本研究以區域創新系統觀點，分析在兩岸區位優勢差異下，影響台灣製造業廠商兩岸研發區位選擇及廠商研發網絡治理情形，強化既往研究未同時關注台商、兩岸地區及偏重個案研究的不足之處；經實證結果發現，區位優勢、研發部門類型、市場規模、政策條件、產業群聚、知識流通及研發經費投入等變數為台商兩岸研發區位佈點的影響變數，除了市場規模及市場型研發部門與研發區位選擇呈現負向關係外，其他皆與區位選擇呈現正向關係，顯示除因台灣市場規模太小造成台商選擇至對岸設立研發部門外，台灣在其他表現上皆較對岸具有吸引力，台灣仍具有不可忽視的區域創新能量，建議政府部門應在產業政策上有新作為，提供廠商各項研發所需要的協助，以吸引更多本土企業於台灣設立研發部門，以不斷累積及提升台灣的研發競爭力。 區域創新系統強調區域內行動者的網絡連結及互動，形塑該地區無可取代的區域特色，為彌補研發區位選擇的量化研究，無法表達出區域創新系統內廠商在地化網絡連結及互動的情況，本研究在研發網絡治理部分以華碩企業集團為研究對象，探討其如何運用本身及當地資源，建立在地化網絡及維持網絡關係運作等網絡治理議題，經研究結果發現，由於華碩企業集團具有豐富的研發經驗、高水準的研發人員及雄厚的資金，扮演在地化網絡主要行動者的角色，掌握與其他行動者（例如政府部門、研究機構、大專院校及其他廠商等）間關係建立的主導權，在研發技術的傳遞上係以公司內部的垂直組織網絡為主要傳遞路徑，與區域創新系統內各行動者的網絡關係及在地鑲嵌程度不強。 / With the viewpoint of regional innovation system, this paper analyzes the impacts of R&D locational choices and enterporises’ R&D network governance that manufacturing firms in Taiwan have under the differentiation of locational advantages between China and Taiwan as well as consolidates some points which are incompletely focused in the past on Taiwanese firms, two sides of Taiwan Strait, and overweighing case-studies. The empirical evidences bring that the impacts of variable to locational distribution of Taiwanese manufacturing firms across the strait are many: locational advantages, the types of R&D unit, the scales of market, policy conditions, industrial clusters, knowledge flows and R&D investment. Except for the negative correlations between the scale of market/type of R&D unit and R&D locational choices, the rest variables have the positive correlation with R&D locational choices, which means that, barring that the scale of market in Taiwan is so small that Taiwanese firms choose to institute R&D spots in China, other variables in Taiwan are more attractive than those in China; Taiwan possesses innegligible energy of regional creativity. The suggestion is that the government has to take new actions on industrial policy, providing the assistance to R&D that enterprises need, in order to attract more and more local enterprises to set up their R&D functions in Taiwan for accumulating and advancing Taiwan’s competitive power continuously. Regional innovation system emphasizes on actors’ network linkages and interactions within one region, shaping irreplaceable regional characteristics for that region in order to atone for the quantitative research of R&D locational choices which cannot express the situation of enterprises’ localized network linkages and interactions within regional innovation system. Taking ASUS as example, this research, in terms of network governance, confers how ASUS draws on own and local resources for network governance issues like establishing localized networks and maintaining the operation of network relations. After the analysis, it is found that, on account of ASUS with abundant R&D experiences, high-level R&D staffs and tremendous funds, ASUS plays the role as key actor in the localized network, controlling the predominant power established by relations between other actors (i.e. public sectors, research institutes, colleges/universities, other enterprises and so on). In terms of R&D technology transfer, vertical networks in the inner company as main transfer passage is less attached with every actor’s network relation and its local embeddedness within regional innovation system.

現今，產業競爭已轉變成全球性的競爭，台灣代工企業與國際知名品牌企業、高科技產業存在著“共存共榮”的臍帶關係，台灣代工企業必須不斷提本身之高度競爭力以維繫其不可取代之地位，否則即面臨客戶轉單、甚或被淘汰之命運。各代工企業不僅要在其生產技術上需保持領先的地位，更需在競爭策略上尋求轉型升級與技術創新，以避免被競爭者所取代，並擺脫製造代工的微利競爭；因此，當今代工企業的風險在於持續的創新能力，雖說早期代工企業僅需專注於代工製造，但隨著產品的大量生產與使用規格之統一，加上資訊之普及與快速，技術能力漸趨一致，不再是高門檻難以跨越，導致市場競爭就愈形激烈。代工企業不能只憑一招半式獨闖江湖，代工企業成長獲利的關鍵，不只在於成本管理或者製程改善，更在於敏銳的市場預測能力與核心競爭力，而從各種明確之例証顯示，創新能耐之建立更是長治久安不可或缺之主要成功因素；宏達電從為世界知名手機品牌製造代工高階智慧型手機起家，進而轉型至設計代工，一直到自創Dopod品牌，接著又將品牌重新命名為HTC；華碩電腦(ASUS)從為世界PCB 製造代工(OEM)，進而轉型至設計代工(ODM)，一直到2007年成功開發” Eee PC “ Netbook (小筆電)，並於2010 年與和碩(PEGATRON)分家，和碩(PEGATRON)代工企業與華碩電腦(ASUS)品牌經營正式分道揚鑣；這種種跡象充分顯示為唯有建立創新能耐才能尋找出核心競爭能耐的方向及重點，也才能決定企業在產業價值鏈的位置與所從事的價值活動。 企業從製造代工經營模式進入設計代工經營模式，在逐步接手研發價值活動後，設計代工經營模式開始投入自主研發，其目的在於提供品牌企業客戶更具競爭力之有效創新方案，並與品牌企業客戶取得充分分工之夥伴關係；因此透過研究個案公司的轉型歷程，探討面對詭譎多變的大時代，企業如何藉由建立自我創新能耐，進而建立自我核心能耐，從製造代工經營模式轉型升級設計代工經營模式，也藉由其經營績效的表現，來驗證轉型升級的策略所帶給企業的實質利益，最後對企業提出當面臨轉型升級時之具體建議，以作為其他面臨經營困境的製造代工企業之參考。 / Today, competition has turned into a global competition, the Taiwanese OEM companies with international famous brand enterprises, high-tech industries there is a deeply relationship of "living together", the Taiwan OEM companies must be constantly enhancing their competitiveness in order to maintain they valuable position that its status can not be replaced, otherwise face the status of cancel the order by customer, or even the fate of being eliminated. The business of OEM was not only in its production technology to keep the leading position, but also need to seek the transformation and upgrading of competitive strategy and technological innovation, in order to avoid being replaced by competitors, and get rid of low-profit competition; therefore, today's risk of OEM business rely on the continuous innovation capability, although early OEM business only needs focused on manufacturing, but as a large number of production run and use specifications of unity, plus information on popular and fast, and specifications become more standardized, it’s no longer a high thresholds and can’t pass through, resulting in the market competition is increasingly fierce. OEM business cannot only rely on go it alone, meant that the OEM business key profit enterprise growth is not only to improve cost management, or process, but also to keep a keen market prediction capabilities and core competencies, and examples from a variety of shows that innovation is the ability to establish long-term stability indispensable primary success factors; HTC from the world famous OEM business of high-end smart phones started, and then transferred to a ODM business, has been to own Dopod brand, and subsequently the brand re-named the HTC; ASUS Computer from PCB OEM in the world, and then transferred to ODM business, has been successfully developed "Eee PC" Netbook (mini Notebook) in 2007, and it was separated PEGATRON (ODM) and ASUS in 2010, PEGATRON officially parted ways with ASUS brand management; these signs appear only when you full build innovation ability to find out the core competitive ability of the direction and focus, you can also decide your positioning and activities in the value-chain of enterprise. When OEM model transfer to ODM model, and gradually took over the value activities in the R&D (Research and Development), the ODM model started independent research and development, which aims to provide brand enterprises more competitive. effective and innovative solutions, and set up the good partnerships with brands companies; therefore, through the case study, and face the challenge era, how to build self innovation by popularity, and establish core competency, from OEM model transfer to ODM model, but also put to the proof of its operating performance, to verify the transformation and upgrading policy that can make a profit of enterprise, and finally provide specific suggestions to enterprises when face on transformation and upgrading situations, I hope it also can be for reference to other OEM companies that they are facing difficulties.

企業必須因應環境的變化而做出適當的策略決策，只有不斷加強自己核心能力，並且提出正確的策略的企業才能夠面對大環境的改變而不被淘汰。如今企業必須面臨的改變，來自環境氣候變遷而延伸出的政府與環保團體更多的要求、綠能科技的進步、消費者對綠色產品的喜好等趨勢。在這樣的外部環境下，企業除了被動地減少污染之外，其實還有更多創新的可能性藏著環境策略的背後，提早準備的企業將可以運用這些策略，建立更長久的競爭優勢。 本研究整理環境管理策略的相關研究，從歷史、能力與生態系統三個觀點分析企業環境管理思維的變化，進而提出三階段的論點：第一階段為產品（製程）改善、第二階段為價值共創，最後一階段為模式創新，這是一個由內而外的過程，先從企業內部本身的產品與製程改善做起，再結合外部其他不同產業的公司共創更高的價值，最後經由技術更新或事業再編而達成模式創新改變整個產業的遊戲規則。 為了應證三階段的管理思維演進，本研究針對美日各選擇一家領導企業：奇異電器和日立集團，作為討論的個案。美國與日本的領導企業面對的是最競爭的第一線戰場，對於環境管理有許多先進的觀點，但美日企業文化的不同，也造成兩家企業在環境管理上的差異。藉由三階段的觀點分析兩家個案公司在環境管理思維的做法，本研究期望可提供未來產業及後續研究者一個關於環境管理的做法與方向。

台北都會區在人口與產業成長帶動之土地需求，加以市中心高房價壓力之影響下，郊區化現象儼然成型。然而，此過程若欠缺發展區位調控與土地使用效率之考量，將容易形塑出低密度、破碎化與蛙躍的空間蔓延發展型態，而導致都市機能、土地使用、交通運輸、公部門財政與環境等層面之負面衝擊。緣此，本研究旨在探討台北都會區郊區化的演變過程中，空間發展型態之變遷特徵與趨勢，確認其是否出現蔓延發展現象，並剖析其空間地景結構之形塑原因，最後研提都會區空間發展型態之再結構機制，期能作為相關主管機關進行都會區發展政策、區域計畫或都市計畫通盤檢討，以及縣市綜合發展計畫研擬之參考。 據此，本研究首先藉由衛星影像圖資與地理資訊系統的輔助，以發展密度與地景生態指數之整合評估途徑，建構台北都會區空間發展型態的衡量模式，透過1991、2001與2006年都會區蔓延指數之編製與解讀，分析15年間的空間發展型態變遷趨勢與特徵；其次，建立影響都會區空間發展型態演變之因素評估體系，運用模糊德爾菲法、複迴歸模型與多項羅吉特模型，剖析都會區發展樣貌變化之形塑原因；並據以研提台北都會區空間發展型態之再結構機制。透過此研究脈絡之探討，獲得之發現與重要結論，茲分述如下。 一、台北都會區在15年間的平均蔓延指數上升了6.83%，且在郊區化過程中，呈現反向發展路徑之蔓延與緊密空間型態趨向，其中，蔓延發展路徑由台北市東側、南側之內湖區、南港區與文山區為起點，往東擴張至汐止市、基隆市與瑞芳鎮，往南擴張至新店市；緊密發展路徑則由都會區西側之鶯歌鎮、樹林市、泰山鄉與林口鎮等地區與桃園縣相接連，另由台北市北側的士林區與北投區擴張至北邊之八里鄉、淡水鎮、三芝鄉、萬里鄉與金山鄉等地區。 二、根據複迴歸模型之校估結果，計有7項因素對台北都會區在1991至2006年間的整體空間發展型態演變造成顯著影響。其中，「平均房價變化率」、「由地方政府審議的非都市土地變更案面積之成長率」、「與都會區發展中心的距離」、「火車站個數」與「快速道路匝道或高速公路交流道個數之成長率」對於整體空間之蔓延發展趨勢造成正向影響；「捷運場站個數」則對於整體空間之蔓延發展趨勢造成負向影響。 三、綜結台北都會區空間發展型態演變特徵，可歸納出四類相異發展趨勢地域。進一步由多項羅吉特模型之校估結果可發現，「人口變化率」對「發展飽和且無顯著變化之中心地域」的形塑具有顯著負向影響，「捷運場站個數」與「已開闢之公園綠地面積成長率」則對其具有正向顯著影響；「人口變化率」與「捷運場站個數」對「發展變動明顯之趨向緊密地域」具有顯著正向影響；「由地方政府審議之非都市土地變更案面積成長率」、「快速道路匝道或高速公路交流道個數成長率」與「重大公共建設計畫面積成長率」對「發展變動明顯之趨向蔓延地域」之形塑產生顯著正向影響，「與都會區發展中心的距離」則對其具有顯著負向影響； 四、綜結台北都會區空間發展型態演變的特徵與造成原因，本研究在落實成長管理理念之原則下，研擬空間發展型態之再結構機制，在「集約、適居之台北都會區空間發展機制」的願景下，提出社會經濟產業效率成長、土地資源合理配置、空間區位調和發展、交通運輸與土地使用整合、公共投資建設合理規劃等五大發展面向，並據以研擬12項落實策略與26項行動方案。可供作相關主管機關進行區域計畫、都市計畫通盤檢討、縣市綜合發展計畫與土地使用管制規範調整之參考。

本論文採以「復元」概念，試圖瞭解原住民在經歷到生涯發展中的阻礙與創傷後，如何進行調適與重新得力的經驗。研究設計採取敘事研究法對四位布農族原住民的生涯故事進行蒐集與分析，並有四點發現：首先，原住民的生涯發展可區分為「家庭生活」與「自我實現」兩條軸線，且均呈現螺旋攀升的形式發展；其次，原住民在生涯故事中的敘說風格採以「開拓家」、「悲劇英雄」、「幸運份子」與「被犧牲者」四種建構位置的交替，並在單一生涯主題上，會隨時間與情境而有位置的改變，或因為不同的生涯主題，而同時擁有複數的位置；第三，原住民生涯故事中的創傷主題具有族群的特殊性，共包括「貧窮」、「父係社會下的角色規範」、「學校與部落價值觀的脫節」、「原漢關係的衝突」、「酗酒問題」、「家庭暴力」，以及「其他生涯議題」等七項；最後，促進原住民從生涯創傷中復元的因子，則可歸納出「個人優勢」、「人際關係」、「環境資源」與「文化與靈性」四類，而類別當中的個別復元促進因子會隨情境而被激發或發揮不同功能，且單一因子即可能觸發不同類別間因子的連鎖反應。作者根據研究結果，對原住民族助人工作提出實務上和政策上的建議。 / This research takes “Recovery” concept to describe and understand experiences of Taiwanese indigenous people who made a recovery from career barriers and traumas. Research design takes narrative research to collect and analyze four indigenous Bunun persons’ career development stories. And main findings are as follows. First, axes of indigenous persons’ career development stories could be generalized to “Family life” and “self-fulfillment” two topics, and both development forms tend to spiral upward. Second, interviewees take four narrative positions to construct self in their stories, including “Pioneer”, “Tragedy hero”, “Lucky guy” and “Scapegoat”, but these positions are often shifted because of the time or situations changes, and one person could have plural positions on different topics at the same time. Third, career traumas in stories include “Poverty”, “Role norms under the patriarchal society ”, “Values disconnection between the schools and the tribes”, “Relationship conflict between the Hans and indigenous peoples”, “Alcoholism”, “Domestic violence” and “Other issues”, the specific effects from ethic group background are appeared on all of these trauma issues. Fourth, the conducive factors to recovery from career traumas are widely distributed over “Personal strengths”, “Interpersonal relationships”, “Environmental resources” and “Culture and Spirituality” areas, each factor could be aroused or created by situations, and every single factor can leads others to make chain reaction. Base on above findings, author gives advice on policy making and practice work for indigenous people’ career development.

自2007年國家通訊傳播委員會（NCC）發放六張無線寬頻接取執照（Wireless Broadband Access, WBA）後，至今台灣六家WiMAX營運商已全數開台，台灣WiMAX產業正式進入商轉營運階段。然而由於WiMAX為一新興產業，產業之遊戲規則仍待確立，加上其他4G等行動上網技術的競爭下，各家WiMAX營運商之背景與資源分部情形無法立即分出競爭勝負，還需端看營運商如何對自身資源作出適當的評估與利用，以發展合適之競爭策略，才能達到產業競爭優勢。 因此本研究從資源基礎理論的角度出發，透過個案研究法，以得到南區執照的威達雲端電訊進行研究，了解威達雲端在發展WiMAX產業上，對資源的運用。本研究擬探討之四個問題為：(1) 威達雲端電訊當初選擇進入WiMAX產業的評估與原因為何？ (2) 威達雲端電訊在發展WiMAX上的核心資源與資源缺口各為何？(3) 威達運端電訊在進入WiMAX此一新興產業時，如何針對本身資源的優劣勢發展出適當的競爭策略？(4) 威達雲端電訊相較於其他WiMAX營運商，有何競爭優勢？(5) LTE與WiMAX陣營在未來發展上各有何資源優勢，WiMAX營運商該如何面對LTE的挑戰？ 研究結果發現：(1) 威達雲端最大核心資源優勢為本身擁有大量內容及相關經驗、基礎顧客群，與光纖網路之布建。(2) 威達雲端主要資源缺口為資金、相關人才與電信發 展經驗與技術。(3) 威達雲端有效利用具延展性之資源，將資源做延伸與強化，進行多角化發展，推出新產品組合及服務，以達到綜效與擴大整體經濟規模。(4) 威達雲端進行策略聯盟等合作方式進行資源之補足，尤其是以吸取電信相關布建經驗與技術為主。(5) 相較於其他相關業者，威達雲端以較低成本提供WiMAX服務，並將WiMAX技術與其他資源結合，推出差異化之服務為其競爭之優勢。 / Since the National Communications Commission released six operating licenses of Wireless Broadband Access (WBA) in 2007, the six WiMAX operators in Taiwan have all completed deployment for commercial services by the end of 2010. However, as an emerging industry, WiMAX technology and its industry have not fully matured. Meanwhile, WiMAX is facing the rival fourth generation wireless technology . Under the circumstance, in order to create competitive advantages, WiMAX operators should lie primarily in the application of the bundle of valuable resources at the firm's disposal. Therefore, this paper, takes the Resource-Based Theory as the analysis structure, with reference to the case of licensed WiMAX operator “Vee Telecom Multimedia Co,” (or simply Vee) attempts to find out how the operator utilizes its core resource to carry out the competitive strategy. The purposes of this thesis include: (1) The reason why Vee chose to enter WiMAX industry; (2) The core resources and recourse gaps of Vee; (3) When entering the WiMAX industry, how Vee carry out the strategic deployment of its resources; (4) Compare to other WiMAX operators, what competitive advantages does Vee have; (5) What core resources do WiMAX and LTE operators have? How do WiMAX operators face the challenge of LTE technology? The results showed that (1) the core resources of Vee are contents, customer base, and the fiber network. (2) the resource gaps of Vee are funds, talent, experiences in telecommunications. (3) with the effective use of scalable resources, Vee extends and strengthens the resources to develop new products and services portfolio, in order to achieve synergies and increase economies of scale. (4) using strategic alliances and other cooperative approach to fill the resource gaps, especially the deployment experiences in telecommunications. (5) compared to other operators, Vee provides WiMAX services at a lower cost and offers differentiated services to gain its competitive advantage.

本論文以台灣戰後五十年來中國時報上與飲食活動相關的廣告，從廣告的觀點，去探索台灣社會變遷如何對民眾飲食習慣造成影響。 　　本研究採用歷史研究法，蒐集1950年至2000年在中國時報刊登所有飲食活動相關的廣告，整理歸納出台灣民眾飲食習慣的變化。並使用文獻分析法，分析影響台灣社會變遷之政治經濟文化等相關論述及官方統計資料、期刊論文。 　　研究結果發現，社會變遷使得台灣民眾飲食習慣從重視「吃的功能」走向「吃的價值」；經濟發展帶動飲食習慣由重「量」轉而重「質」的發展；戰後五十年受到外來文化的影響使得台灣飲食習慣走向西方化、速食化；女性角色轉變因而帶動更直效的飲食習慣；飲食產業也隨著飲食趨勢提供不同需求的商品及服務。 / In this paper is from an advertising point of view to explore how social changes in the fifty years after the war activities affected the diet habits of Taiwanese. This study uses Historical Research to collect all published in the China times from 1950 to 2000 the diet activity-related advertising. And use the Content Analysis to analysis of Taiwan social changes of the political, economic, cultural and other relevant official statistical data, and the journal articles. The research results showed the social change makes the diet habits of the Taiwanese from the emphasis on “food’s functional” to “food’s value”. Economic development led diet habits by attention “quantity “towards "quality". Outside culture influences to make Taiwan diet habits Western oriented and fast-food oriented. The changing role of women and thus bring more direct eating habits. The diet industries provide goods and services with different needs dietary trends.

台灣半導體業自1970年代發展至今，垂直分工完整，從上游的IC設計、製造，到下游的封測與配銷，都有眾多企業投入。本研究著眼於台灣半導體產業中，最上游的IC設計公司之競爭策略與經營模式，主要有幾個原因： 1.台灣有超過300間IC設計公司，吸納了眾多理工相關人才。 2.在全球範圍內，近年的產業結構劇變導致IC設計公司消長迅速。 3.IC設計可靠著正確的產品崛起，但也容易後續乏力，是高風險高獲利的產業。 4.經20餘年發展，世界前20大IC設計公司中，台灣企業已佔到5席。此時回顧IC設計公司的發展歷程，探究其成長策略，當可做為未來其他新進業者參考。 企業成長的策略模式是多樣化的，本研究整理相關文獻與個案發展歷程，針對四家台灣不同領域的IC設計公司所做分析，提出IC設計公司成長策略的擬定，可以由「市場面」、「技術面」，和「策略面」出發。目的在於，探討台灣IC設計業在成長過程中，面對外部競爭環境如何擬定競爭策略以建立、維持競爭優勢。 本研究實證結果摘要以下幾點： 1.技術面：新創IC設計公司資源不足，專攻特定技術可盡速累積經驗與未來發展資源。為了補足資源缺口，可以考慮緊跟產業標準制定者，進行產品規劃。 2.市場面：透過挑選指標型客戶，建立穩定的訂單來源，以及市場聲譽。 3.策略面：引進重要客戶或業界龍頭入股，加深合作關係。 關鍵字：IC設計、競爭模式、創新策略、成長策略、競爭優勢。 / Since 1970s, the semiconductor industry in Taiwan has formed a complete vertical specialized system which consisted of numerous companies from the upstream IC design, manufacturing, assembly & testing to the downstream IC distribution. The reasons why this study focused on the competitive patterns and business models of IC design includes: 1.There are more than 300 fabless IC design house in Taiwan and the whole industry attracted lots of young engineering talents and became remarkable to Taiwan economy. 2.Significant structural transformations changed the whole industry recently. 3.IC design house can rise rapidly by just one right product and fall even faster if they missed the right timing. So the industry is about high operation risks with high return on investments. 4.To learn the successful stories of Taiwanese IC design could be reference classes for the coming start-ups. The growth strategies of corporations are quite diversified, therefore, this study induced the related documents and generalized the history of four case companies to find how they develop growth strategies. This study proposed the growth strategies could be formulated out of three dimensions: the market orientation, the technology orientation and the strategy orientation as below: 1.Technology orientation: In order to accumulate necessary resources for future growth, IC design start-ups may concentrate on core technologies and keep in step with the industry standard setters to plan their product line. 2.Market orientation: Collaborate with key clients to gain stable purchasing orders and reputations. 3.Strategy orientation: Leverage key clients or industry leaders to do market development. Keywords: Fabless IC Design, Competitive Patterns, Innovation Strategy, Growth Strategy, Competitive Advantage.

液晶顯示器(LCD)產業是二十一世紀最令人矚目的產業，不僅因為液晶顯示器是一項融合了高科技與大量經濟投資的產業，更因為液晶顯示器的各種應用與消費者的日常生活習習相關，因此具有無限潛力的特色。 近年來，液晶顯示器隨著面板價格的快速滑落，使得液晶顯示器的售價越來越能讓消費者接受，也吸引了眾多的廠商投入，包含原日、韓及其他國家顯示器及電視大廠，歐美之資訊品牌或通路，台灣廠商也積極切入液晶顯示器和電視廠商之OEM及ODM代工，少數台商也切入自有品牌，也由於液晶顯示器價格的大幅滑落，新技術的興起，及眾多廠商的競逐其中，造成當前液晶顯示器產業之異常激烈競爭環境，而LCD 產業為台灣兩兆雙星產業之一，故其競爭力之提升不僅攸關該產業各相關企業存亡，對台灣維繫其日益流失之競爭優勢亦具樞紐地位，所以如何加強競爭力，並結合政府及民間之力量，從容面對日本、韓國之威脅，是國內目前產官學界所必須共同努力之目標。 經研究結果發現，個案公司之主要競爭優勢在於掌握關鍵零組件之生產、彈性之製造管理能力及全球通路行銷，積極進行策略聯盟以尋求與供應商上中下游及行銷通路間的垂直整合，以強化企業之競爭優勢。因此業者必須掌握企業核心競爭力、認清液晶循環趨勢及擬定企業競爭策略;進而尋求企業合併，並且建議政府提供穩定的投資環境與提昇廠商研發能力，藉以在液晶顯示器產業中取得持續性的競爭優勢。 本研究運用包含「五力分析」、「鑽石模型」、「競爭策略」及「SWOT」等產業分析理論，來研究企業如何建立核心能力，進一步歸納出液晶顯示器廠商競爭優勢的經營策略，並從中萃取出產業關鍵成功因素，以期望能提供作為業界參考及學習之用，並作為公司擬定其未來策略方針之用。

台灣地區在2010年的行政區域調整中，有三個區域進行縣市合併，合併後的縣市其選區必須重新劃分，而進行劃分時有三個因素可以做為縣市合併後衍生之選區劃分原則，分別是縣市融合、大市效應與優勢現象。這三個因素在以往的選區劃分中甚少被提及，因此本論文特別討論考慮這三個因素的選區劃分。 由於大市效應或優勢現象產生的原因是單一選區中有太多的選舉人口來自縣市合併前的同一行政區，因此我們在劃分前處理中，先對人口過多的行政區進行分割，然後進行選區劃分。為促進縣市融合，我們優先考慮將原縣市交界區域的行政區域劃分至選區，然後才考慮非交界區的行政區域。劃分的過程中，我們參考最多限制優先的原則，透過貪婪演算法進行劃分，劃分結束後再進行選區調整，以求能滿足中選會對選區人口數等相關的規定。 我們在論文中提出了選區評估的指標，可以對縣市融合、大市效應與優勢現象進行衡量與評估，以便作為劃分結果的比較與參考。 最後我們透過對合併後的高雄縣市進行選區劃分，以說明我們整體的概念與方法。根據我們的劃分原則與方法，我們的劃分結果產生6個縣市融合的選區，而中選會所公布的選區劃分結果，沒有任何符合縣市融合精神的選區。同時，相較於中選會的結果，我們的劃分方式有較好的大市效應指標與優勢現象指標。 / During the administrative district adjustment of Taiwan in 2010, three regions conducted the city and county merges. The electoral districts must be redistricted after these merges. There are new issues, related to the merge of city and county, which have seldom being discussed before, namely, the city-county integration, the overpopulation-region effect, and the dominance phenomenon. In this thesis, we will consider these issues as the new principles to be included in electoral districting. The reason that causes overpopulation-region effect or dominance phenomenon is due to too much of population comes from the same administrative district in the city of county prior to the merge. One could avoid these by dividing the overpopulation borough before carrying out the electoral districting. In order to promote the city and county integration, we give priority to these administrative districts on the junction regions of the original city and county configurations before considering the administrative districts on the non-junction regions. The most constraint principles and greedy algorithms are employed in the actual electoral districting processes. After the first districting, we conduct a region adjustment to comply with the regulations of the Central Election Commission (CEC). We also proposed the assessment indices that can be used to evaluate the possible effects due to the city-county integration, the overpopulation-region effect, and the dominance phenomenon. Using these indices, one can compare the results of various districting outcomes. Finally, we illustrated our idea and methods by actually districting the merged region of Kaohsiung city and county. According to our mechanism, we produced six city-county integrated electoral districts where no city-county integrated electoral district was found in the CEC’s districting results. In addition, the districting results produced by our method have better overpopulation-region effect index and better dominance phenomenon index than that announced by CEC.