在創業的過程中，資源與整體能力的累積是依循漸進的。從一開始的小團隊、小規模經營，到後來以組織戰擴張營業額與營運績效，可謂是成功創業案例中，相當重要的歷程。如何能創業成功，創業的演變歷程扮演了相當關鍵的角色。有道是「萬丈高樓平地起」，一個企業要能克服瓶頸，才能成長茁壯。 如何能夠讓創業的過程中更有效管理，就是本研究欲探討的重點。本研究利用Tuckman在1977年所發表的團隊發展歷程理論，整合了個案研究，並透過創業家的訪談，進行團隊與創業管理的探討。透過團隊發展歷程理論中，對於形成階段、風暴階段、規範階段、表現階段、終止階段等團隊發展歷程五大階段的分析，了解到銷貨與通路管理、人力資源管理、財務管理、研發管理、生產管理等等議題，並且結合文獻回顧與專家訪談的方式，作出結論與建議。 在個案選擇的部分，本研究是以電子相關的創業作為個案，其中的C公司是經營DRAM與FLASH的銷貨作為營運主力，H公司則是以電源管理相關的電子零組件、模組作為利基點。整體來說，本研究以電子相關的創業團隊探討為主，希望能對產業界與學術界有所助益。 / In the course of establishing a business, resources and overall capacity usually accumulate step by step. It begins with a small team, small-scale operation and gradually expands its turnover and performance, which can be described as an indispensible process among any successful cases, and the entrepreneurial developmental process also plays a critical role. As a saying goes, "Every skyscraper starts from scratch", a company must be able to overcome its bottlenecks in order to grow. How to make management more efficient during the developmental process is the focus of this study. This study utilizes the theory of Team Developmental Process published by Tuckman in 1977, integrating case studies and interviews with entrepreneurs to discuss team and entrepreneurial management. Analyzing the theory of team development process, which includes forming stage, storming stage, norming stage, performing stage, and adjourning stage, I gained an insight into several issues such as the sales and channel management, human resources management, financial management, R & D management, production management. Combining literature review and interviews with experts, I reach my conclusions with some suggestions at the end. In terms of case selection, this study uses electronics-related firms as case study, among which, the sales of C Company specializes on DRAM and FLASH, whereas H Company on power management, electronic components and modules as its niche point. Overall, this study focuses on electronics-related entrepreneurial team, hoping to be helpful to the industry as well as the academia.

過去對於台灣單一廠商朝向大型集中化的企業集團發展及其在地交易治理模式的現象較少涉及，本研究由網絡理論出發，扣連華碩集團作為研究場域，援引Håkanson企業全球擴張模式，企圖論證華碩企業集團化過程中，如何透過獨資或合資之進入模式，佈局全球在地網絡關係，進而運用Powell組織治理模式，探討企業集團在地網絡治理模式。有別於過去文獻單從政治經濟學詮釋企業集團介入不同產業時，強調國家角色的重要性；或者從經濟地理學探討單一產業之廠商全球佈局或跨界生產網絡建構與在地鑲嵌實證研究，期能補充過去文獻之不足。經研究後發現： 一、Håkanson於1979年所提出之企業集團全球擴張模式，無法適用於華碩全球網絡擴張模式。 經本研究分析，Håkanson所提出的企業集團全球擴張模式，無法適用於華碩企業集團的全球網絡擴張模式，就其原因，應與現今之企業集團受全球網絡接軌、資訊技術的進步、市場全球化、專業技術的研發及台灣中小企業的靈活性等因素影響。故本研究依華碩案例，整理出企業集團全球擴張模式的三階段，1.單一廠商及採用海外銷售代理商階段；2.滲透到個國內外市場階段；3.產生跨國產業的公司。 二、Powell的組織交易治理模式，可以解釋華碩企業集團全球網絡下各公司在地網絡治理行為。 Powell強調網絡是一個重要的組織交易治理模式，相關研究亦指出華人企業比較重視「網絡」，透過華碩企業集團案例分析，顯示研發活動受到確保關鍵技術的限制而採用層級型；在製造活動上，受到控制產品品質及降低成本的需求，初期會採用層級型，然後隨着產品多樣化而採用網絡層級型；行銷活動為了獲取最大的銷售利益，在單一技術多角化經營期間採用市場網絡型，隨着產品多樣化而採用市場型。 三、本研究所選擇的四個影響在地組織交易治理模式因素，僅有企業價值活動具解釋性。 透過企業發展階段、各公司設立時間、進入模式及企業價值活動等四個選擇因素的迴歸分析，發現各分、子公司所從事的企業價值活動對在地組織交易治理模式有顯著影響。 / There are few researches on how a Taiwanese single manufacturer developing into a hyper-centralized group and what its localized business and management model is. Hence this paper is employed the network theory to Asus as studied case and applied Håkanson’s Corporate Global Expansion Model for Asus’ group developing process to try to explain how employ solely or joint investment entering model to layout global localized network. Furthermore, employ Powell’s organization management model to explore corporate group’s local management network. This dissertation is different from most papers focus on the role of country when interpreting from political economy view that how corporate group enters various industry. It is also different from economic geography view to explore how one single manufacturer layout globally or across industry to setup and localize completely production. I hope the approach of this paper can fill the gap. Findings: 1. Håkanson’s Corporate Global Expansion Model submitted in 1979 can not be applied for Asus’ global network expansion model. The reason why Håkanson’s Corporate Global Expansion Model can not be applied for Asus’ global network expansion model is modern corporate group is highly influenced by global network, information technology, market globalized, and the development of professional skills, and the flexibility for Taiwanese middle and small companies. It can be concluded that there are three stages for the corporate group to expand globally based on case Asus. First is one single producer and oversea sales agent, the next step is penetrating to foreign market, and the third phase is one cross-country manufacturer is born. 2. Powell’s organization management model can explain how Asus’ individual company’s local managing behavior under the global umbrella of Asus Corporate Group. Powell emphasizes the network is a very important organization business management model. All the relative researches also point out that Chinese enterprises consider “network” more important than the others. Base on the stud of Asus, this paper indicates R & D development is restricted for protecting critical technology so as to employ ranking mode. As in production, by the request of controlling product quality and lowering down cost, at first, the ranking mode is required, then, along with product variety increasing, the network mode is employed. Marketing activity aims to maximize selling profit. Asus employs market network mode for a single technology with diversified managing phase while market mode for product variety situation. 3. Researching four chosen factors of influencing local organization business managing model, enterprise value activity only is explainable. Based on the regression analysis for four chosen factors as enterprise developing stages, the setup date of each subsidiary or branch office, entering models, and enterprise value activity, the enterprise value activity of each subsidiary or branch office does significant influence on local organization business managing model.

本研究嘗試從社會比較理論的觀點出發，欲探討線上參考團體（即網友意見）對消費者行為之影響。經由文獻回顧，本研究釐清了社會比較行為與參考團體影響力之基本意涵與兩者間之關係，並引入產品特性、自我監控程度以及資訊搜尋價值等變項，欲探討此三變項於上述關係中之干擾效果是否存在。 本研究以台大批踢踢實業坊作為施測場域，利用網路問卷蒐集使用者資料。調查發現，受訪者之社會比較行為（區分為反射式評估和對照式評估）與線上參考團體之影響力（區分為資訊依賴、來源可信度及購買選擇三構面）之間，確實可能存在顯著關聯性與影響關係。而瀏覽不同產品特性、具有不同自我監控程度或是獲得不同程度資訊搜尋價值之受訪者，他們受到線上參考團體影響之程度亦有所差異。然而，上述三變項在社會比較行為與線上參考團體影響力兩者關係間之干擾效果未被證實。

1999年台灣發生九二一地震之後，中央政府為因應災後重建需要，制定「九二一震災暫行條例」，並依法設置「行政院九二一震災災後重建推動委員會」負責重建事項之協調、審核、決策、推動及監督。其次再將中央政府所收震災捐款設立「財團法人九二一震災重建基金會」，聘任政府相關單位代表與民間社會人士組成董監事會共同管理基金。 財團法人九二一震災重建基金會為一公設的財團法人（GONGO），成立之初主要功能仍是在配合政府施政，並未因面對地震應變而有所調整。然而2000年台灣進行50年來首次的政黨輪替，卻也意外地改變了基金會的組織型態，以「議題導向、主動規劃」成為基金會新的思考方向，並在此基礎之上展開策略規劃。 本文主要以「策略矩陣分析法」對於基金會所推動的住宅重建策略進行分析，並以政府所推動相對之住宅政策作為比較基準（benchmark），透過實務上的驗證分析，說明在一個創新的組織型態下，確實能更為有效地處理「公共」議題，同時為「公設財團法人」或是「行政法人」的角色找出新的價值與定位。 / Following Taiwan’s September 21 (921) Earthquake in 1999, the central government answered post-disaster reconstruction needs by drawing up the Temporary Statute for 921 Earthquake Reconstruction. On this basis it established the Executive Yuan 921 Earthquake Post-Disaster Recover Commission to address problems of co-ordination, policy approval and development, process advancement and overall supervision. In addition, it formed the 921 Earthquake Relief Foundation using donations received by the central government, while placing government representatives from applicable agencies as well as members of the public on a board of directors to manage the foundation’s funds. The 921 Earthquake Relief Foundation was a “government-organized non-governmental organization” (GONGO). Its main function at the time of its formation was to coordinate with the government in the implementation of policy, but it was not able to adjust its role in the face of new contingencies. In 2000, however, Taiwan’s first transfer of political power in fifty years unexpectedly reshaped the foundation. Its line of thinking became “issue-oriented and planning-proactive,” and on this basis it began to be involved in strategic development. This article uses strategic matrix analysis to investigate the residential reconstruction policy advanced by the foundation. With the corresponding residential policy advanced by the government as a benchmark, and using practical verification and analysis, it argues that an organization that has undergone change is indeed able to efficiently deal with “public” themes while at the same time seeking out new value and orientation in the role of a GONGO or the “administrative corporation.”

公司因應「企業全球化」趨勢，追求全球資源最佳配置下，交易大多在集團內部進行。透過移轉訂價政策，作為集團企業間關係人交易價格的制定依據。 此趨勢之下，我國集團企業間關係人交易採用移轉訂價政策的情況為何？本研究以我國上市櫃公司之集團企業為研究對象，探討分析移轉訂價查核準則實施對我國集團企業間移轉訂價制定因素之影響，並彙整我國集團企業對移轉訂價查核準則規範內容的意見。 一、我國集團企業移轉訂價政策之運用現況及考量因素： 1、目前僅有五成的集團企業有建立明確移轉訂價政策作為關係人交易訂價的依據：公司規模愈大、對外投資期間愈長、關係人交易總額愈多、而關係企業家數在5家以下的集團企業，採用比例也愈高。 2、以移轉訂價查核準則規範之「可比較未受控價格法」及「成本加價法」之傳統交易基礎法採用為多。整體租稅負擔並非主要考量因素，各國移轉訂價法令規定及我國財務會計準則公報第六號規定為最主要的因素。規模越大、關係企業家數越多、越重視法令規定的企業，採用交易基礎移轉訂價法的機率愈高。惟，綜合集團整體內外經濟因素加以考量時，則偏向利潤基礎法。 二、我國集團企業受移轉訂價查核準則影響及意見： 1、透過組織管理架構的調整，將關係人交易價格的重心轉為事前規劃，進而考量移轉訂價稽查之因應。 2、目前我國集團企業多數認為準則並無不合理且頗具可行性。 / With the trend of globalization, companies use global resources to pursue best interest of the group enterprises as a whole within related party transactions. Through the transfer pricing policy, conglomerates can determine the prices for transactions between related parties. This study uses the conglomerate enterprises of Listed and OTC companies in Taiwan as questionnaire samples. The study analyses the impact of implement action of Taiwan transfer pricing regulations on conglomerate enterprises and the factors of transfer pricing among the conglomerates in Taiwan. The results of the research are as follows: 1.Nowadays, only 50% of the conglomerates in Taiwan establish a stated transfer pricing policy in determining the prices for transactions between related parties. We also focus that the larger size, the longer time of investment and the great investment amount, the higher proportion to adopt the transfer pricing policy. 2.The conglomerates in Taiwan tend to “The Comparable Uncontrolled Price Method” and “The Cost Plus Method” . The groups do not regard world-wide tax burden as an important factor, rather they emphasize more on the other countries’ transfer pricing regulations and financial accounting standards No.6 as the main factors. 3.The larger size, the more related companies, and paying more attention to regulations, the higher probability of transaction-based transfer pricing method. When the comprehensive internal and external economic factors are considered, the conglomerate companies tend to adopt profit-based transfer pricing method. 4.Through the adjustment of the organizational structure, and planning the price for transactions between related parties in advance, the conglomerate enterprises take tax audit into account. 5.Most of conglomerates in Taiwan regard the criteria of Taiwan transfer pricing regulations as rational and feasible at present.

求職者與企業雙方都冀望尋求彼此契合的對象，新進人員藉以認同組織、發揮所長；企業藉以提升新人對組織的承諾感，進而獲得其良好績效。論及契合多以價值觀為核心，又由於直屬主管與部門同事是影響新人的關鍵角色，因此將其視為契合比較之重要對象，分別探討新進人員與直屬主管及與資深同事的價值觀契合度對新人組織承諾的影響。然而，新人與主管及同事的互動關係也影響了新人對組織的態度，故在價值觀契合度影響組織承諾的關係中，新進人員與主管的交換關係(LMX)以及新進人員與資深同事的交換關係(TMX)應存在著干擾作用。 因此，本研究分別以新進人員□直屬主管及新進人員□部門資深同事價值觀（四構面）契合度為自變數，新人組織承諾（三構面）為依變數，LMX和TMX為干擾變數，針對國內一製造業之新進人員、直屬主管、部門資深同事以問卷方式蒐集資料，總計發放635份卷，回收257份；經客觀配對成功之最後分析樣本：新進人員38人，直屬主管20人及部門資深同事93人。資料分析方法採敘述性統計分析、相關分析描述變項的特徵及變項間的關係，並以階層迴歸分析檢驗變項間的影響和干擾效果。研究假設檢驗結果如下： 1.新進人員□直屬主管之自我增進價值觀契合度對「努力承諾」和「價值承諾」有顯著的正向影響 2.新進人員□部門資深同事之自我增進價值觀契合度對「努力承諾」和「價值承諾」有顯著的正向影響 3. TMX在「新人□同事價值觀契合度對新人努力承諾關係」及「新人□同事價值觀契合度對新人價值承諾關係」中有顯著的干擾效果 研究結果顯示，直屬主管與資深同事皆是影響新人對公司態度的重要接觸群體。在涵蓋一般價值觀的四構面價值觀中，新人與直屬主管、資深同事「自我增進」價值觀契合度是影響新人組織承諾的重要因素，談及契合與否應重視與工作成效相關的「自我增進價值觀」。又基於高TMX在價值觀契合對組織承諾關係的干擾效果，在契合度低的情況下，員工與同事有好的交換關係品質時能夠使低組織承諾的情況不致產生。因而本研究欲提升員工組織承諾，可將發展重點放在建立與同事的關係上，以代替招募價值觀契合者，或企圖改變員工價值觀使與組織契合所做的努力。

如何從大量的資料中擷取隱匿或不容易直接觀察的資訊，是重要的議題，社會網路提供了一個適當的系統描述模型與內部檢視分析的方法，過去社會網路分析多著重於靜態的分析，無法解釋發生在網路上的動態行為；我們的研究目的是從動態社會網路分析的角度，觀察政治權力的變化，將資料依時間切分成多個資料集，在各個資料集中，利用官員共同異動職務及共事資料建構網路，並使用EdgeBetweenness分群方法將網路做分群，以找出潛在的政治群組，接著再採用事件導向的方法(Event-based Framework)，比較連續兩個時間區間的網路分群結果，以觀察政治群體的動態發展，找出政治群組事件，並將其匯集成政治群組指標，以用來衡量政治群組的變動性及穩定性。我們提供了一個觀察政治權力變化的模型，透過網路建立、網路分群到觀察網路動態行為，找到不容易直接取得的資訊，我們也以此觀察模型解決以下問題：(1)觀察部門之接班梯隊之變化，(2)觀察特定核心人物之核心成員組成模式，(3)部門專業才能單一性或多元性之觀察。實驗結果顯示，利用政治群組事件設計的政治群組指標，可實際反應政府部門選用人才的傾向為內部調任或外部選用。 / Extracting implicit information from a considerable amount of data is an important intelligent data processing task. Social network analysis is appropriate for this purpose due to its emphasis on the relationship between nodes and the structure of networked interactions. Most research in the past has focused on a static point of view. It can't account for whatever action is taking place in the network. Our research objective is to observe the evolution of political power by dynamic social network analysis. We begin by creating static graphs at different time according to the synchronous job change between the government officials or the relationship between the government officials whom work in the same government agency. We obtain political communities from each of these snapshot graphs using edge betweenness clustering method. Next we define a set of evolutionary events of political communities using event-based framework. We compare two consecutive snapshots to capture the evolutionary events of political communities. We also develop two evolutionary political community metrics to measure the stability of political communities. We propose a model of observing the evolution of political power by three steps－network construction, community identification and community evolution tracking. The approach is shown to be effectual for the purposes of: (1) finding succession pool members in government agencies, (2) observing the inner circle of a leading political figure, (3) measuring the specialized degree of government agencies. Experiments also show that our community evolution metrics reflect the tendency of whether a government agency conducts internal succession or outside appointment.

本文研究重點為探討跨國公司對在地國之影響，分析與比較俄羅斯天然氣工業集團(Gazprom Group)在烏克蘭與白俄羅斯兩國之議價關係。 Gazprom為全球壟斷性天然氣公司，在2006年冬季俄、烏天然氣談判破局而發生歐洲大規模斷氣事件後，其對在地國的特殊影響力才逐漸成為各界熱烈討論之議題。一般而言，在全球化下的跨國公司研究多半聚焦在跨國公司的經濟影響力，然而Gazprom在母國政府的支持下，在全球市場上除了經濟面外，還對其他國家發揮著政治面向上的影響力，特別是在烏克蘭與白俄羅斯的例子上格外明顯。學界目前對於Gazprom的主流評論認為Gazprom為母國外交工具，然而追溯Gazprom、在地國與俄羅斯三方之天然氣關係背景，發現Gazprom在烏、白兩國之作為不能單純將Gazprom設想為「母國外交工具」，Gazprom與兩國之天然氣衝突是俄羅斯政府「外交目標」與Gazprom「商業獲利」考量下之綜合結果；以Gazprom為主體方向下思考，對Gazprom來說，俄羅斯政府是企業對在地國的「產業政策影響工具」，更正確地來說，Gazprom與俄羅斯政府是屬於互相為用的關係。 為破除既定「外交工具」思考方向，本文採議價能力衰減模型(Obsolescing Bargaining Model)作為基礎研究架構，以Gazprom為研究主體，突破以往傳統上單層議價模型中只論跨國公司與在地國之議價過程，加入母國政府與在地國政府之議價關係，分析俄與烏、白兩國政府議價結果與Gazprom影響力之關聯，以貼合本文案例實際研究需要。 / This paper examines the impact of multinational corporations (MNC) on host country, analyzes and compares the two cases in Ukraine and Belarus of bargaining relations between Gazprom Group and host governments. Gazprom is a global natural gas monopoly, after the breakup of gas negotiation between Russia and Ukraine and cut-off of Russian gas to Europe, its special impact on host country has attracted people of all the different circles to discuss it. In most cases of globalization researches on MNC’s role, people concentrate on the economic impact of MNC; however, with the support from home government, Gazprom has shown not only its economic power, but also its political impact on host country, especially on Ukraine and Belarus. Till now, the academic circle has seen Gazprom as an instrument of Russian foreign policy, but after tracing back the historical background of gas relations between Gazprom, host country, and Russia, we can figure out Gazprom can’t be simply regarded as the policy instrument, in fact, the Russia-Ukraine and Russia-Belarus gas disputes between are the complex of Russian foreign policy consideration and Gazprom commercial actions. For Gazprom, Russian government is an instrument as well to influence host country’s policy in gas sector. More correctly, Gazprom and Russian government use each other for their own purposes. To break through the existing “instrument of foreign policy” research direction, this paper uses obsolescing bargaining model as the basic framework, regarding Gazprom as the main subject, changing the traditional one-tier bargaining model into two-tier, including bargaining relationship between home government and host government, then analyzes the correlation between the governmental bargaining results and Gazprom’s bargaining power for the practical case study needs.

著作權集體管理團體制度，係集結多數具有著作權之權利人，透過集中管理著作的方式，節省著作權人與利用人為利用著作所需耗費之授權成本，便使利用人合法利用著作，達到鼓勵著作利用之效果。我國由於著作權集體管理制度之設計容許多元團體進行著作管理，目前合法設立的著作權集體管理團體共有五間，所管理之權利均是與音樂產業相關的著作類型及最常受利用之智慧財產權，雖利於著作權人自由選擇代管其權利之單位，卻也同時造成民眾辨識不易之困擾，又因為對於瞭解著作權規範之權利類型不夠瞭解，導致時有違法利用並拒絕授權之情形，著作權集體管理團體在執行授權業務時，則選擇以發動刑事追訴程序，嚇阻及降低此種情形並提高授權成效。 然音樂著作公開演出之利用行為深入廣大民眾的生活常態，卻在有民事侵權責任之同時以刑事責任相繩，似與刑事處罰之規範目的不符，本文透過維根斯坦之家族相似性連結其與刑法規範間之關聯性，檢討擅自公開演出罪之可罰性，複就大量涉及公開演出權使用之電腦伴唱機業者為例，分析著作權集體管理團體刑事訴訟發動之情形，認其之訴訟發動未違背刑事訴訟之制度設計，然觀其發動之緣由，係因成本考量所選擇之授權策略，遂經由行銷管理分析模組，設計較利於著作權集體管理團體之授權模式，希冀主管機關經濟部智慧財產局在不影響授權市場之公平交易情形下，得酌情開放授權業務予著作權集體管理團體以外之單位，以使著作權體管理團體得有較開啟刑事訴追程序更低之授權成本選項，而減少刑事訴追發動之案件量，進而具體改善現今著作權刑事訴追數量及案件品質。

無 / This qualitative study provides conclusions on Impact of Belt and Road Initiative for Visegrad countries – the Czech Republic, Hungary, Poland and Slovakia. It analyses trade indicators and foreign direct investments between Visegrad countries and China for years 2012-2016. It compares results and status of relations based on Belt and Road Initiative on economical, geopolitical and political level. In the end, this study provides suggestions for Visegrad countries to be more attractive for Chinese investors or to benefit more from cooperation.