本研究探討企業之環境管理活動，並選定「溫室氣體管制」為特定環境議題，分析企業在營運過程當中所面對的環保壓力來源（包括政府環保法規、壓力團體、上游供應商、同業競爭、顧客與消費市場以及企業本身）來了解溫室氣體管制對企業所造成的影響為何。本研究並分析企業在回應溫室氣體管制時所採取的環境策略態勢（分為不變態勢、因應態勢、預應態勢以及創新態勢）與綠色創新活動型態（分為產品綠色創新、製程綠色創新以及端末回收創新），從中探究環保壓力、企業環境策略態勢及綠色創新活動之間的關聯為何。 本研究將製造業分為「傳統產業」、「基礎產業」和「技術密集產業」三大產業，從中各選一家廠商為深度訪談之對象，並對曾經獲得「經濟部節能績優獎」之製造業廠商做問卷調查，後將訪談結果彙整搭配問卷調查結果分析得到研究結論如下： 1. 政府環保法規仍是目前推動國內企業因應溫室氣體管制的動力來源，政府應更積極推行溫室氣體減量。 2. 國內在環境管理的發展上真正達到永續發展的企業仍屬少數。 3. 國內企業已開始用製程綠色創新來回應溫室氣體管制。 4. 企業本身具有環保意識的時候，會產生較多元的綠色創新。 5. 越積極回應環境的企業其綠色創新活動越多，且較常先產生製程綠色創新。 6. 產業特性的不同會影響企業的環境策略與綠色創新，政府應針對不同產業個別推動適合其產業特性之輔導計畫與相關法規。

Even though TFT-LCD is a high-tech industry, it is a highly competitive business and the average selling price has been dropping year over year. The high technology no longer guarantees high profit margin due to intensive direct competitions among overflowing TFT-LCD makers. Every TFT-LCD maker is aggressively migrating to next generation fabrication and working rapidly to vertically integrate component suppliers to lower the cost. It is believed that in the manufacturing industry such as TFT-LCD is facing the toughest competition ever and all TFT-LCD companies are thinking of possible ways enhance their competitiveness regardless of their scales. To analyze the current industry situation and provide suggestions to current players in the field, this research proceeds with the approach of case study. Using Porter’s Five Forces Model as competitive advantage measuring factors, we apply Value Analysis Tear-down method to see how it can influence each force. Based on the case analysis, the author has reached the following findings: 1.Creating sustainable competitive advantages is very difficult by using cost reduction strategy only 2.Top management’s involvement of a new method or strategy can expedite the execution process and stimulate more innovative ideas 3.Future improvements derived from Value Analysis Tear-Down process must be constantly monitored and implemented to create sustainable advantages

在台灣，連鎖加盟已經行之有年，並且經營的技術也趨於成熟，可是不管在各行各業中，仍然是會看到某些加盟品牌會扶搖直上，而有些卻逐漸衰退，在資訊不對稱的情況下，往往加盟者是很難透過網站上的資訊或是簽約前與加盟總部的認知中獲得詳細和確實的資訊，因此也可能導致事後合作的不愉快，甚至是最後解約的情況產生，而這樣不良的關係同時也會嚴重影響加盟主的品牌聲望和優勢。 本研究的對象乃是一般的市售連鎖飲料店，欲從加盟總部的領導行為、競爭優勢、彼此之間的信任以及總部的取代能力等外生變數，去探討如何影響加盟者與加盟總部的衝突與忠誠度關係。 本研究以路徑分析得到以下的實證結果，主要發現如下： （一）支援性領導、總部競爭優勢、信任與總部取代能力都可以顯著地影響整體滿意度，而滿意度也顯著地影響衝突下降和忠誠度提昇。 （二）參與性領導與指導性領導在本研究不顯著，可能與本研究探討加盟體制所導致。 （三）績效的因素在本研究中並不顯著，同樣的專屬資產亦是，可能跟問卷的選項有關。

本研究之個案公司之經營策略可綜合為下列三點:一、以高品質的設計為導向，嚴格執行全面品質管理(TQM) 的品質政策，建立了優質而高效率的多重客製化服務系統，形成了一套具有產品線廣度與特色的管理模式。二、以商業理論來深入分析本研究之個案公司的管理模式，可以得出在其發展的歷程之中，如何能夠清醒地認識到個案公司生存的整體大環境及局部環境，以企業實際的狀況為基礎，有效運用適當的管理技術和方法，而走上了一條良性而健康的產業道路，首先本研究之個案公司在成長的不同階段，都能夠深入地分析產業的發展趨勢預測與特色，然後有效擬定因地制宜的經營策略，而確實掌握商機，其次依據實際的情況，採用適當的管理技術和方法。三、得益於策略聯盟、團隊合作以及領導階層的適度多角化經營、先發制人的成本降低與關鍵市場市佔率增加的執行力，以多顆引擎繼續全速前進(涵蓋醫療器材相關產品的元件開發、SPA客戶的開發、工廠外移降低成本、經由終端產品來提昇經濟規模等)。儘管以現代先進的管理理念來看本研究之個案公司的經營策略，許多地方還是相當傳統，甚至於相當陳舊，但是本研究之個案公司卻依據此種獨特的管理模式，而能夠在競爭激烈的全球化市場中生存下去。 本研究運用商業理論(The Theory of Business)、客戶訴求價值理論、行銷學、生產營運管理、組織行為學，策略管理等理論、知識和方法，對本研究之個案公司的現狀、自身存在的問題加以分析，並對本研究之個案公司的綜合競爭力加以論證。本研究針對本研究之個案公司的外部和內部環境的分析，為該個案公司設計了發展策略。本研究提出了該個案公司應採取發展型策略的構想，確定了公司發展的策略目標。同時分析了執行策略的可行性，提出了保證執行策略的實際措施。 總結本研究之個案公司的經營策略，本研究得出了下列的結論: 一、企業的外部整體大環境是企業賴以生存的條件，它是企業行為的主要決定因素之一，本研究之個案公司的成功商業模式即在於它能夠適應外部的整體大環境，而做出有效的垂直整合與目標市場的區隔，從而有效整合局部環境和一般認為很難做趨勢預測的整體大環境，持續改善，逐步求精，甚至使本研究之個案公司能夠動態而彈性地適應整體的大環境因素。 企業的內部環境決定企業的生存能力，它決定了企業行為的成效，企業只能根據其自身的實際情況，建立起行之有效的管理機制 才能有效開發內部的潛能，而使得各種資源能夠做最適化的組合和運用，從而有效促進企業的成長和發展。 二、面對形形色色、各種派別的管理理論和管理方式，在許多外在和內在條件都不成熟的時候，企業不能依樣畫葫蘆照抄地加以盲目地引進和運用，最重要的是要有耐心、按部就班，打好企業的基礎，同時依據整體的大環境和企業自身的實際情況，以客製化服務、精簡設計流程、生產管制流程等創新管理方式為核心競爭力，以提高員工素質，具有可行性與適當的設計流程與生產管制流程為基礎，採取既不因循守舊又不急於求成，而最適合本研究之個案公司的管理模式(涵蓋經營哲學、經營方針、生產管制流程、策略聯盟、研發與工程及品質政策、客製化服務、設計流程)，使得企業管理能夠更上一層樓地逐步縮小與先進國家的差距。 到目前為止，本研究之個案公司與國際上眾多的大型跨國企業相比，還相差甚遠，因為在整體上而言，我國的企業大都還只是處於微笑曲線中端的低附加價值製造區塊，而且隨著規模的日益擴大和走向國際化，本研究之個案公司所面臨的將是多層面而且更加激烈的全球化競爭，因此本研究之個案公司在擬定其經營策略與產業分析與趨勢預測時，能夠不斷地有效吸收適合其公司運作的先進管理經驗與商業模式，使其經營策略更朝向現代化導向，決策流程更加系統化，而能夠持久地保持其獨特的競爭優勢。 關鍵字:商業理論、全面品質管理、競爭優勢 / After the World II, all kinds of management techniques have been emerged one after another. Along with the development of science and technologies, especially with the rapid development of modern information technologies, more new and developing managing techniques come out. The enterprises in our country have lagged behind those in the world. The gap behaves not only on technologies, but also on the managing levels. So more enterprises begin to change their old managing styles, and to learn the advanced technologies. However, before we changes, we must solve these problems such as how to choose among the various technologies? Do those advanced ones deem to be effective to us? How to tradeoff and balance between the advancement and effectiveness of the technologies and the management theory? The different choices will lead the enterprises to the different developing roads. So the choice is very important and challenging. Before this challenge, Peter F. Drucker, the great master in managing field, put forward the theory of Business. In this theory he expressed that one organization, whatever it is a enterprise or a non profit organization, before it chooses, it should recognize its existing bases first. Generally speaking, the theory of Business of one organization is made up of three assumptions, that is the assumption of its circumstances, the assumption of its special cooperation and the assumption of its core competence. If these three assumptions can be conformity with the social developing trends, if they can be conformity with each other and if can be learned by every member of the organization, all these key performance indicators will be the key factor of the organization doings, decisions and gains in the future. We can learn from the Theory of Business before making any decisions, every enterprise should know well about its global and local surroundings. Only when its doings conform to the surroundings , then the enterprise would attain positive gains, and those doings also will help the enterprise to develop a continuous improvement process. Otherwise the enterprise can not achieve its goals. Sometimes those doings will even become the obstacles on the roads. In Trolling Group (also abbreviated as Trolling ) has been doing very well in its developing history. Founded in 1995, Trolling Group has been developing rapidly, sustainably and steadily. The successful business model and experiences of Trolling are as follows: choosing the “high quality” as its developing starting point and at the same time executing strictly the quality managing technique of TQM(Total Quality Management); building up a perfect Service system; forming and carrying out a Trolling -characterized managing model of OEC( that is Overall every control and clear). If we analysis the Trolling ’s successful business model and experiences through the Theory of Business, we can learn that during the Trolling ’s development, it can always recognize it’s existing global and local circumstances. Then on the basis of the above conditions and it’s own quality, it carried out the most suitable managing techniques. So it can develop quickly and well. First, during it’s every developing stage, Trolling formulated its strategies on the basis of the analysis of economic circumstances. Second, according to it’s own capability，Trolling carried out the most suitable management methods. And Trolling ’s success came from the special enterprises alliances and cooperation under social surroundings, and its leader’s managing talent. If we analyze Trolling ’s management ways on the basis of those modern theories, many aspects are being old and even out-of-date. But Trolling succeeded. Trolling ’s success is mainly because that it can always basing itself upon its own conditions. We can say that Trolling ’s success is the success under the Trolling -characterized business model、managing circumstances and managing models. Trolling ’s successful business model and experiences is more empowered by innovation and uniqueness than those of many large transnational enterprises in the world. We can learn from Trolling ’s successful business model and experiences as follows: 1. The outer circumstances reinforce the enterprise’s existing conditions. They will decide what one enterprise can do and can not do. The basic point of Trolling ’s success is that Trolling can adapt itself to those outer surroundings. Even after efforts, some global circumstances fit Trolling ’s needs. The inner circumstances decide the results and effects of enterprise’s doings. Only when the managing system is on the basis of the enterprise’s actual conditions, it will be effective and help enterprise to attain its goal. 2. Facing the various emerging managing theories and methods, we should not unrealistically learn and carry out them. We must base ourselves upon the social realities, and choose the most suitable methods. So that we can shorten the lagging gaps and become more systematic and scientific in management practice. Up to now, Trolling Group has become a larger enterprise than before. But compared with those transnational corporations it still will be a very small potatoes, because the competition among Taiwanese enterprises is still on a lower level. In the future, Trolling will be larger and more internationalized; and it will face more serious and intense competitions . So Trolling Group should be customized more modern and advanced managing theories and methods that fit for themselves, so that it can maintain its competitive advantages and sustainable development. Key Words: the theory of Business、Total Quality Management、competitive advantage

論文摘要 本文最主要討論的核心在於研究國際體系中，國家在何種情形下會偏向抗衡，何種情形下又會偏向於推卸責任？由此本文從攻勢現實主義出發，列出主要三大要素：極性、相對地理位置、有無潛在霸權，針對戰國時期各主要大國的互動行為觀察。本文利用個案分析法，透過控制類比與個案內比較的方式進行研究，總共整理戰國時期的兩百次戰爭紀錄，並且區分為四個主要時期：BC419-360、BC359-318、BC317-260、BC 259-221。藉由衡量潛在霸權國，並且分析各時期的聯盟、戰爭參與國家，證明：一)戰國時期的主要大國如理論所預期，傾向於選擇推卸責任；二)戰國時期的主要大國在多極體系下，其戰略選擇會受潛在霸權國、相對地理位置的影響，在有潛在霸權國、地理位置接近時，大國會選擇抗衡，其餘則傾向於推卸責任。本文同時發現，潛在霸權國的存在不影響戰爭發生的頻率。 關鍵詞：攻勢現實主義、推卸責任、戰國、相對地理位置、聯盟

在全球激烈的競爭環境下，基於市場規模以及成本考量，海外市場開發儼 然對台灣企業猶如一條不歸之路。因此，本研究針對跨國公司在做全球投資時， 面對全球環境所必須面臨之不確定的狀況，以及在快速變動的環境下，企業如 何掌握並適應整體兢爭環境，擁有競爭優勢，提出探討，祈能對台灣企業有所 助益和借鏡。 以無塵室工程承攬案為例，應對環境周遭的整體競爭環境做仔細的剖析， 才能針對目標市場展開系列的工程承攬活動，發現並把握工程承攬的機會，且 可以避開各種工程承攬的風險與威脅。 另外，卓越的企業應該要調整競爭策略，提昇競爭優勢，不要盲且追求市 場佔有率而更要重視的是如何提供顧客最大的價值。企業最大的挑戰除了是要 創造滿意的顧客，更大的挑戰是要企業所做的每一個決策，所花的每一分錢， 都應該是如何增加忠誠的顧客、並設法留住忠誠的顧客、提高顧客的終身價值， 以及爭取新顧客上門。 除此之外，有效的經營管理、組織學習與策略績效評估，勢將成為企業未 來延續與發展的重心。 關鍵字：Cleanroom 廠務工程 競爭優勢 競爭策略 CAPEX / Under intense global competition environment, and due to cost concerns and global market environment, developing business in global markets is becoming a none return way and surviving strategy of Taiwanese Enterprises. Therefore, this research focuses on an international company involved in global investment while facing uncertain environment, and how the company can quickly adapt to the fast pace of the world market and remaining a competitive edge and advantage. Through this research, I hope to assist companies in Taiwan with some useful advice and reference experience. Taking a clean rooms project as an example we shall analyze carefully the surrounding competitive environment. This helps with any future development of project bidding, and will decrease the risk and threats during various kinds of project bidding. Besides that an elite enterprises should adjust their business strategies to increase their competitiveness so they won’t just blindly follow the market trend, but to provide their customers with the biggest returns. The biggest challenge that enterprises face isn’t just customer satisfaction because every enterprise is capable of making a customer happy. Each decision a company made as well as each dollar that a company spends, should be on how to create a loyal consumer, so that the consumer will keep coming back to increase the final value of each consumer and to attract new consumers. Nevertheless, having efficient business management, knowledge organization and effective strategic evaluation will become the center focus for future developments of all enterprises. Key Words: Clearroom Facility-Engineering Competitive Strategy Competitive-Advantage CAPEX

2007年7月26日，國家通訊傳播委員會（NCC）發放2.5-2.6GHzWiMAX 頻段之六張分區執照，包含北區及南區各三家業者取得。WiMAX技術具備良好的無線傳輸能力及高頻寬特質，因此WiMAX技術的後續應用也備受矚目。因應其發展趨勢，本研究將既有針對WiMAX技術定義的產業價值鏈研究延伸至營運商層次，探究整體WiMAX產業價值鏈的發展雛型。在整體產業價值鏈的情境定義之外，本研究同時透過個案研究，深入了解各別業者在既有產業價值鏈的架構之下，可能擁有的核心資源及競爭優勢，這樣的資源及優勢將影響其後續競爭策略的制定及商營模式的成形。由個案之發展經驗，本研究將進一步歸納台灣整體WiMAX產業的商營化挑戰。在個案選取上，本研究擬以遠傳電信作為研究對象，其選取原因如下： 1. 遠傳電信為既有電信三雄之一，已有電信市場經營基礎； 2. 其資本額最為雄厚； 3. WiMAX技術本身與3G技術形成競爭關係，遠傳同時擁有2G、3G及 WiMAX執照，對WiMAX技術的應用規劃或可做為後續觀察無線寬頻 技術市場競爭的重要指標； 在研究方法上，本研究以文獻分析法及深度訪談法為主，提出如下研究問題： （一）從產業外部層面的產業價值鏈來看 1. 臺灣WiMAX產業的相關價值鏈包含哪些產業行動者？ 2. 臺灣WiMAX產業的產業價值鏈建構面臨的挑戰為何？ （二）從產業內部的個案探究來看 1. 個案在WiMAX產業的發展上有哪些核心資源？ 2. 個案對於其核心資源的應用策略為何？ 3. 既有核心資源建構了個案哪些競爭優勢？ （三）總結：透過遠傳的發展經驗，歸納臺灣之WiMAX產業進入商營化的挑戰 為何？如何進行突破？ 透過研究分析，本研究回應研究問題如下： （一）從產業外部層面的產業價值鏈建構來看 1. WiMAX產業價值鏈共包含核心網路提供者、硬體製造產業、內容加值產業、通路服務產業及消費者等行動者； 2. 各產業價值鏈層級面臨的發展挑戰如下： （1）自身定位層面（核心網路提供者）層面：沉沒成本的壓力及時間 壓力的挑戰； （2）硬體製造產業層面：通路層面拓展； （3）內容加值產業層面：目前尚未被正式納入產業鏈運作； （4）消費者層面：市場需求不足使差異化優勢無法產生； （二）從產業內部層面的個案探究來看 1. 個案所擁有的核心資源如下： （1） 自身定位層面：基礎設備資源、龐大的資金資源、既有發展經驗的 傳承、專業技術的核心資源 （2） 硬體製造產業層面：規模經濟的資源、既有硬體建設的資源、 （3） 內容加值產業層面：既有結盟關係、集團資源的整合、議價能力 的優勢、具備整合能力 （4） 消費者層面：既有客戶的基礎、訂價策略的優勢、多元技術優勢、 養成使用者行為優勢 2. 個案所擁有的競爭優勢如下： （1）自身定位層面：具備多重且整合的核心技術、具備大量資金、市場 學習經驗曲線的縮短、能以更全方面的角度擬訂競爭策略 （2）硬體製造產業層面：對國內硬體製造業者具備議價力 （3）內容加值產業層面的探究：已有長久合作關係，可快速切入市場、 具備集團資源、議價力強、能主導營運模式的建構 （4）消費者層面的探究：已擁有固定客戶、較為彈性的訂價策略空間、 更精密的區隔消費者族群、對於消費者市場的推動更具主導能力； （三）總結 從營運業者角度來看，由於臺灣的固網普及率已高，WiMAX最大的商機潛力將集中於行動接收的加值服務之上；然因整體消費者需求不明顯，並無法給予行動終端設備業者將WiMAX技術延伸至手持式裝置的動機。由於終端設備業者多為世界大廠，臺灣營運業者在目前僅能以觀望的態度被動的追隨市場發展，不具備市場主導能力，因此相關的產業價值鏈雛形仍未完全發展。未來WiMAX的發展前景，將同時維繫於整體消費習慣的養成以及硬體產製業者的決策上，當行動接收成為普遍的應用形式，WiMAX營運業者才可能主動的推動相關應用服務；在這一段市場滲透的過程之中，滲透時程將影響新技術對於WiMAX技術的挑戰程度，巨大的資金需求也將影響營運業者的發展。

本研究旨在探討以優勢觀點為基礎之社會工作實施場域中，社會工作者與情感性精神疾病個案助人關係歷程、雙向復元因素與意涵，與不同組織政策與文化對雙向復元之影響，進一步形成實務場域中助人關係與雙向復元之建議與策略。 　　本研究運用質性研究深度訪談法與詮釋現象學觀點，採立意與滾雪球抽樣，使用半結構式訪談大綱與研究者於田野之互動與觀察，再現八名受訪者（五名優勢觀點社工、三位情感性精神疾病個案）之生活經驗，回歸現象本質綜觀與探討。 　　本研究主要發現如下： 一、情感性精神疾病的重新詮釋：社會工作者正視個案憂鬱或躁狂發作而產生生理、心理與社會的排除，將疾病常態化、普同化，並經由多面向的宏觀檢視以打破原本負面框架與預設立場，包含：1.給予自殺的生命解套—給予選擇與自我決定；2.賦予反覆訴說的意義—重新詮釋生命的機會。 二、歷經「隧道」、不斷攀升—助人關係發展之歷程：歸納優勢觀點社會工作者與情感性精神疾病個案發展助人關係之歷程，可分為想像期、建立期、考驗期、合作期與復元期五大階段，形塑「穿越生命隧道之旅」般的助人關係意象，並發現差序格局文化下的助人關係連續體之特色。 三、雙向復元的實質意涵：由個案「置身死地而後生」與社會工作者「從助人意義中回觀自我」的復元經驗中，歸納「雙向復元」之實質意義與內涵，是一種助人關係與個人內、外在情境三者交互作用而成的超越狀態與主體終極目標，影響成因包含個人、人際與環境三大層面和七個項目。 四、組織政策與文化對雙向復元之影響：不同組織政策與文化之對雙向復元具有實質之影響，分析受訪社會工作者所屬的機構內部可發現「考驗」與「支持」的態樣，後者不但創造充分的人際支持與成長環境，更能促進社會工作者的復元、提升個案服務品質與績效、穩定社工流動率。 依據上述研究發現，提出以下建議： 一、情感性精神疾病個案之助人關係策略：1.增強個體權能：擱置並轉化問題、充分尊重與信任、著力優勢與能力、累積成功經驗、創造選擇性。2.善用關係影響：借重家庭的影響力、保持助人關係中的接觸與等待、建立分享與互惠的彈性關係、善用權力落差形成改變。3.導入環境資源：地緣與文化的親近性、開放的會談地點與時間、連結資源與網絡合作。 二、正視雙向復元之目標：回歸自身被忽略的正向經驗，賦予生命及工作狀態之意義，個案或社會工作者復元的同時也使對方進一步昇華和復元，像漣漪效應般能擴及旁人，間接影響家庭與社會系統，啟動整體社會文化的善循環。 三、機構推動優勢觀點模式之建議：瞭解如何有效學習並運用優勢觀點模式、適度激勵並給予充分支持、提供合理的保障與實質誘因。 四、未來研究之建議：瞭解情感性精神疾病之特性並有所應變、具備接近田野之管道並增加研究對象的多元性、學習與受訪對象共創新的復元價值。 / The study aimed to explore the process, elements and meanings of mutual recovery for social workers and the clients with mood disorder, the organizational influences on the mutual recovery, and to propose strategies for mutual recovery for social workers. The methodology adopted in this study was hermeneutic phenomenology. Using purposive/ snowball sampling, the researcher interacted, observed, and in-depth interviewed the participants using a semi-structured interview guide. Though this process, the living experiences of the eight interviewees (five strengths-based social workers and three clients with mood disorder) were represented to reveal the nature of the phenomenon of mutual recovery. The major discoveries of this study include: 1.Re-definition of mood disorder: social workers could recognize the consequence of clients being seriously excluded from the society due to their depressive or manic episode; they helped the clients to normalize their disease, as well as to break their own negative assumptions toward the disorder. The tactics that they used were such as like：a) Providing relief to suicide–personal choice and self-determination, b) giving meaning to repetitive narratives– opportunity to redefine life. 2.“Tunnel” process, continuing to rise, the process of helping relationship: the process of strength-based social workers in developing relationship with clients with mood disorder could be categorized into five stages: imagination stage, development stage, challenge stage, cooperation stage, and recovery stage. Hence, the nature of helping relationship was like “going through the life tunnel” . The characteristics of such a relationship reflected the differential association continuum among Chinese culture. 3.Essential meaning of mutual recovery: For the clients, the recovery experiences were as if being brought back to life. For the social workers, they rediscovered of themselves in the meaning of assisting others. The real meaning and essence of mutual recovery could be summed up as the interaction of within a person, internal and external environment, and in turn further shaping the transcendental force to help acquire the life goal. Moreover, those goal were affected by personal, relational and environmental factors. 4.Organizational influences on mutual recovery: by analyzing the effects of organizational policies and cultures on mutual recovery, we found that “supportive surrounding” creates an environment which was better for the development of interpersonal relationship than an “challenging surrounding”. The former could help facilitate the recovery and performance of social workers, as well as decrease the turnover rate of social workers. Based on these findings, we propose: 1.Strategy for forming the helping relationship with clients with mood disorder: 1) empowering individual: letting go and transform problems into respect, trust, and focusing on advantages, capabilities, and successful experiences to create options. 2) Better utilizing the effects of interpersonal relationship: by using the influences from family, maintaining the contacts in interpersonal relationship, building mutual and flexible relationship, and using the power differentiation to facilitate changes. 3) Introducing resources from surrounding: an open location and timing that connect the clients/social workers with their surrounding and culture, and enabling the linkage of resources and networks. 2.Emphasizing mutual recovery: stressing the positive experiences that were over sighted previously and finding meaning to life and work status. The recovery of the clients and social workers will further influence their families and the whole social system, and create a benign cycle accordingly. 3.Suggestions for organizations in promoting the strength-based model: to learn the effective ways of learning and applying strengths-based models, giving adequate encouragement and support, and providing reasonable assurance and incentives. 4.Recommendations for future research: should understand the characteristics of mood disorder and know how to handle the situations, to expand the sources of participants, and to have the intention of creating the new meaning of recovery with participants.

美國在2008年經歷金融風暴，面臨嚴重衰退，似乎打破了西方資本主義的神話，反觀中國自改革開放以來，經濟大幅成長，隨著國力的提升，中國政府在國際外交的態度與立場漸趨強硬，中國對於核心利益的重視程度可謂與日俱增。與此同時，美國在結束中東戰事後，開始將其注意力轉向亞洲，冀能強化其在亞洲政治、經濟、軍事上的存在，因而美國總統歐巴馬在2009年提出重返亞洲「再平衡」戰略。南海由於位居航運要道，居豐富天然資源，戰略地位十分重要。近年來南海由於主權領土問題，各方爭議不斷，中美雙方亦在此議題上多次交手。 本研究擬採用米氏對於霸權與國際體系的論述，以觀察中美關係與兩國在南海的戰略走向。根據攻勢現實主義的觀點，本研究預期美國身為既有霸權，為保有其主導優勢地位，將會以離岸平衡者的姿態，採取推諉卸責以及制衡政策，避免亞太地區新興區域霸權的生成，因而在面對潛在霸權(中國)崛起時，美國身為區域霸主，符合米氏設定將採取「維持其全球主導地位的現狀」之戰略，而中國身為崛起中的大國，則將把握機會，提升自身權力，並渴望「改變現狀」，以求取代美國在亞洲地區的主導地位，成為亞太的區域霸主。 整體而論，中美兩國雖然在東亞體系處於競逐關係，但短期內仍會維持鬥而不破的往來模式。美國以離岸平衡姿態觀望，期望不與中國產生直接衝突；中國則把握戰略機遇期，提升實力，避免其崛起之路受到阻礙，兩國在經貿交流方面則最有可能因為共同利益攜手合作。

本研究旨在以個案，來探討物流産業的經營策略，主要研究在瞭解 企業自身的核心能耐，如何利用各種不同的營運活動來支持企業的 策略定位，也在探討企業如何在動態競爭環境中，掌握新的成長機 會，並透過適切經營管理模式與組織執行力，構築營運模式與創造 獨特的競爭優勢，以達成永續經營的目標。 因此，本研究透過運用五力分析進行過去、現在、未來評估，並找 出可能的策略創新機會，進行企業內部探討找出公司之核心能耐， 運用機會能耐配適模型、評估可具體發展之機會，思索此機會成功 的關鍵(即競争優勢)，探究為創造此競爭優勢，所需要的策略定位， 設計適切的營運活動，及定義清楚的策略藍圖。