土木技師公會係依政府法令規定而由具有執業土木技師資格者為會員組成之社團法人組織，兼具業務服務與非營利組織雙重的特質。由於執業權受環境的影響，土木技師公會自成立以來即不斷與政府法令抗爭，目前收入最大宗的現況鑑定業務，也面臨了激烈的競爭環境。 本論文採Aaker策略市場管理模式，綜合Glueck提出之策略規劃架構，以個案研究方式，選擇台北市土木技師公會作為研究對象，探討個案公會目前面臨問題及可採行之經營策略，獲得結論如下： 1. 土木技師公會現況鑑定業務經營之關鍵成功因素為良好的人脈關係、良好的工作品質、良好的社會形象及良好的價格優勢。 2. 因環境改變，個案公會面臨現況鑑定業務的減少。 3. 外在環境仍讓個案公會會員之執業權受限。 4. 宜要求政府立法成立一專責機構負責推動全國土木建設事宜。 5. 個案公會業務宜採穩定策略，保障執業權宜採擴張策略。 文最後對個案公會可採行策略方案提出建議，另外對土木技師公會面臨問題、政府作法及後續研究方向也提出建議，以供後續研究者參考。

由於產業競爭加劇、工作變動速度提升，專案已經成為企業工作常態方式，我國電子電機產業自經營代工業務開始，將每一張代工訂單視為企業內部的一個生產製造專案，而轉型經營自有品牌OBM業務後，不同於過去專注生產製造階段的專案工作，品牌產品專案的執行必須包括整體產品生命週期，從產品定義、規格設計、生產製造、市場銷售到顧客回應，產品專案流程涵蓋各式獨立的專案工作，隨著高度互動的專案工作成為常態，管理多個專案工作之間的互動合作、溝通協調，以及累積各個專案執行的經驗，成為組織專案管理及知識管理領域中越來越重要的工作，本研究欲了解在企業專案工作環境下，各獨立專案工作為完成創造單一品牌產品目的，專案彼此之間的互動合作，從產品專案的開發流程、專案分工溝通互動、專案團隊組織三方面，深入瞭解自有品牌產品團隊的跨專案工作互動與產品知識管理。 跳脫過往專注單一專案關鍵成功因素討論的專案管理研究，本研究針對目前企業多專案互動的常態工作環境，以動態角度綜觀探討多個專案之間的互動溝通；同時將過往知識管理文獻多以組織整體為主的角度，進一步深入專案執行階段的角度；本研究也不同於過往宏觀角度討論代工業務及自有品牌企業經營策略之研究，以微觀角度詳細描述品牌產品專案之開發流程，挑選Acer、ASUS、MIO、HTC四家台灣經營自有品牌消費性電子產品績優企業，討論Acer液晶顯示器、ASUS主機板、ASUS筆記型電腦、ASUS智慧型手機、MIO導航產品及HTC智慧型手機六個自有品牌產品個案，以「產品開發專案流程」與「跨專案知識管理程序」兩個程序構面，訪談九位帶領產品專案團隊的產品專案經理，透過實際的第一手經驗資料 ，詳細撰寫產品專案開發流程，從產品定義、規格設計、生產製造、市場銷售到顧客回應各階段之整體開發，深入分析產品專案中涵蓋的各個獨立專案工作彼此之間的分工溝通互動、專案團隊組織、專案經理工作，並探討個案產品開發與市場的互動，以及跨專案的知識管理，從市場趨勢及顧客回饋兩方面檢視自有品牌產品在技術面及行銷面的知識吸收。 研究發現產品專案開發流程包括產品定義、生產協調、市場回饋三大階段，由不同專案團隊專職各個階段，其中產品開發團隊與研發生產團隊之間的專案分工溝通互動，具有一致性的緊密互動 ；專案團隊組織方面則發現，產品專案團隊日常主要以輕量型團隊執行衍生性產品專案，而進行新創產品時，則以重量型團隊搭配平台性產品專案執行。本研究以衍生性產品專案/平台性產品之專案分類方式，發現產品專案在執行上的不同特性，對專案管理體制有許多影響，如越常執行平台性產品專案的品牌產品，與市場團隊之間的合作連結越緊密，也越重視區域行銷單位的市場回應知識與內部研發團隊的市場技術知識。 研究發現自有品牌與OEM/ODM專案流程一樣相當注重產品生產、研發製造階段，而產品經理工作多在維護與商業夥伴供應商、經銷商的關係，很少接觸消費者及產品市場面，這對大部分執行衍生性專案產品的品牌產品而言，是相當有效率的工作方式，然而，對較常執行平台性專案的品牌產品專案，產品定義必須符合市場需求，產品經理鮮少接觸消費者及產品市場面，對產品的創造發展有極大的阻礙。因此本研究建議將產品的創新程度、銷售結果、市場顧客回應與產品經理的工作績效連結，提升開發創新產品的動機與勇氣，同時徹底發揮功能性組織的力量，強化產品開發專案各階段的專業性，使各階段獨立的專案工作更緊密地互動，整合創造新產品，把顧客當成參與產品創新的夥伴，加入市場聲音，把內部測試回饋當成市場反應的領先指標，建立創新意見回饋系統平台，儲存各式礙於組織架構、專案團隊等因素無法實現的新創想法，累積組織創新能量。 本研究提出以產品家族的角度經營品牌產品專案的結論，依據產品特性規劃產品系列，讓產品經理自產品開發階段就了解產品上下代的關係、清楚產品專案代表的企業市場意義、上一代產品在市場上最受喜愛及最被詬病的特點，以及認識執行上一代產品的PM，使產品經理之間的合作更有一致性與歸屬感，藉由自有品牌產品專案團隊跨專案的互動，更積極頻繁地針對產品經營討論溝通，以經營自有品牌產品、開創新產品、強化品牌印象、開創市場佔有率為主要工作目標。使產品經理充滿經營產品的熱誠、具有執行品牌產品開發的使命感；使大量多元的產品有系統的依據各不同規格、功能、設計，以產品家族方式統整呈現於企業品牌下，使各產品特色不受混淆地在同一品牌中發展茁壯，既突顯產品獨特性，也加強品牌印象，是創造領導品牌最重要的根基。 / As the business environment goes more challenging, all the organization functional projects in different stages need to start its work earlier than the product process. All the functional projects in different stages of the product process seem need to work almost at the same time to deal with the shorter product lifecycle. Managing through projects has become a standard way of doing business and now can be seen from an integral part of many organization’s business strategies. As Taiwanese electronic product companies transformed the critical RD and manufacturing knowledge which is from the project-based OEM/ODM business experience for decades to OBM business managing, the OBM Product Project covers all the product lifecycle and has wider working process than an OEM/ODM Project. The OBM Product Project creates product by several independent projects of different RD functional areas, which led by different team leaders, processing through all the stages of the product cycle. Without well interactions among the independent projects during an OBM Product Project’s lifecycle, once the knowledge assets lost between the projects working process connection, final product of the OBM Product Project can be fail or totally not match up the original product design. So how do the best Taiwanese electronic brand products make it? In this research you will find out what the real OBM Product Project working process is of the famous brand products as Acer, ASUS, MIO and HTC. How the independent projects communicate with upstream and downstream team to make the OBM Product Project successful. Also reveal the real working detail of all kinds of project leader in project team organization under different company organization. The structure of this research for cases writing and analyzing structure is following the New Product Project process and the Sequence of Knowledge Management process as the working process sequence to discuss the communication between project leaders and the interactions between the independent projects of the Product Project steps by Four Mode of Upstream-Downstream Interaction . The case materials is interviewed from 11 Product/Project Managers, also analyzed numerous second materials from magazines, reports, conferences and so on, working on revealing the real working process form all the independent projects of the OBM Product Project.

公務人員受委託行使行政權，享有身分保障和穩定收入，因而被視為社會體系的中上階層。基於此等特性，學者曾經提出代表性官僚理論與多元代表性等理論，希望能夠以此調和民主與效率兩大價值，達成政策執行的實質公平。然過去相關的實證研究，多半屬於「事後檢測」。但是我國公民除了通過公務人員考試之外，幾乎沒有其他擠身常任文官的管道，因此有關代表性或多元性的討論應該包括考試階段。換言之，考試錄取人員的人口特性值得深入的分析。本研究以2003至2007年的高等考試參與者為主要研究對象，輔以司法官三等考試的資料以利比較。接著，引用社會學「地位取得」的分析架構，採取指數比較分析與邏輯迴歸分析，探索性別、年齡、受教育時間、畢業學校特性、出身地域與錄取與否的關係。 　　本研究結果顯示，女性、非傳統公立綜合大學的畢業生、鄉鎮地區出身者以及41歲以上的考生在公務人員考試中處於較為不利的地位，但是與優勢團體之間的差距隨著考試等級和種類有所不同。例如女性在行政類與司法官考試中，與男性的表現平分秋色甚至猶有過之；剛完成高等教育的25歲以下人口在司法官考試裡最具優勢，但高考三級則有利於26至35歲的青年；傳統公立大學的文憑與都市出身的背景，在技術類考試能發揮的正效果比行政類考試為弱。基於上述的研究發現，為消除各種團體在公務人員考試裡的地位差距，本研究對於未來的考選政策提出下列建議：1.加強命題與口試委員的多元化；2.強化試題的研究發展；3.配合政府再造鬆綁人事法規；4.營造一個落實多元平等的大環境。 / Civil servants, with administrative power in hand, are commonly regarded as part of upper class. Therefore, researchers, to integrate democracy and efficiency in civil service system and to realize the genuine equality, propose representative bureaucracy and team diversity theory. Senior Civil Service Examination, the main approach, if not only, for citizens in Taiwan to enter the bureaucracy affects the representativeness and diversity of state apparatus substantially. By adopting the research approach of “status attainment” from sociology, this study gives an account of the relation between the examination result and the demographics in terms of gender, education, school characteristic, and region. All the data of this research is based on participators’ personnel information cards collected by the Ministry of Examination from 2003 to 2007. The result indicates that four types of participators are inferior in the examination, including women, graduates from private untraditional technological colleges, participators from rural areas, and adults above forty-one years old. The differences between superior and inferior groups, however, vary with the level and subject of examination. To prevent demographic differences in Senior Civil Service Examination, the study suggests the following factors be considered: the diversity of the composition of examiners committee should be ensured, the enhancement of development research of test questions, the deregulation of public personnel rules and, last but not least, the construction of a diversity-respecting society.

多人角色扮演線上遊戲內是否有領導力？若有，這種能力如何培養、展現與有效實踐？本研究期待藉由探索魔獸世界公會團隊隊長(Raid Leader，簡稱RL)的遊戲歷程，探究線上遊戲如何可能成為形塑領導能力的場域，並分析此領導力應用於現實世界的機會與限制。 / 以線上遊戲「魔獸世界」為觀察環境，從RL在遊戲裡的日常工作、與他人相處、副本經歷到追求集體目標的過程，了解RL如何帶領玩家獲得成就感及形成影響力。擁有深遠故事背景、明確角色定位、任務導向及短中長期目標的「魔獸世界」正好提供良好的虛擬試煉空間，讓玩家組隊挑戰副本空間，讓玩家在自由組隊及各種征戰練習中，以團隊的力量尋找解答與達成擊敗魔王的目標。投入條件不斷變化的副本環境獲得利益與經驗等級，此過程所產生的情感與經濟的交換，使玩家間的關係變得複雜，也增加玩家對遊戲的黏著度，線上遊戲不但塑造出新的交友管道，更可能追引出新的管理模式與領袖培養機制。 / 本研究透過不同年齡與社會歷練之RL深度訪談，加上公會論壇的內容分析，察知在管理公會事務與副本征戰過程中的RL，將會於實踐遊戲目標之際建立自信與玩家間的信賴關係，並逐步形塑其領導力。此歷程中發現之策略運用、資源交換等遊戲技能；風險承擔與情緒管理等服務態度與合作分享等人格特質，與Drucker與Senge提出的領導力特質不謀而合，玩家將遊戲裡所獲得的心得分析、重組、整合，並把遊戲中與朋友相處的法則與解決問題的方式轉化及複製為現實社會裡的應用知識，線上遊戲除了可形塑創造願景、審時度勢、協調利益、嘗試創新、激勵賦能等領導者能力，可轉換至現實社會或不適宜轉換但可引以為戒的反向思考與限制也將一併於本研究中呈現。 / Is leadership really existent amongst on-line games? If so, how can those players develop, display or effectively practice their leadership when playing games? Then what will this capability affect or contribute to the virtual environment and our physical social context after players possess it? In order to answer these questions, this research has examined the character Raid leader or RL in on-line game, the World of Warcraft, investigated the forming process of his leadership and explored the ways in which an on-line game has become an arena to train leadership. Based on the World of Warcraft, we have observed RL’s daily routines in the game, the interaction with other players and the process from the dungeon (also called instance) experience to achieve team’s goal pursuit in attempts in order to realize the model of interaction in on-line game as well as the ways in which RL has led all the team member to attain achievements and form their influence. MMORPG with a long storyline, clear role position, mission orientation and different term goals offers an on-line gaming world where designed a series of quizzes and a dungeon for different player communities to challenge. Player can team up with the others, match with one another and conquer difference practices to find the resolution and defeat the monsters (also called Boss) in the dungeon. After campaigning with team members in different personalities and joining continuously changing dungeon environments to gain different bonus and experience levels, players may form a close bond with one another and exchange treasures or information on hand in terms of their economic profit during the game. Furthermore, after having some intensive interviews with RLs who are at different ages and having their own social experience in the real society as well as the analysis of the context in the guild forum, this research has discovered that RLs who manage guild affairs and conquer dungeon will establish their self-confidence and dependence with the other players when achieving the goals in games, and extend his leadership to those players. Those findings from this forming procedure not only agree with the rules to hone leadership asserted by Drucker and Senge in recent years and the characteristics but also drew forth a team dynamics force to on-line player communities and a new mass movement that may influence the social impression or educational direction in the future. By means of daily play of on-line games, players analyzed, re-organized and integrated their own feedback from the games, and involuntarily transferred the ways to get along with friends in games and to solve questions to tacit knowledge to manage the real society. In addition to the search for the vision formed in on-line games and the characteristics of leadership as consideration of the situation, co-ordination of the profits on hand, attempt to innovate and ability to stimulate talents, some changeable key points, mechanism or limitation to the real society or unchangeable but referring points will also be presented in this research.

台灣高科技代工製造業在全球攻城掠地，以強大的規模經濟為出發，在國際上以成本競爭建立起今日強大的地位，有別於這些檯面上的大型高科技廠商，其實台灣還有另外一群占據了利基市場的中小型高科技廠商，他們沒有龐大的土地、沒有寬廣的廠房、沒有動輒破萬的員工數，沒有精密計算的財務槓桿，他們運用深耕利基市場的決心，創造了台灣的另一種企業神話。 本研究以此出發，選定利基產業中最具代表性的安全監控產業作為研究對象，從中選出兩間獲利能力最強的代表廠商奇偶科技與陞泰科技，以深入訪談的方式了解兩間個案公司建立核心能力的途徑，並利用哈佛大學Dorothy Barton(1998)出版的專書「知識創新之泉-智價企業的經營」中所指出的核心能力建構模式加以分析兩間個案公司之所以能形成強大核心能力的關鍵因素。 透過二手資料的蒐集與深入訪談，本研究認為兩間個案公司之所以能形成強大、特殊的核心能力，主要與其明確的研發策略、對市場需求的反應與創辦人之背景高度相關，透過創辦團隊引進獨特的經營哲學，於此哲學之上建構具體的研發目標，輔以快速的蒐集市場資訊、與使用者互動擷取需求的機制，個案公司得以主宰安全監控產業。 本研究也指出了整套的核心能力建構流程，供其他位於利基產業的廠商參考，期許台灣未來會出現更多這樣優秀的小規模科技廠商。 / Taiwanese high-tech manufacturing firms stormed the global market with low cost production capability and built solid market share. But there are still some other small Taiwanese high-tech firms that focus on niche markets. They don’t need big assets and large amount of employees, they don’t even use financial leverage to expend their operation. What they depend is the long time focus strategy that assured the high profit and non-replaceable status in their industry. Surveillance digital video recorder market is one of this kind of niche market. We chose two representative companies-Geo Vision and AVTech to do further case study and adapt the core capability building model which published by Prof. Dorothy Leonard Barton in the book “Wellsprings of Knowledge”to demonstrate the way this kind of niche high-tech companies build their core competence. Through this research, we found that the companies built their core capability base on the same pattern. Joint product development with users and market information screening made the case companies learn how to set a R&D goal that fits the expectation of users. Based on this goal, the case companies built their own R&D capabilities with different philosophy that their founders believe to realize the product concept. Through this pattern, the two case companies dominant the DVR industry. In this research we also found that the way they build their core capabilities is highly correlated to the back ground of their founder teams Moreover, we conclude the findings and integrated them into some simple ideas that other companies can adapt to build their own core capabilities.

本文主要分別探討家族控制、負債與高階經營團隊薪酬的關係。實證結果發現，根據利益一致效果，家族企業通常會發放較少變動薪酬給高階經營團隊。然而，當家族企業偏離問題較嚴重，且由家族成員擔任高階經理人時，則會支付較高變動薪酬給家族高階經營團隊，此種現象在非電子業中尤為明顯。本文亦探討負債與薪酬的關係，結果發現，負債與高階經營團隊薪酬呈非線性關係，再將負債進一步細分，發現長期銀行負債對薪酬的監督效果高於短期銀行負債及一般公司債。本文也發現相較於非家族企業，負債對高階經營團隊薪酬的監督效果在家族企業中較弱。 / This paper investigates the variable compensation of top management teams. Prior literature suggests that compensation policy can help firms reduce the agency problem between principals and agents. Most of these studies, however, emphasize the agency problem between shareholders and managers, and only a few examine those between controlling and minority shareholders and between shareholders and debtholders. This study investigates the effects of family control and debt on top management compensation, respectively. The empirical results show that, on average, family-controlled firms are associated with a lower proportion of variable compensation, which is consistent with the alignment effect. However, family-controlled firms with greater control divergence and whose CEO is a family member, which gives rise to a central agency problem, pay higher variable compensation to family top management, as evident in the non-electronic industry. Furthermore, the empirical results find a U-shaped relationship between debt and top management compensation. In addition, the monitoring effect of long-term bank debt on top management compensation is greater than that of short-term bank debt and common bond. Finally, the monitoring effect of debt on top management compensation is weaker in family-controlled firms than in non-family-controlled firms.

在學術領域之中，其過去對於新藥產業的研究大多集中於「新藥發展策略」、「產業環境分析」與「智慧財產權策略」等領域，而探討新藥研發各階段之團隊組成與運作模式的研究仍然極少。 本研究以個案訪談法為主要研究方式，深入探討兩家台灣新藥研發公司（包括基亞生技、台灣微脂體），並以『新藥研發流程』與『技術知識特質』兩個構面來探索其對於『新藥研發專案團隊運作』之影響。 所得到的初步研究發現包括： 1. 新藥研發專案各階段中，技術知識路徑相依程度與技術知識系統複雜程度呈現負相關，當路徑相依程度越高時，系統複雜程度則越低。 2. 新藥研發專案隨著階段的推進，專案團隊的組成與結構也會隨之產生變化，臨床前與臨床試驗皆有不同的團隊組成與結構。 3. 技術知識系統複雜程度會影響新藥研發團隊組成的異質/多元程度：技術知識系統複雜程度越高，其團隊組成的異質/多元程度越高。 4. 技術知識路徑相依程度會影響團隊採取何種團隊運作策略：（1）路徑相依程度愈「高」或是愈「低」，專案團隊會傾向採取「自行發展」的團隊運作模式；（2）路徑相依程度為「中」時，專案團隊會傾向採取先執行「初步研發」活動之後，再與外部廠商進行「合作研發」。 5. 技術知識路徑相依程度會影響新藥研發專案各階段的團隊類型：（1）技術知識路徑相依程度愈低，專案團隊會傾向採用「重量級」、「自主型」的團隊運作模式；（2）技術知識路徑相依程度愈高會傾向採用「功能型」、「輕量級」的團隊運作模式。 6. 技術知識內隱化程度愈高，該專案在團隊運作上愈容易將外部成員視為內部團隊，甚至在團隊組成上直接將外部成員納入內部團隊之中。 7. 在臨床試驗階段，試驗主持人的過往經驗為成功關鍵之一。 8. 新藥研發廠商若擁有先導研發的能力，可以減短研發時程與成本。 / Most of previous the studies on pharmaceutical industry have been focused on the development strategy, environmental analysis and intellectual property. Very few of them emphasize the stage of new drug development concerning the project team management. This study uses technological knowledge characteristics (path dependence, complexity, and explicitness) and drug development process (drug discovery, non-clinical, pre-clinical, and clinical ) to explore the effect upon project team management. The result of this study： 1. In every stage of new drug development, the path dependence and the complexity of technological knowledge have significantly negative correlation. 2. When the new drug development project evolves into the clinical stage, the structure of project team will be different. 3. The complexity of technological knowledge can affect the composition of team members. If the complexity of technological knowledge is higher, the complexity of members is higher. 4. The path dependence of technological knowledge can affect the development strategy. If the path dependence is higher or lower, the team members prefer “inner development”. If the path dependence is medium degree, the team members prefer “primary inner development” and then “cooperative research and development”. 5. The path dependence of technological knowledge can affect the team structure. If the path dependence is higher, the enterprise prefers “Heavyweight team structure” or “Autonomous team structure”. If the path dependence is lower, the enterprise prefers “Lightweight team structure” or “Functional team structure”. 6. If the explicitness of technological knowledge is higher, the enterprise intends to recruit team member from outside. 7. In clinical stage, the practice investigator can be key person of the success. 8. If the enterprise has the ability of “primary inner development”, the time and the cost of the new drug development can be reduced.

政黨是我國政治中最重要的行動者，然而多數有關於政黨政治的研究多由大黨的角度出發，忽略了其他中、小規模的政黨在其中所能發揮的影響作用。本文以小黨為主要研究對象，由小黨的觀點解釋其如何在政治運作過程中發揮政治影響力，或是以哪些手段達成更多的政黨目的。本研究選擇的研究對象是民主化以來存續時間較長、規模較大的三個小黨：新黨、親民黨與台灣團結聯盟，研究時間從立法院第3屆起（1995年）至第6屆結束（2008年）為止，共12年的時間。 本文結合國內外國會、政黨研究的相關研究成果，建構一套小黨的行動理論，接著從結構性的制度規則、質性的立委深入訪談資料，以及量化的立法紀錄，檢視與解釋三個小黨在立法院的各種行動及背後的政治動機。在台灣，小黨的出現常常是因大黨在政黨立場上先出現變動，小黨有取代大黨原有的政黨立場與選票支持的企圖而興起。隨後在議事規則的政黨化改革過程中，又給予小黨透過參與選舉、晉身進入立法議事參與者的政治機會。小黨的興起及運作機會既與外在的政黨政治及制度條件密切相關，也即預示小黨在立法院的策略行動及政治結果，也受到現實的政黨政治關係、自身的政黨立場及議事制度等現實條件所限制框架。經由對於三小黨的質化訪談與量化立法紀錄資料的分析後發現，小黨的政黨行動兼具持續與彈性的雙重特徵，在不同的政治條件下，小黨的某些政黨行動並不因為政治條件的改變而轉變，如團結與妥協。但小黨又常隨著不同的大黨對立程度，調整其於政治過程中的議價方式，是其靈活彈性的另一面。

大學發展的歷史，即是一部大學爭取學術自由之歷史。德國最早將學術自由納入憲法以基本權保護，並推演大學自治為學術自由制度性保障，賦予大學公法社團之獨立法人格，建立學術自由圍籬，法人化遂成為學術自由落實之主要途徑。 只是，隨著外在知識經濟、全球化競爭等環境變遷，大學除教學與研究基本功能，同時具有知識工廠、文化傳承、提昇國家國際競爭力、服務社會等多元功能。而經濟衰退，使政府對大學預算減少，在經費窘迫下，大學組織運營面臨經費與資源有效運用等議題。如何有效運用資源、發揮大學被期待之多元功能？成為各國大學改革重要議題。 我國大學法制改革，1994年以學術自由、大學自治為主張，期建立德國「學者共和國」，防止國家政治干預，擬將國立大學法人化，賦予大學獨立法人格地位。2002年配合政府改造，提出講求效能與效率的行政法人制度，並擬改制國立大學為獨立行政法人，在立法院審查修訂大學法時，將行政法人化專章刪除，委由未來制定專法，形成我國大學法人化似又退回原點。 本篇論文以時間（中世紀迄今）、與空間（德國、日本、美國）雙軸向形成之環境，進行有關學術自由理念、大學自治制度發展歷程等文獻整理，釐清學術自由對大學理念與組織法制之定位及其影響（第二章及第三章）；及現代環境變遷導致大學功能多元，加以政府預算緊縮，使大學需面臨營運成效議題，而公共管理理論對各國政府改造實務經驗對大學組織變革之啟發與影響（第四章）；取法近代德國大學組織型態鬆綁（第五章）、日本國立大學法人化等改革經驗（第六章）；重新審視我國大學法人化追求時，如何在兼顧學術自由理念價值與組織營運效能下，建構大學外部組織型態與內部組織法制（第七章）

人民有言論、著作、出版、講學自由之權利，係由我國憲法第十一條所明文保障。而依照相關大法官解釋與學說，言論自由之意涵尚可包含廣電自由、通訊傳播自由與新聞自由。由以上的討論可以知道，我國大法官於第十一條言論自由的內涵中，試圖加入給予廣電媒體更多保障的特別性質基本權。本研究在綜合歷來大法官解釋與學者之見解，認為可將其對於廣電媒體的期待整理為一個上位的媒體自由之概念，而使廣電媒體有其獨立發展的空間。但所謂的媒體自由，並不能影響人民基本言論自由、傳播權及公民權之行使。 面對日趨複雜的廣電媒體問題，近年來解除管制已經成為一種世界性的潮流，其主要原因就在於對於言論自由的尊重，以及將其視為一個市場：政府的管制除了可能不當限制言論自由之外，更容易破壞市場的秩序。但學者指出，廣電市場與一般經濟學所認知的市場有性質上的不同，且若任由廣電媒體發展，將使得部份的人民無法享有合理的傳播權利。 為了解決此一爭議，學者有認為政府有憲法上管制廣電媒體的正當性。而如前所述，媒體自由並不能夠影響言論自由與公民權的行使，因此政府有義務落實上述的人民權利。至於落實的方法，便是對商業媒體進行更加嚴格的管制，而有效的保障少數人民。 惟上述市場論、管制論等方式皆有缺陷存在，本研究認為，較好的方式，應是以折衷的方法建立雙元的廣電體系，使商業電台與公廣集團各自擁有相當的組織，並且採取「不對稱的管制方式」。但要成立一個如此龐大的公廣集團，在應然性與憲法上都有必須解決的問題。於應然性上，在數位匯流的今天，公共電視可以藉由網路影音的方式而不受時間、頻道的限制成立公視二台甚至三台，是否有必要成為龐大的集團？若要成立此一龐大的公廣集團，首先遇到的將是應如何組織公廣集團，滿足我們對公共電視的想像？ 其次，建立理想的公廣集團，是否有憲法上之限制？首先遇到的，將是在滿足傳播多樣性下的憲法問題，例如為了落實原住民文化或女性主義，公共電視要求某單位應優先錄取原住民或女性，以增進節目製作的多元化，此種積極平權措施（Affirmative Actions）是否有憲法上的問題？其次，則是擴大公廣集團後，應如何處理過多的商業電台，此將涉及憲法上廣電自由、財產權等問題的實踐。 綜上所述，本文從傳播政策切入，並為其尋得憲法上之基礎，使國家有義務採取合理的雙元廣電體系，而落實人民的言論自由與平等公民權，進而與廣電媒體的媒體自由做適度調和。 / The Article 11 of the Constitution guarantees the people’s freedom of speech, publication, writing and teaching. According to the view point of Grand Justices and scholars, the freedom of speech also contains freedom of opinion via radio or television broadcast media, freedom of communications, and freedom of press. From the above discussionwe can know that Grand Justices try to give the radio and television broadcast media much special nature of the constitutional right in the Article 11 of the Constitution. This study integrates the opinion of the interpretation and the scholars, and consider that the constitutional right of the radio and television broadcast media can be the superordinate concept- freedom of media to make it develop Independently. But the freedom of media can’t impede the people’s basic freedom of speech, communication right and citizenship. Facing the problems of the growing complex media, deregulation becomes the world trend in recent year. The main causes are the respect of freedom of speech, and the theory of marketplace: the regulation of the government may violate freedom of speech, and distort the order of the market. However, people point out that the media market is different from the economics market in the nature. Besides, if we indulgedmedia, some people didn’t have had reasonable communication right. For solving this controversial, The Scholars think that the government can regulate the media with Legitimacy in the Constitution. As mentioned earlier, the freedom of media can’t disturb people’s freedom of speech and citizenship, so the government has the duty to ensure the value. As to ensure that, the government must regulate the commercial media strictly and protect the minority in effect. However, the Market Doctrine or the Regulation Doctrine is not perfect. The better method that this study considers is constructing the dual media system eclectically to make the public as the same strong as the commercial and take the “unsymmetric regulation”. Many problems have existed in ought-to-be and constitution if we wanted to construction the Public Broadcasting System. In ought-to-be, should Public TV be a System in convergence which can be as PTV2, PTV3 by internet? How to construct TBS to satisfy with our imagination? Second, Does the constitution limit the desirable TBS? Like the Diversity in the constitution, for example, is it unconstitutional that TBS make affirmative actions for aborigine or women? Besides, how should we limit the commercial media in freedom of media and property? Above of all, this study find the conclusion that the government has to make reasonable dual media system to protect people’s freedom of speech and equal citizenship from the commercial media.