隨著高分子材料工業的快速發展，塑膠材料被廣泛地應用在日常生活中各個不同的領域，而提供塑膠材料加工製品所需設備的塑膠機械產業的地位就日益重要。在我國國內的塑膠機械產業的年產值已經超過400億，而且在外銷的比例上更高達八成以上，是僅次於工具機的第二大機械類產業；然而由於經濟全球化的發展，以及中國大陸等新興國家崛起的衝擊，使得國內的塑膠機械產業受到嚴重影響而呈現外移的現象。 在這個動盪劇烈的年代，企業將無法再滿足於現狀的象牙塔之中，而是必須不斷的藉由創新開發增加企業的能量，建立企業產品的差異化，將創意轉化為滿足顧客需求的客製化實體價值，來提升企業自我的競爭優勢；是以在做個案公司策略研究時，依據企業所處的的產業外部環境與企業本身所具有的條件，然後探討其策營運略形成與所產生的策略效果。 本研究最後係以策略六大構面理論作為策略分析的結論，對於採取有別於計畫性量產的塑膠機械產業業者，而以客製化為營運模式的代表性業者，以進行深度訪談的研究方法，來進行個案企業的策略研究；在面臨越來越激烈的國際競爭環境中，對於未來的環境發展動向的掌握，企圖透過對於個案企業的營運策略的研究，匯聚個案公司過往的營運經驗，提供相關產業業者參考方案，共同開創新的市場利基，以真正提升我國國內塑膠機械產業在國際上的競爭優勢，也為產業業者的永續發展奠定穩固的基石。 / As the polymer materials industry's rapid growth, plastic materials are widely used in daily life in many different areas, and provides plastic materials processing products required equipment for plastic machinery industry increasingly important role. The plastic machinery industry's annual output of more than 400 million, and in the export ratio is as high as 80%, is only next to the machine tools - the second largest of the general mechanical engineering industry; However, because of the development of economic globalization, and the Mainland China, and so the impact of the rise of emerging countries, makes plastic machinery industry severely affected and move out. In this turbulent rapid, enterprises will no longer be able to meet with the status quo of ivory, Instead, the enterprises must continuously by innovation development increase energy, set up an enterprise product differentiation, creativity to meet customer demand for customized orders entity value, to enhance the competitive advantage of corporate self; In the case of the company policy of doing, according to the enterprise's external environment of industrial and enterprise itself has a condition, and then examine its strategy of trading on the formation and the resulting policy effects. This last line to policy six dimensions theory as policy analysis of the case, for taking different from planned volume production of the plastic machinery industry firms, and to customized to operating mode of representation firms, by depth interviews of research methods, to conduct research on enterprise policy cases; in the face of increasingly fierce international competition environment, for the future development of the environment, using for cases of operation of the enterprise strategy, will bring together the cases previously operating experience, provide relevant industry operators reference scenario, common around the world to market niche, to really improve the domestic plastic machinery industry in the world of competitive advantage, as well as industrial companies in the sustainable development lay the cornerstone.

在「全球化」的浪潮席捲之下，讓跨國企業的「企業社會責任」議題，成為當今企業管理不容忽視的焦點。 醫藥產業在全球經濟體中扮演的角色，是研發和生產創新的產品，來拯救人類的生命和促進健康。 而身為一個企業組織，也同時擔負有創造利潤的責任。 然而大眾卻經常質疑這些企業過度哄抬產品價格，並認為人人都有權利無限制的獲得醫藥資源。 醫藥企業必須面對強大的壓力以及高度複雜的利害關係人，特別是跨國公司，負擔更是沉重。 就如同其他產業一樣，「企業社會責任」的議題對醫藥企業能否具有競爭力和永續經營而言，也愈來愈重要。 近年來，許多的研究指出「企業社會責任」的策略和競爭優勢有關，而且必須整合至企業的核心事業，才能確保永續的成功。 許多跨國藥廠他們的營業績效表現亮眼，而且在台灣已經耕耘超過十年了，因此，本研究首度嚐試去檢視在台的領先跨國醫藥企業，他們的CSR動機、決策過程和CSR作為表現，以及其經理人對CSR的管理思維。 本研究的目的是希望能學習跨國領先藥廠在台灣的經驗，並鼓勵「策略型CSR」的作為以及企業與社會的「共享價值」。 我們使用「多重個案分析法」，利用問卷、次級資料的分析和深入訪談來研究十家個案公司。 所有的受訪經理人都表示他們是依據企業總部的指導綱領，而自行決定在台灣執行的CSR的活動。 研究結果發現，絕大多數的個案公司，因為在台灣只是一個業務功能的角色，資源和能力都有限，所以多關注在客戶關係的議題上，並多半執行「回應式CSR」而非「策略型CSR」。 此外，我們也發現其CSR策略和企業的屬性、社會責任觀點及領導有關。 這些經理人並承認他們沒有系統性的方法來評估CSR表現和影響。 他們主要追求的是企業的聲譽，而面對的最大挑戰是，如何透過CSR來發展企業競爭優勢。 本研究並舉出幾個成功案例，鼓勵策略型思考以及將社會觀點融入商業策略的核心架構中。 / Under the sweep of globalization, the corporate social responsibility (CSR) of multinational corporations (MNCs) has now become a focus that cannot be ignored in business management. The health care industry’s role in the global economy is to research, develop and manufacture innovative products to save people’s lives and improve health. At the same time, as corporations, they have a duty to increase profits. However, the industry is often challenged for its overcharge of the products and there should be unlimited access to medicines. The health care companies face a great pressure and a highly complex stakeholder universe especially for multinational companies. As in many industries, corporate social responsibility becomes increasingly critical to competitive success and sustainability of multinational health care companies. Recent studies point out that CSR strategies are associated with competitive advantages and should integrate CSR into the core business to lead to sustainable success. Many Multinational pharmaceutical companies are doing very good business and have been operating in Taiwan for over 10 years. Therefore, we attempt to gain a better understanding of the factors that influence the CSR involvement of MNCs’ subsidiaries and the aspects of their strategies as well as the managerial insight of the managers dealing with CSR from leading health care companies. The aim of this study is to encourage strategic CSR and shared value of business and society and to learn the experiences from multinational pharmaceutical companies in Taiwan. The analysis is based on a multiple case study that includes surveys coupled with careful review of relevant documents and web sites and in-depth interviews with managers from 10 case companies. All the managers interviewed mentioned that CSR activities are implemented at the local level within the framework of global guidance. The findings indicate that most of the subsidiaries focus on customer relations and are doing 「responsive CSR」 rather than 「strategic CSR」because of their sales-oriented function and limited resources and skills. We also found that their CSR strategies depend on the characters of the companies, CSR views and the leadership. All the managers admitted having no systematic way of measuring the outputs, tangible impacts or functionality of their CSR interventions. The key benefit they want to gain is the company reputation and the major challenge for the managers is to develop competitive advantages through CSR. Success stories are provided to encourage strategic thinking and the integration of social perspective into the core frameworks of value chain and competitive context.

本研究針對臺灣摩根指數的成分股進行分析，研究樣本期間從2008年至2010年，合計三個年度，正好歷經景氣的一個多空循環週期。本研究利用技術指標作為判讀多空的工具，技術指標包含價與量的技術分析工具，價格的技術指標有趨勢指標MA、擺盪指標KD與MACD，量的技術指標則是OBV。並利用優化的方式挑選出合適的參數值。本研究的風險控管則是控管個股的偏離程度，當允許的偏離程度愈大，模型便愈能區別出強勢股與弱勢股，風險的衡量指標則是採用年化追蹤誤差值來衡量，本研究設定的限制條件為最大累積年化追蹤誤差值不得超越6%。 實證結果發現，當模組的模型年化追蹤誤差值設定愈大，個股的偏離程度就愈大，模組的報酬表現就愈佳，但同樣的風險也愈大，即年化追蹤誤差值愈大。當模型年化追蹤誤差值設定在24%，並搭配MA、MACD與OBV三個技術指標得到的績效最佳，同時亦能夠將風險控制在設定的6%水準之下。 / This study analyzed the component stocks in MSCI Taiwan Index. The analyzed data from 2008 to 2010 was exactly an economic cycle. The study was based on technical analysis, including price and volume to judge that the price was bullish or bearish. The price technical analysis included Moving Average (MA), Stochastic Line (KD) and Moving Average Convergence and Divergence (MACD). The volume technical analysis was On Balance Volume (OBV). The study used the method of optimization to choose the best parameter of each technical analysis. The risk control was to limit the bias of each stock. When the bias of each stock was larger, the model could easily distinguish the stock was bullish or bearish. The risk indicator was annual tracking error limited to 6% in the study. The empirical results showed that the larger the model annual tracking error set, the large bias the stock show, and the outperformance of the return. But with the performance of the return larger, the risk of tracking error was also getting larger. When the model annual tracking error set to 24%, and utilized MA, MACD and OBV would get the best performance and the risk of annual tracking error was under 6%.

一家成功的企業，背後都有一段鮮為人知的試煉歷程，其中「管理思維」也最常為企業主或企業CEO所津津樂道。 因應不同的時期、環境，高階經理人無不追求最新、最適當的管理方式、技巧以使企業體的潛能發揮到極致，為股東帶來最大利益，為公司創造永續經營。 台灣的中小企業在第二次世界大戰後，展現了勤奮、努力、誠實、可靠、彈性的特性，在物質缺乏，百廢待舉的環境下蓬勃發展。當時採取所謂的大策略亦即「粗放管理」，幸運的隨著經濟的浪潮賺到了第一桶金，緊接著，追求高效率生產管理的OEM模式為台灣奠定了代工王國的基礎，再隨著歐美大廠要求台灣企業進一步的貢獻研發智慧的能力，ODM的模式繼之成形。 近年來，大自然環境的變遷影響了供應鏈的功能，歐、美國家國債危機導致全球經濟振盪、失業率高居不下、消費緊縮以及競爭國際化、經濟成長趨緩、資訊隨網路透明化等因素，大部份企業都已淪落至反應型的管理，無法應付突如其來的變數，企業面臨挑戰時，頭痛醫頭，腳痛醫腳。如何在需要策略抉擇時做出適切的決定，甚或預測未來局勢的變動，提前作好準備，正考驗著企業管理者的智慧，而企業經營也必須邁入更高段的小策略亦即「精緻管理」以提高競爭優勢，提昇管理能力，才能立企業於基業長青的不敗之地。 本研究以全方位的「精緻管理」為主軸，以國際IC設計大廠 - C公司的案例驗證「精緻管理」的實施過程與結果並探討台灣IC設計產業的競爭優勢以及管理能力和公司價值兩者之間的關聯性，屬質性與量化混合型的研究。

台灣中小企業的發展歷程，從創造台灣經濟奇蹟的原始動力到1980年代後期起，因國內外環境改變而面對嚴重的挑戰並歷經重大的改變。直至今天更因全球化的衝擊，正面臨嚴苛的考驗。其中能成長為跨國大企業者，實在寥寥可數，而大部份均歷經生存與滅亡的不斷輪迴。加上台灣企業逐漸大型化，大型企業開始獲得台灣經濟的主導權，中小企業在台灣經濟的比重逐漸降低。然而，在全球供應鏈上，台灣不論是大型企業或中小企業大部份均只是扮演中段生產與代工的角色，供應鏈上的上游原料與材料技術卻無法占有一席之地。這樣的現況我們似乎只歸因於市場機制的優勝劣敗而鮮有進一步的具體解決方案與實際創新商業模式之深入探討。然而，從一些成功的案例我們發現其實有一些具特異性與價值性資源及能耐的中小企業在面對常態資源不足，市場生態丕變、與組織對應不良的困境中，善用自己的核心能力，從理論與應用科學的發展、核心能力的延伸與擴張，競爭策略的預應彈性與組織能力的強化做為變革的基礎，逐步發展其成功的創新商業模式。 本研究以”台灣中小型科技公司之競爭策略與競爭優勢”為架構，以” 噴墨列印產業 ”之利基創造為導入實例，進行對台灣中小企業科技核心能力的認知，應用策略、經營模式、與變革創新的階段性探討與分析。期能從競爭策略的面向，提出問題與理論驗證，並提出一成功營運模式的研擬。此外，再以其在高競爭障礙市場的成功實績，進一步探討台灣中小企業如何善用獨持資源與策略轉折，創新創造利基市場，由小做大，建立跨國的成功創新商業模式，甚至建立自有品牌。最後，期望本研究的理論參據與實績驗證的內容和建議對台灣中小企業在困境中的力爭上游能有所助益。 / Since the time of creating the original driving force of Taiwan's economic miracle to late 1980s, the development of Taiwanese SMEs has been facing serious challenges and experiencing major changes due to rapid changes in domestic and international environment. Even today they are facing a more severe test because of the impact of globalization, and very few of them are able to grow to large multinational companies while most of them have been going through the continuous cycle of survival and extinction. Furthermore, Taiwanese enterprises have become larger in scale gradually, and large companies have begun to gain dominance of Taiwanese economy. The proportion of SMEs in Taiwanese economy has gradually reduced. However, in the global supply chain, most of the enterprises in Taiwan, no matter SMEs or MNCs, play the role of “ production and OEM/ODM” and rarely place the upstream of the supply chain as suppliers of raw materials and technology. This current situation seems to be attributed to the market mechanism fitness and few further specific and practical solutions have been discussed and conducted earnestly into the innovative business model in depth. However, from a number of successful cases, we discover that there are some SMEs, who are capable of core competencies and special advantages yet inadequate resources and capabilities, the changing market ecology, and the plight of organization corresponding ability, have successfully developed their own business models by their core competencies and the development of theoretical and applied science, the precise implementation of extension and expansion of core competencies and the strengthen of pro- action flexibility of competitive strategies as well as the capability of organizing, and gradually achieved the innovation and progressive development of the unique successful business model. In this research, the technical core competences, application strategies, innovative transformation and new business model of Taiwan's SMEs will be carried into analysis and discussion based on the framework of " competitive strategy and competitive advantage of High-Tech SMEs in Taiwan " setting the foundation of "The ink jet printing industries" as an illustration. For each stage of competitive strategies, the questions will be presented with theories to verify, and the simulation of successfully-operated models will be brought out. In addition, from the successful examples in high competitive barrier market, this research will further explore how good Taiwanese SMEs are by using the core capabilities and strategy transition to gradually innovate the global niche market with successful innovative business models, and even establish their own brands. Finally, I hope the theoretical reference, content and recommendations of performance verification can be helpful to get through the plight of the striving SMEs in Taiwan.

二次世界大戰時，美國擊敗日本，使朝鮮半島脫離殖民統治，然而隨後的美蘇冷戰，使得朝鮮半島分裂成南北兩韓，而美國與南韓簽訂條約，成立美韓同盟(U.S.–South Korea Alliance)，成為繼日本之後，美國在亞洲的另一個戰略同盟。冷戰與後冷戰期間，美韓關係雖有波折，但不影響美韓同盟的強度。直到2000年美國小布希就任，其強硬的北韓政策與南韓金大中的陽光政策形成對比，成了美韓關係不協調的開端。而後連任的小布希延續其北韓政策，南韓繼任的盧武鉉將陽光政策擴大實施，推出和平繁榮政策，美韓兩國的北韓政策再度不同調，兩國關係持續跌宕起伏至2008年。本研究試圖以攻勢現實主義分析美國此時期的北韓政策；以新自由制度主義檢視南韓的交往政策，透過理論交鋒研究兩國利益的差異，並檢視外部因素如中國、日本、俄羅斯的影響，進而解釋此時期美韓關係不協調的原因。 / In 1945, the U.S. defeated Japan. The Korean peninsula was liberated from Japanese colonization at the end of World War II. However, the confrontation between the U.S. and the Soviet Union left two Koreas separated by the Demilitarized Zone from the Cold War to the present. In addition, based on the Mutual Defense Treaty Between the United States of America and the Republic of Korea, the U.S.–South Korea Alliance was established. During the Cold War and Post Cold War era, the U.S.-South Korea relations faced hard times, but the alliance remained strong. When George W. Bush became the president of the U.S. in the year 2000, his hardline policy toward North Korea collided with South Korea’s Sunshine Policy, which was made by the president Kim Dae-jung. These different policies toward the North caused tensions to the U.S.-South Korea relations. Then the re-elected Bush continued hardline policy against North Korea, but South Korea’s new president—Roh Moo-hyun—decided to inherit the sunshine policy and develop Peace and Prosperity Policy. Washington and Seoul still failed to reach a consensus on how to deal with Pyongyang. The U.S.-South Korea relations continued to fluctuate until 2008. This study tries to analyze the U.S. policy toward North Korea through offensive realism and examine South Korean engagement policy through neoliberal institutionalism from 2000 to 2008. Besides, this thesis also considers exogenous factors such as China, Japan, and Russia, trying to explain the inconstancy of the U.S.-South Korea relations.

本文將模糊理論的觀念，應用到時間數列分析上。研究重點包括模糊自相似度的定義與度量，模糊自迴歸係數的分析，模糊相似度辨識與自迴歸階次認定、模糊時間數列模式建構與預測等。我們首先給定模糊時間數列模式的概念與一些重要性質。接著提出模糊相似度的定義與度量，以及模式建構的流程。經由系統性的模擬與分析，我們建立階次認定的演算法則與認定程序。藉著詳細的演算比較這些類型的模糊時間數列。並以模糊關係方程式推導，提出合適的模糊時間數列模式建構方法。並利用提出的方法對台灣的景氣對策信號，及台灣結婚率建立模糊時間數列模式。最後，使用所建構的模糊時間數列模式對未來進行預測，以驗證所建構模糊時間數列模式的效率性與實用性。 / In modeling a time series the accuracy of various model constructions and forecasting techniques, certain rules and models are adhered to. Traditional methods on the model construction for a time series are based on the researchers' experience by choosing a "good" model, which will satisfactorily explain its dynamic behavior, from a model-base. But a fundamental question that often arises is: does the data exhibit the real case honestly? In this research we show how fuzzy time series construction be applied for this purpose. An order detection process for fuzzy time series is presented. Simulation has been used extensively to explore general properties of statistical procedures, and the approach is particularly useful in fuzzy time series construction. Statistical strategies typically consist of sequences of rules used repeatedly on the same data set. This paper is organized as follows: In Chapter 2 we will discuss about the definition of fuzzy time series as well as certain important properties. In Chapter 3, We use the similarity comparison process to decide the order of a fuzzy time series. Simulations and analysis with the results about various types of autocorrelation are experienced in Chapter 4. Finally, we apply our methods to three empirical examples, Taiwan business cycle index, marriage rate and numbers of students enrollment in Chapter 5. Chapter 6 is the conclusion and the discussion of future researches.

共變數的值會隨著時間而改變時，我們稱之為時間相依之共變數。時間相依之共變數往往具有重複測量的特性，也是長期資料裡最常見到的一種共變數形態；在對時間相依之共變數進行重複測量時，可以考慮每次測量的間隔時間相同或是間隔時間不同兩種情形。在間隔時間相同的情形下，我們可以忽略間隔時間所產生的效應，利用分組的Cox模式或是合併的羅吉斯迴歸模式來分析，而合併的羅吉斯迴歸是一種把資料視為“對象 時間單位”形態的分析方法；此外，分組的Cox模式和合併的羅吉斯迴歸模式也都可以用來預測存活機率。在某些條件滿足下，D’Agostino等六人在1990年已經證明出這兩個模式所得到的結果會很接近。 當間隔時間為不同時，我們可以用計數過程下的Cox模式來分析，在計數過程下的Cox模式中，資料是以“對象 區間”的形態來分析。2001年Bruijne等人則是建議把間隔時間也視為一個時間相依之共變數，並將其以B-spline函數加至模式中分析；在我們論文的實證分析裡也顯示間隔時間在延伸的Cox模式中的確是個很顯著的時間相依之共變數。延伸的Cox模式為間隔時間不同下的時間相依之共變數提供了另一個分析方法。至於在時間相依之共變數的預測方面，我們是以指數趨勢平滑法來預測其未來時間點的數值；利用預測出來的時間相依之共變數值再搭配延伸的Cox模式即可預測未來的存活機率。 / It is so called “time-dependent covariates” that the values of covariates change over time. Time-dependent covariates are measured repeatedly and often appear in the longitudinal data. Time-dependent covariates can be regularly or irregularly measured. In the regular case, we can ignore the TEL(time elapsed since last observation) effect and the grouped Cox model or the pooled logistic regression model is employed to anlalyze. The pooled logistic regression is an analytic method using the“person-period”approach. The grouped Cox model and the pooled logistic regression model also can be used to predict survival probablity. D’Agostino et al. (1990) had proved that pooled logistic regression model is asymptotically equivalent to the grouped Cox model. If time-dependent covariates are observed irregularly, Cox model under counting process may be taken into account. Before making the prediction we must turn the original data into“person-interval”form, and this data form is also suitable for the prediction of grouped Cox model in regular measurements. de Bruijne et al.(2001) first considered TEL as a time-dependent covariate and used B-spline function to model it in their proposed extended Cox model. We also show that TEL is a very significant time-dependent covariate in our paper. The extended Cox model provided an alternative for the irregularly measured time-dependent covariates. On the other hand, we use exponential smoothing with trend to predict the future value of time-dependent covariates. Using the predicted values with the extended Cox model then we can predict survival probablity.

台灣半導體產業發展所形成獨特的產業垂直分工與產業上、中、下游完整價值鏈的群聚效應，是締造今日台灣IC設計產業快速成長的主因，2004年創造年產值83億美元(新台幣2,608億元)，在全球330億美元的產值中占有率近25%，世界排名第二。人才、資金、技術及市場是IC設計產業成功發展的基本要素，而「行銷通路管理(Sales-Channel M.」、「價值鏈管理(Supply-Chain M.」、「智慧資本管理(Intellectual-Property M.」、以及「顧客導向管理(Customer- Driving M.」之S2IC核心能力，則是台灣IC設計業者經營的關鍵成功因素(KSF)。 面對潛在競爭者如中國大陸、日本、韓國、及印度IC設計業者急起直追的競局中，尤其是中國大陸挾帶廣大半導體IC產品需求、電子資訊產品的內需市場、充沛的人力、低廉的成本結構、加上政府政策的優惠獎勵措施及國際大廠的投資設廠，大陸IC設計公司以接近消費市場與擁有營運成本的優勢，將成為台灣IC設計業者未來最大的潛在競爭者。 半導體產業逐漸進入微利時代，台灣IC設計業者將面臨製造成本優勢不再，產業群聚的邊際效益正逐漸遞減中，企業為避免陷入價格戰，必須跳脫昔日以成本優勢為唯一考量的經營模式，在既有核心能力與競爭優勢的基礎上，試圖朝向提升產品與服務價值的方向發展，利用「營運模式創新」與「產品功能創新」來達到企業經營效率的提昇與附加價值的創造，朝價值鏈兩端的創新經營延伸，才能因應產業在全球化過程中，新興競爭者崛起所帶來的競爭威脅，建立企業之持久競爭優勢。 對於未來IC設計產業的發展方向有一、整合軟體、硬體、及IP技術的系統單晶片SoC產品發展；二、營運型態朝向策略聯盟之垂直似整合的合作模式；三、大者恆大的集團化趨勢；四、大陸市場崛起的商機掌握。台灣IC設計業者要在產業的垂直似整合中，利用既有的競爭優勢，締造未來市場雙贏的榮景。從企業的發展機會來看，市場上沒有絕對的競爭，只有無法掌握的機會。

從層出不窮的社會案件中，不難窺知，實務上社會給付行政，存有落實不力、進而對弱勢者造成諸多不利益影響之問題，誠揭櫫了，建立專屬於弱勢者社會給付之行政體系之必要性。然而，對於弱勢者社會給付行政體系之建立，首要前提便是─須確立對弱勢者族群，國家有給予較多之保護與保障之職責。據此，於憲法層次意義上的討論便格外具有其重要性。爰此，本文將主軸置於社會國原則之探討，以及國家保護義務之分析，並嘗試推敲二者間之相互關係為何，以作為對弱勢者保護之憲法基石。主要參酌德國法制實務與學理之探討，作為討論之軸心；並對照我國實務暨學理上的討論為統整融合。 奠定於社會國原則與國家保護義務所建構之憲法核心思維基礎後，本文認為進行關於弱勢者社會給付行政體系之建立，將更具正當性與合理性。復而秉持著上開憲法上中心思想，參酌比較法制度，針對社會給付行政實務中廣泛可見之行政指導，以及相對於傳統干預行政體系之社會給付行政特性，進行微調與修正。前者將以日本法制度為對照組；後者則以德國社會行政程序法為主要觀察對象，遂嘗試擬定一我國社會給付行政體系之雛型。嗣後並反觀我國法制度規範，推敲採納該體系之可行性與可效倣理由。 透過對弱勢者社會給付行政體系之憲法上社會國原則暨國家保護義務之基礎，以及行政法體系之雛型，解決目前實務可能發生之怠為／不為、錯誤之行政指導；民眾協力義務要求程度之疑問、機關職權調查之必要性；乃至於實體層面信賴保護原則之相關問題。另外，並針對協力義務與職權調查容忍義務部分，涉及社會給付與受領社會給付者之憲法基本權衝突的議題做一檢視；以及源自英美國家之「工作福利」（workfare）制度，立於憲法基本權侵害之切入視點，檢討納入我國社會給付行政制度之運行操作是否合適妥當。