隨之調整，譬如說由獨資的進入策略轉變為合資的模式。 / As today’s global economic and social development needs continue to change，the Information industry’s global economic requirement change has gradually become more obvious；shifting from a hardware-driven type of development，to software and service-lead development。Economic globalization has brought along excellent opportunities to the development of our national software industries；to actively participate one’s software industry in the international division of labor，one will have to proceed toward the outer world；meanwhile，one must also carefully consider the purpose of one’s internationalization，the core resources of one’s inner enterprise，and whether one is prepared with a proper internationalization strategy。Consequently， knowing how to correctly select suitable foreign markets and entry strategies to be incorporated into the strategy is exceptionally critical in the process of internationalization，and in addition to that，the decision as to how the foreign markets should enter into the strategy，the enterprise’s core competence，internationalized strategy，the service content and product of the enterprise and etc. ，the relationship and interactivity between the each are no longer simple and invariable connections；instead，they are now constantly varied in accordance with the market change，and as a result, dynamic adjustment has became a very important topic today。 In today’s society，our everyday lives have become inseparable from the information technology；therefore，as being the core of information industries，software and information service have become one of the worlds top main industries of the new century。In August，2005，research from IDC have shown，that the global information service industries’ industrial output value in 2003 has increased up to 6410 billion USD；from then on，the output value has successfully maintained an annual average rate of 5-9%。Apparently，that was the sign of a long-term prosperity，as last year (2005) the output value has boosted up to 7400 billion USD。Predictions have been made that the value will continue to rise dramatically in the years to come，and in 2009，the output value for information service industries will reach a height of 9250 billion USD；this also meant the arrival of the age of new economics after the industrial revolution。 Within the whole industrial development in general，the Asia Pacific area stand to have the most rapid growth，with a CGAR rate of 9.7% from the year 2003-2009，which highly exceeded the world average rate of the CGAR of 6%。The reason for our outstanding industrial development is basically due to our possession of a good information infrastructure，similarity of the language and cultural background in Asia, familiarity toward the Asia Pacific market，abundant funds and talented individuals with high management skills，and our rich background experiences with the western technical collaboration，PC hardware and software integrations and etc。These qualities all demonstrated that apparently，in today’s competitive market，Taiwan software industries have already exceeded many of Europe and America’s top information manufacturers。 The following study will use the academic theories for the process of foreign market entry strategies as the fundamental base，and on top of that，the practical aspect based on personal experiences of software industry’s foreign market developments；these will be combined into a set that is applicable to software industries for the foreign market entry strategies，suitable for enterprises’ reference。

回顧近50年來台灣的產業發展歷程，自1980年進入資訊電子產業以後，經濟發展始開始呈現高度成長。時至2004，台灣主要硬體產品在海內外總產值達到684億美元，高居全球前五位，並預估2006年可達到800億美元。我國資訊電子產業自80年代初期乃是以OEM（Original Equipment Manufacturing）代工的方式開始發展，憑藉著廉價的勞力及土地等生產要素，達到低成本的製造優勢；然而近年來，台灣選擇專業代工的風險已開始逐漸顯現。隨著資訊產品發展成熟，普及率增加，品牌廠商為了提高市場佔有率，也開始進入以價格競爭的階段；此外，當初具有之成本優勢也隨著中國大陸經濟體的興起以及勞動成本、土地成本等上升而日漸消失，因此台灣資訊電子廠商走向微笑曲線兩端的趨勢已經無法避免。 有鑑於上述的產業發展現況，近年來學術界對於自有品牌相關議題的研究也愈發重視。然而，過去的研究重點往往放在自有品牌的發展策略、關鍵成功因素等策略層面或理論層面的探討，對於建立自有品牌實務歷程的研究則著墨較少。在自創品牌的相關研究中，除了眾多學者多認為行銷通路建立為自創品牌關鍵成功因素之外，宏碁集團創辦人施振榮也曾特別指出：「建立品牌過程中，通路的建立是重點」，故本篇論文針對自創品牌關鍵成功因素之一的「行銷通路建構歷程」進行研究。本研究透過個案研究的方式，針對國內資訊電子業建立自有品牌上較具成功經驗之企業 － 明基電通（BenQ）加以深入探討，期能得到新的啟發，並供實務界參考，為台灣的產業升級做出貢獻。 本研究首先透過相關文獻的探討，瞭解可作為分析通路建構歷程之相關文獻，包括「自有品牌建立」、「通路理論」、「動態能力」、「組織學習」等相關理論，並透過個案公司訪談以及次級文獻蒐集獲得個案公司資訊，最後分析個案公司 之通路建構歷程。本研究之發現如下： 1. 由OEM/ODM轉型自有品牌經營之企業，其通路建構歷程會先進行行銷（通路）部門的組織設計與改造、運作流程設計、以及行銷通路人員的招募等前置作業 2. 由OEM/ODM轉型自有品牌經營之企業在建立自有品牌產品之行銷通路時，其自有品牌產品線與其代工產品關連性愈高，則通路建構歷程愈易於進行，且通路績效表現愈佳 3. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，會致力於進行雙迴圈學習及高階學習，並建立新的價值觀及規範，以提升通路建構及通路管理之成效 4. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若能夠在創造學習外取得新的知識來源或他人的通路經驗以進行模仿學習，則有助於通路建構績效之提升 5. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若能夠透過跨產品線、跨市場地區的行銷通路相關人員進行定期交流聚會與知識分享，則有助於通路建構績效之提升 6. 由OEM/ODM轉型自有品牌經營之企業，若能夠將通路建構歷程中所取得的知識及經驗進行資料庫之建構，則有助於通路建構績效之提升 7. 由OEM/ODM轉型自有品牌經營之企業，若其組織具有較高的組織彈性以及較快的回應能力，則有助於通路建構績效之提升 8. 由OEM/ODM轉型自有品牌經營之企業於通路建構歷程中，若於目標市場擁有足夠的市場性資產（如商譽）、結構性資產（如製造能力、供應鏈管理），則有助於通路建構績效之提升 9. 企業在建構國際通路時，其通路策略及通路管理作法上會視各國市場特性之不同而有所不同 10. 企業在建構國際通路時，其相關通路建構之主要決策權若由各地子公司掌握，則有助於企業通路建構及通路管理之成效 11. 企業在建構國際通路時，若能夠使用在地人力資源，則有助於通路建構之進行 / The electronic industry first developed in Taiwan in 1980s by OEM operation. But with the strong challenge from China and the pressure of price competition, the risk of OEM/ODM business model is growing higher and higher nowadays. Given this industry condition, academic and industrial filed are paying more attention to those issues about transformation from OEM/ODM to OBM. Nevertheless, “Building Marketing Channel”, which is one critical factor in the transformation process, is neglected among others. Therefore, this research focuses on the practical building process of marketing channel, not only aims to trigger the following studies on this issue, but also like to find some insights into the marketing channel building process and help the industry to succeed in the transformation from OEM/ODM to OBM. Compare to other studies that more focus on the “Channel Strategy” or channel itself, this research focuses on an issue that rarely be touched by researchers. For that reason, this research is more an “Exploratory Research” essentially. This research adopts “Case-Study Method”, looks into the marketing channel building process by interviewing with personnel of case company and reading second-hand materials about the case company, then derives findings and conclusions by analysis the building process with the framework of “Dynamic Capability” and “Organizational Learning” Findings of this research could be divided into three major subjects, following list each of the three subjects and the implication of it. 1. Features of marketing channel building process of OEM/ODM companies in transformation to OBM Marketing channel building process of OEM/ODM companies in transformation to OBM should be initiated by designing the marketing related function and organization structure 2. Marketing channel building process and “Organizational Learning” Companies in transformation to OBM should engage in “Double-loop Learning” to enhance the result of marketing channel building process 3. Marketing channel building process and “Dynamic Capability” Companies in transformation to OBM should improve capabilities of “Process” and “Position” categories to enhance the result of marketing channel building process For industry practice, this research suggests that companies should endeavor to obtain necessary knowledge, create as many sources of learning as possible, and also design an effective organizational learning system in the marketing channel building process. In the other hand, companies should also improve their dynamic capabilities with the new knowledge in the whole process, especially in “Process” and “Position” categories. For academic field, since the major limit of this research is the lack of inferential reliability with single-case method, this research suggest following researchers to conduct further research on this topic with multi-case or quantitative method and verify the findings and conclusions of this research.

在經濟活動發展迅速的情形下，產品的競爭與多樣化使得廠商在價格之外，也須將行銷策略納入考量。研究行銷通路中成員互動的理論模型從靜態模型開始，到用動態微分賽局的模型來研究廠商間的互動，過去的研究文獻得到了兩點結論：第一，通路合作為Pareto最適。第二，在通路無法合作的情況下，利用合作機制的建立，能使均衡結果產生Pareto改善。 然而，過去的文獻卻未說明將通路合作放入合作廣告的模型中，通路合作是否仍為Pareto最適。因此，本研究沿用Jørgensen et al.(2003)合作廣告模型的設定，將通路合作的情況放入模型中，比較通路合作、零售商遠視、零售商短視與合作廣告四種情形均衡時的行銷策略及廠商的利潤，並探討通路合作在合作廣告的模型中是否仍為Pareto最適。

研究指出，在不同人類個體的DNA序列中，只有0.1%的基因組排列是相異的，而其餘的序列則是相同的。這些相異的基因組排列則被稱為單一核苷酸(SNP)。Affymetrix公司發展出一種DNA晶片技術稱之為Affymetrix GeneChip Mapping 100K SNP set，此晶片可用來決定單一核苷酸資料的基因類型(genotype)。Affymetrix公司採用預設「動態模型演算法」(DM)來決定基因型態。本論文的研究目的是探討與示範對於DM方法中預設的S值的四種修正方式。而這四種修正的方法分別是： (1) Standardized L value，(2) Median-polished L value，(3) Median-center L value，和(4) Median-standardized L value。為了比較S值與四種改進方法，本研究藉由SNP的模擬資料來進行比較。資料的模擬是基於利用改寫過的階層式之Bolstad模型（2004），而模擬模型的參數估計是利用華人細胞株及基因資料庫中95位台灣人的100K SNP資料。根據AA模型與AB模型模擬資料的基因型態正確率，Standardized L value是最好的判斷基因型態之方法。在另一方面，因為DM方法並不是設計來決定Null模型的基因型態，因此對於Null模型模擬資料的基因型態判斷會有問題。關於Null模型的基因型態判斷，本論文提供了一些簡短的討論與建議。然而，依然需要進一步的研究探討。 / It is known there is only 0.1% in the DNA sequences that is different among human beings, and the rest of them are the same. These differences in DNA sequences are defined as SNPs (Single Nucleotide Polymorphism). The Affymetrix, Inc. had developed a DNA chip technology called Affymetrix GeneChip Mapping 100K SNP set for SNP data used to determine the genotype call. The default algorithm applied by Affymetrix, Inc. to decide genotype calls is the Dynamic Model-based (DM) algorithm. This study aimed to investigate and demonstrate four different ways to modify the basic component used in DM algorithm, namely, the S value. These four modified methods include: (1) Standardized L value, (2) Median-polished L value, (3) Median-centered L value, and (4) Median-standardized L value. In order to compare the S value with the four modified L values, a simulation study was conducted. A hierarchical version of Bolstad’s model (2004) was adopted to simulate the SNP Data. The parameters for the simulation model were estimated based on 95 Taiwanese 100K SNPs data from Taiwan Han Chinese Cell and Genome bank. The Standardized L value was proven to be the best method based on the accuracy of the genotype calls determined according to the simulated data of AA model and AB model. On the other hand, the genotype call for simulated data under Null model is problematic since the DM approach is not designed to determine the Null model. We have given some brief discussion and remarks of the genotype call for Null model. However, further research is still needed. /

WCDMA是一個寬頻直接序列分碼多工存取(DS-CDMA)系統，使用正交可變展頻係數(Orthogonal Variable Spreading Factor，OVSF)碼以支援多樣化的資料傳輸速率，提供可變動位元速率和服務品質(Quality of Service，QoS)保障，以滿足使用者對多媒體應用服務的需求。在本研究中我們將訊務分群並配置符合的正交變數展頻係數碼的方式，來處理資源分配的問題，期讓每位使用者都能有滿意的服務品質。在論文中，為提供不同等級的差別服務以兼顧QoS和避免頻寬浪費，我們提出以動態群組配置的方式，從所有提出服務要求的訊務中，依其服務優先等級順序，挑選適合的訊務，將其放置於同一群組。系統會配置一OVSF碼給此群組，透過分時共用來進行資料傳輸，使其能提供多樣化的資料傳輸速率，減少碼阻斷，提高系統頻寬的使用率，並滿足使用者對服務品質的需求。實驗模擬顯示，本研究所提出的方法能提供多樣化的資料傳輸速率，並能有效減少碼阻斷，提高頻寬及系統使用率，並達到QoS的要求。 / WCDMA is a wideband Direct-Sequence Code Division Multiple Access (DS-CDMA) system, it uses Orthogonal Variable Spreading Factor (OVSF) codes to support diverse data transmission rates. Orthogonal variable spreading factor codes have the ability to provide variable bit rates and QoS to meet different multimedia application requirements. In this research, we group the traffic and use Orthogonal Variable Spreading Factor (OVSF) technique to deal with resource allocation problem in order to offer satisfactory quality of service to the users. We propose dynamic group allocation method to provide differentiated services in order to meet the QoS requirement and avoid bandwidth wasting. From all those requested services, we move all those services of the same service priority to the same group. The system will subsequently assign OVSF code to each group. Data transmission of each group is based on time-sharing mechanism. Simulations show that the proposed method can provide diverse data transmission rates, and is able to reduce code blocking rate, increase bandwidth and system utilization, and meet the QoS requirement.

企業如何於競爭劇烈且快速變動之產業環境下，發展出相對應之策略及差異化活動，是建構長期穩定獲利模式之關鍵；而動態能力(dynamic capability)的觀點便是強調企業為了獲取持續性的競爭優勢，必須不斷地偵察產業環境的變化，調整組織內外部的資源結構，藉以因應環境的各種異動。為深入了解動態能力的演化過程，本研究即以成功跨足貿易以及零售產業的特力集團為個案公司，探討在變化萬千的產業環境下，其如何於不同成長階段中轉變其策略定位，輔以動態能力的演化，以及在上述變化下，組織結構運作的調整過程，最後終於成為引領產業的全方位服務提供者。 / The key for a business enterprise to establish a steady long term profit model is the ability to develop responsive strategies and diversity activities in this highly competitive and fast moving industrial environment. According to the theory of dynamic capability, in order for an enterprise to have a continual competitive advantage it should both constantly observe changes in the industrial environment and adjust the structure of the internal and external resources accordingly. This will then allow an enterprise to better respond to these changes. In order to comprehensively understand the development of the theory of dynamic capability, this study will analyze the Test Rite Group as the main subject of the case due to their success in the trade and retail industries. As part of the analysis, the study investigates how the Test Rite Group manages to adapt their strategies and structure of their organization in an ever changing industrial environment which ultimately resulted in leading the industry as an omni-directional service provider.