在本研究以Fodor 模組心智觀（The Modularity of Mind）為理論分析架構作研究，探討心靈哲學之符號論，界定”下棋思維”是否適用模組理論的分析解釋，並探討Fodor 模組理論與”下棋思維”現實狀況的相容性，對Fodor 理論缺失提出批判，並設立實驗方法與題目，建立實證分析，對棋手心理研究分析提出新見解。 以往「模組理論」Fodor 所要求的條件較為嚴格，認為模組有具有:”“範疇 特殊性”、”強制性操作”、”心理表徵只有有限的中樞通路”、”快速”、”資訊封裝性”、”表層輸出”、”有固定的神經結構”、”特殊的損傷模式”、”特定的發展步驟和順序”等九個特點，在模組觀點逐漸被接受的同時，Fodor 主張的模組理論亦不斷演進和被討論，其模組化條件演變為愈來愈寬鬆，最主要的四個條件為：1、信息封閉性(Information Encapsulated)，2、不可進入性（Inaccessibility），3、範 疇特殊性(Domain Specific)，4、先天論（Innate Ideaism），一旦有超過兩個條件不符合，就不能說心智或思想構成具有模組化的特性。 本研究探討心智能力，以心理學對高低能力棋手分析為例，對照Fodor 的 能力心理學與模組心智論理論框架。研究結果顯示：一、思想構成性：Fodor 將下棋歸屬為問題解決，等同於思想認知活動，由中央系統處理此類活動，經 由本研究的記憶棋子實驗等分析，結果表明無法反對Fodor 的歸類方式，Simon等心理學家的模塊理論（Chunking Theory）雖支持知覺對下棋能力的影響，但這部分並不會對Fodor 的理論產生足夠的威脅性。二、範疇特殊性：範疇特殊（異）性的定義是：每個模組只處理與其功能相符的信息。經由本研究的象棋棋手下日本將棋對奕實驗等分析，結果表明象棋能力可移轉到日本將棋，似乎表示下棋有範疇特殊性，如此可能對Fodor 中央系統處理問題解決(含下棋)、不具範疇特殊性的觀點造成威脅，本研究中，另嘗試提出一個修正方案以解決Fodor 面對範疇特殊性問題的挑戰。

過去傢俱業的產業價值鏈，大多採取專業分工模式。近年來，傢俱業整體產業經營環境開始產生轉變，導致國內傢俱業的外銷市場受到嚴重威脅，更重要的是，隨傢俱產業逐漸走向高級化、精緻化及多樣化，傳統廉價大量生產模式的傢俱業，已漸漸被取代。因此，台灣傢俱業者已逐漸體認到技術整合與技術升級的重要性。近來許多傢俱業者開始紛紛從專業分工模式，轉為朝向上、下游整合的經營模式，從專注少樣多量轉為多樣少量的生產模式。個案公司在本身資源相對不足的情況下，再加上為了加速回應市場變化的速度，以及提高對消費者的服務價值，即藉由虛擬垂直整合模式，間接減少消費者交易成本，策略性的採取上、下游虛擬整合模式，提供全方位的整合性服務。本研究即探討個案公司如何架構更具彈性的新興商業模式，有效進行產業價值鏈的整合，架構一個整合各方資源的虛擬平台，維持經營彈性，同時探討虛擬垂直整合模式的可行性及成功要素。 / The value chain of furniture mostly appears professional job assignment in the past years. Recently, furniture industry changes in operating environment caused export market to be seriously threatened. Furniture industry had transferred mass production mode into sophistication and diversity. Therefore, Managers with furniture industry have become conscious that technology integration and upgrades are very importance. Besides, many managers transferred specialization mode into up-and downstream integrated business model. In this paper, the case company which is relative shortage of resources adopts up-and downstream integrated business model to provide total solution services in order to response to changes in the market. The paper discusses the issue of how to build up a new business model, integrate value chain and creative a resources pool of virtual platform. Finally, the feasibility and success factors of virtual vertical integration are also discussed.

本研究以經濟部2007年「製造業對外投資實況調查」問卷資料赴中國大陸地區投資採垂直整合及水平整合共計1, 194家廠商為研究對象，利用OLS多元計量模型進行實證分析，並以勞動生產力作為衡量經營績效的指標，首先欲探討「廠商特性」、「投資動機」與「整合模式」對勞動生產力的決定因素，進而分析不同整合模式下的「廠商特性」與「投資動機」對勞動生產力的影響。整體實證結果發現「垂直整合」對台商赴中國大陸投資勞動生產力具有顯著影響，「資本密集度」、「國際化程度」與「政策因素」之垂直整合廠商，亦均對勞動生產力具有顯著影響。就廠商特性而言，「廠商規模」、「研發密集度」、「資本密集度」是影響台商赴中國大陸投資勞動生產力的決定因素；當廠商不考慮「研發密集度」因素時，「資訊電子工業」及「國際化程度」方為影響勞動生產力的重要因素。而投資動機方面，僅「政策因素」是影響勞動生產力的決定因素。

本研究動機，乃分析部份傳統產業，透過兩岸分工，是否真的能為企業延續生命並帶來獲利的增加，及經營績效的提昇。茲以嬰童產業為例，從以下三個面向進行實質的探討：一、探討臺灣生育率驟降，中國大陸市場所提供的機會與發展。二、採行兩岸分工後對於企業營運績效的影響。三、從嬰童服飾產業價值鏈，探討台商營運模式與轉型契機。 本論文分六個章節，第一章為緒論，第二章為分工理論相關文獻，第三章為台灣與中國大陸童裝服飾產業概況，第四章為麗嬰房公司深度訪談，包括麗嬰房公司SWOT分析、五力分析、營運策略分析、兩岸營運分析，第五章童裝分工模式，分析產業特性與價值鏈，國際童裝與兩岸麗嬰房分工模式分析，第六為結論與建議。本研究以麗嬰房個案研究的方式來進行，研究工具包含收集資料以及深入訪談。 針對嬰童產業，本研究之結論與建議有四： 一.以大陸廉價的勞工設立工廠，從微笑曲線來看卻是附加價值最低的投資。二.「自有品牌 + 自有通路 + 國際嬰童品牌合作」麗嬰房核心競爭策略，台商經營嬰童服飾，擺脫代工廠的角色，此一商業模式可為經營參考。三.針對兩岸不同的市場需求，採取水平分工，但在朝向國際化或區域性發展，母公司負責產品設計研發整合，繼而兩岸的生產功能整合，藉合併生產擴大規模經濟。四、國際童裝紛紛將生產基地設在中國大陸，避免斷絕與世界名牌童裝接軌的機會，政府應加速開放中國製童裝紡品輸入，加速台灣嬰童服飾產業與世界領導品牌合作。 / The cause of this study is to analyze whether it is possible for some traditional industries to extend company lives, increase profits and promote operational performance through division of labor across the straits. I will present the case of childrenwear and baby garment industry for substantial examinations in three dimensions: 1. To examine the opportunity and development of China market due to the drop of birth rates in Taiwan. 2. To discuss how business operational performances are influenced by division of labor across the straits. 3. To explore the business models and the critical moment of transformation for Taiwan business through the value chain of children industry. The research consists of six chapters. Chapter one is a general introduction. Chapter two is the documentation of vertical and horizontal division of labor theory. Chapter three outline of childrenwear and baby garment industry in Taiwan and China. Chapter four presents the in-depth interview with Les Enphants, topics include SWOT Analysis, the Five Forces Model, Operational Strategy Analysis, Analysis of Business Operation across the Strait, global division of labor for Nike childrenwear vs. division of labor across the Strait for Les Enphants. Chapter five on the division of labor of childrenwear, analysis of industry characteristics and value chain, and analysis on division of labor of international chidrenwear companies and les enphants. Chapter six draws up conclusion and suggestions. Les Enphants is the major company of case study, the research methods include data collection and in-depth interviews. The conclusion and suggestions to childrenwear and baby garment industry are: 1.The cheap and affluent labors in China is the least value-added investment in terms of Smile Curve theory. 2.“Own-brand + own channel + international children brand cooperation” adopted by Les Enphants is a feasible business model for Taiwan’s childrenwear and baby garment industry. 3.Horizontal division of labor is necessary for different markets across the Straits, but early integration of product design is the key for production combination in larger scale. 4.More and more international childrenwear companies set up production base in Mainland China, in order not to cut ourselves from international re-known childrenwear brands, the government should lift the bar on the import of childrenwear and textile products made in China, to speed up the cooperation of Taiwan childrenwear industry and international leading brands.

本文利用互補要素模型分析垂直相關市場中之整併策略，並討論在不同談判力下之各種均衡市場結構。當下游廠商所需生產要素之一為獨賣要素，另一由寡占廠商生產時，下游廠商與上游非獨賣要素廠商將視整併後談判力保存程度大小與獨占要素廠商進行補貼與否而決定是否進行垂直整併，上游獨賣要素廠商則會經由比較整併一家下游廠商和任由其他廠商垂直整併所能獲得之利潤，決定在下游廠商談判力較大的情況下併購下游廠商。而當上游非獨賣要素廠商談判力極小或極大時，上游獨賣要素廠商與下游廠商整併亦較為有利。 / This research investigates merger decisions in a vertically-related market with two complementary intermediate inputs by using the Nash bargaining model. The production of final good involves two complementary inputs, exclusive inputs and commonly available inputs. The downstream firms and the oligopolistic upstream firms would merge if the preservation of bargaining power after merger is large enough or the monopolistic input supplier subsidizes them to do so. The monopolistic input supplier compares the gains of merging a downstream firm and the profit of letting other firms integrate. The monopolistic supplier would merge a downstream firm when the bargaining power of the downstream firms is large. Also, merging with a downstream firm becomes more profitable for the monopolistic supplier if the bargaining power of oligopolistic upstream firms is extremely small or extremely large.

本文透過特定之賽局設計，欲觀察廠商在相互整合之現象與原因。內文中之賽局有以下玩家：上游有一獨佔之中間財供應商，而下游有兩種不同類型共三家之最終財生產廠商，而其中一間下游廠商之技術優於其他兩家，其生產最終財之邊際成本較低。賽局之設計為一動態賽局，上游先決定是否進行垂直整合，下游將會觀察到上游垂直整合之意願，並將水平整合視為對上游釋放之友善信號，接著上游廠商將對水平整合之廠商，進一步進行垂直整合；若下游未因上游之意願而進行水平整合，則上游廠商將隨機選擇一間下游廠商進行垂直整合。 廠商於互動時，我們加入不確定性並加以計算並分析；首先是廠商間整合時存在不確定性，由於下游廠商之技術水準為一不透明資訊，換言之，無論是上游觀察下游，或者下游廠商間，皆不了解對方之技術水準，僅知技術水準佳與較差的下游廠商之比例與數量，因此在廠商整合時將面臨整合綜效與技術衰退之風險性；另外，在模型中，加入一整合失敗之懲罰額，當技術較差之兩間下游廠商相互水平整合時，將面臨整合失敗之風險。 經試算後發現，根據這樣的模型設定，若下游未水平整合，或者水平整合之雙方生產技術相異，將會排擠技術較差之下游廠商進行生產；此外，我們亦發現，若進一步分析均衡結果，我們發現，不同技術類型之下游廠商，水平整合之成功(失敗)率，以及兩間技術較差之下游廠商整合後之懲罰金額，皆將影響下游廠商水平整合之意願，若下游廠商不願意進行水平整合，上游廠商經衡量後，將不對下游釋放垂直整合之意願信號，此時廠商間之結構將維持原狀。 本文欲透過加入不確定性，試圖找出與前人研究之異同處；而透過本文之模型設定，我們發現了與前人相似之結論，亦即存在上下游之廠商結構中，將有可能出現廠商間完全分離(沒有任何水平或垂直整合發生)之現象。 / This thesis tries to find out the interaction between firms, especially when these firms face the decision of merging. We also try to figure out the reason why these firms try to merge than stay separation. Here we design a game with some specific conditions for firms to observe the process they merge and the outcomes. In this dynamic game, we design 2 layers, 3 kinds, total 4 firms to be the players of the game. Upstream firm has to make decision whether to merge the downstream firms. Then downstream firms try to merge horizontally after they receive the signal that they knows that upstream firm’s willingness to vertical merge. Here we have to kinds of downstream firms, the one who has better technology has lower marginal cost, in this thesis we assume the marginal cost to be zero. The game have 3 downstream firms totally, so the other 2 downstream firms have the same technology and have the marginal cost above zero. While the downstream firms merge horizontally, they face the uncertainty of the marginal cost changes and the rise of fixed cost, recognized as the failure of integrations. Then the upstream stick to its promise to vertical merge, it will tend to merge the downstream firm which had horizontal merge previously. The result is far beyond the expectation we had before we run this model. The inferior downstream firms will not join the game, even they won’t produce any when the superior downstream firms is vertically merge by upstream firm, no matter the downstream firms merge each other. More, the probability of success in horizontal merge will affect upstream firm to make the decision of vertical merge. The game has only two equilibriums in the end, one is all firms stay separately, and the other outcome is one inferior downstream firm will rule out from the game, and other firms will be merge to one firm and become the monopoly firm in the entire market.

資源與能力薄弱的新興國小型後進廠商，為何能超越歐美先進廠商搶佔新興市場？在此研究動機之下，本研究透過質性研究之紮根理論，利用次級資料、廠商訪談、通路觀察等方法，收集產業體系、創新平台、經營環境等背景因素，以及產品/廠商定義、競爭優勢、創新特性、廠商樣貌等資料，解析中國手機產業之山寨廠商創新模式，並經由汽車、筆記型電腦等跨產業應用個案之對照，藉以延伸從創新獲利（Profit from Innovation）、顛覆式創新（Disruptive Innovation）、後進廠商（Late Entrant）的理論架構，作為新興國家後進廠商發展創新事業模式的思考架構。 本研究發現：山寨模式能迅速、持續地佔有新興市場，關鍵在於價值活動重組、垂直聯盟、市場試驗。首先，透過「重組價值活動」，在既有產業體系的邊陲地帶建構獨特的價值網絡，以提升市場反應速度、塑造成本優勢、調適不同作業流程。其次，在爭取生存空間的前提下，各自發揮核心能力，合力建構共同創新的「垂直聯盟」，彌補自身資源、能力的不足，並分散技術、市場風險，與機動形塑組織樣貌。再者，透過多樣化、高性價比、快速反應市場的產品，進行「市場試驗」，從動態、模糊的利基市場出發，逐步前進主流市場。 / Why the overall market shares of international companies in the Chinese market dropped from over 90% in 2000 to under 50% due to competitions from local brands and Shanzhai phones? Why Nokia, the company that dominates the Chinese and Indian mobile phone markets has a 60% market share in India, but less than 30% in China? The key to this difference lies in differences in degree of industrial system development, resulting in varied market competition conditions. In recent years, through the “simplicity/reduction/ frugality” Shanzhai model, small local companies have dominated the local market and replaced the local brands under active government promotion. The products have been exported to India, Southeast Asia, and other emerging markets, making MediaTek Inc. one of the world’s top 5 IC design companies as well as the rapid development of the “Shanzhai model” in other sectors. Many firms now attach great importance to the challenges and underlying business opportunities ahead. The Government in Mainland China even changed from initially rejecting the idea into positioning it as the “primary innovation” for underdeveloped countries. So, is “Shanzhai Model” a speculative bubble from the underground economy of the emerging markets or is it a unique and innovative business model or a competitor that deserves firms’ attention? Most people raise questions over its sustainable business development from perspectives of copying, illegality, and hit-and-run. However, for more than four years since its development (specifically since the emergence of Shanzhai phones in the Chinese mobile phone market in 2005), there has been considerable increase in growth and market share (i.e., over 30% market share in 2008). In view of some firms’ successful transformation into the leading local brands (such as Tianyu, Beijing), interdisciplinary development (T.V., notebook computer, automobile, T.V. programs), etc., by analyzing the innovations in development strategies will perhaps help solve the puzzle of their competitiveness. The Shanzhai model is defined as “The flexible use of capabilities and resources in and outside the organization not bound by organizational boundaries through industrial vertical alliance of new firms in emerging countries. In consideration to Price-to-Performance Ratio, in order to reduce costs and enhance the target of customer value perception, accept or reject product features freely, quality (lifespan, safety), intellectual property, brand, taxes, and breakthroughs in consumer income, region, and time. Moreover, through consumer information feedback, products are quickly adjusted to meet consumer needs, surpass advanced American and European firms, gain entry in the “good-enough segment” market, and in turn create revenues. In view of the practical implications, this study is expected to shape two dimensions including the capability of the “Price-to-Performance Ratio” in reducing costs and the speed of market response through interviews with middle stream and downstream mobile phone, automobile, and notebook PC firms in the Greater China Region in order to analyze the strategic alliance underneath Shanzhai firms in Mainland China and the possibility of long-term survival. Theoretically, the literature reviews cover firms with abundant resources and capabilities in process innovation and complementary assets according to Christensen and Rosenbloom. Based on the value network perspective, although first movers with inferior technology defeat the leading firms that chose the existing major clients over the opportunity to invest in the latest technology and the late-entrants succeeded at the expense of the established firms. Therefore, the focus lies in resolving the established firms’ management agendas in response to disrupted innovation while research cases and the late-entrants’ framework of thought are relatively scarce. Therefore, the innovative business model for late-entrants of emerging countries shall serve as basis in exploring the late-entrants with scarce resources and capabilities and how they surpass the first movers in the emerging market. The vertical strategic alliance framework will be elaborated. The key to the first movers’ success is further discussed as basis for the late-entrants’ framework of thought in the innovative business model. The existing literature generally attributes the success of attackers to the failure of first movers. First movers’ failure to cultivate process capabilities (Abernathy & Utterback, 1978, 2004), inability to secure technological appropriability, lack of complementary assets required for commercialization (Teece, 1986, 2006), restrictions of sunk costs (Richard A. D‘Aveni, 1994), or limitations in investment decision making due to considerations of the existing mainstream customers (Christensen & Rosenbloom, 1995) gave the attackers the chance to flourish. Although we know the reasons that contribute to the first movers’ failure, we are unable to find out the secret to the innovative attackers’ success. Just as Jacobides, Knudsen and Augier (2006) mentioned, in order for firms to derive profits, other than taking appropriability of value into consideration, the creation of value is also worth noting. Also, Teece et al. (1997) believe that in terms of privately owned resource creation, discovering new opportunities and efficient and effective organization to seize the opportunities are of fundamental importance rather than engaging in strategies that cause competitors to lose balance or increase costs, or barricading newcomers. In order for attackers to surpass the first movers, it takes more than beating the opponent that has made mistakes in the competition; it is the innovative business model that has created higher values for the customers. Therefore, in order to find answers to the outcomes, we must first review what mistakes the first mover has made and analyze what the attacker has done right. In addition, Teece’s PFI (1986, 2006), Christensen’s disruptive innovation (1995, 1997, 2003, 2004), and the victory of attackers’ in emerging countries and related literature mostly focus on the organizational level rather than analysis on industrial level. Most of them interpret the success of the attackers from the internal organization perspectives. And analysis on attackers’ good use of the industrial system despite their lack of resources and capabilities is not much covered. Although the Shanzhai model has been under development for a very long time, the real concern for all fields originated from China’s mobile phone industry.Shanzhai firms of mobile phones, automobiles, and notebook computers in China have been selected as the study objects. The main purpose of this study is to explore the late-entrants in emerging countries that are seemingly counterfeiting and lack innovation by analyzing the development strategies of Shanzhai firms in mobile phone, automobile, and notebook computer sectors in Mainland China and the reason why they grow year after year. Since analysis on the development of the underground economies of developing countries is involved, in the absence of credible information, the study has established its research validity through three different data. First of all, secondary data, media reports, and related reports of companies and research units were collected to gain a preliminary understanding of the industrial environment, market development status, and strategies and actions of firms. Secondly, in order to overcome factors such as Shanzhai firms’ covert action, concealed information, and differed strategic types, and avoidance of information from single source that result in “taking a part for the whole” and bias, the researcher scheduled interviews in Beijing, Shanghai, and Shenzhen China for a period of one week to half a month in Auguest 2006, June 2007, September 2008, November 2008, September 2009, and October 2009 and non-structural interviews by telephone interview. Presidents GMs, R and D vice presidents, business vice presidents, and marketing managers of 55 enterprises and units including 94 component manufacturers, design centers, assembly manufacturers, retailers, think tanks, and private equity firms were interviewed (136 interviews). In terms of analysis, this study focuses on industry in order to enhance the practical application value.In data analysis, we used the grounded theory techniques, and through three steps of analysis focusing on market competition dynamics, relative competitive advantage and innovative model respectively, we gradually uncovered the phenomenon and reasons why Shanzhai firms can build a strong presence in the emerging market. In view of Shanzhai firms’ innovative model of mobile phones, notebook computers and automobiles in China, three keys are summarized including: value activity restructuring, vertical alliance and market testing. (1)Value Activity Restructuring Due to failure to smoothly enter the global production network dominated by U.S. and European first-movers, the Shanzhai firms constructed a unique value network at border areas of industries through value-activity restructuring by using the industries’ existing infrastructure, gathering other industrial minority firms and expanding operation scope to make up for partners’ lack of capability. (2)Vertical Alliance Contrary to the global production networks under the dominance of U.S. and European firms., Shanzhai firms survived by means of their core abilities and collaborated to build a common innovation platform to make up for their own lack of resources and capacity. (3)Market Testing To conduct market testing of their highly diverse, high performance-price products to respond quickly to market changes, Shanzhai firms started in dynamic and ambiguous niche markets which first movers typically ignored to gradually move to the mainstream market. In exploring the process and the influencing factors of the dynamic reorganization of Shanzhai firms’ value activities, this study may compensate for the lack of business model in Teece’s PFI structure on the relatively static description of complementary assets. Moving the focus from technology to business model, this study, besides supporting the Christensen’s value network and disruptive innovation viewpoint, replaces the traditional and rigid market prediction model or reliance on business leaders’ wisdom by exploring the emerging dynamic markets by launching a range of high performance-price products to test the market and respond to market changes. Meanwhile, the study of the innovative business model of attackers in emerging countries adds another perspective to first movers’ failure stressed by Teece and Christensen. According to research by Bhattacharya & Michael (2008), Zeng & Williamson (2008), and Kim (1997) that focused on scientific and technological imitation, innovation strategies, and innovative types of less advanced countries’ late-entrants, this study suggests that manufacturers with weak resources and capabilities utilize the existing industrial system and build an innovation platform of the unique value proposition to create competitiveness through integration. It is found in this study that due to diverse industry features, the same innovation model may face different challenges in cross-industry applications. As most existing research work focuses discussions on the firm- or national level, this study suggests researchers ponder on the industry level related research.

本文主要是在探討台灣與東協五國之間電機產品的產業內貿易情形。在第二章之中，首先採用World Trade Atlas資料庫及Asian Development Bank的資料，觀察東協五國（印尼、馬來西亞、菲律賓、新加坡和泰國）1999至2003年五年間整體經貿的變化情形；接著再針對台灣與東協五國之間的經貿結構情況作進一步說明。 在實證方面，使用World Trade Atlas資料庫中的資料，其中產品分類標準以國際商品統一分類制度(The Harmonized Commodity Description Coding System, HS)作為貿易商品分類的基礎。並選擇HS六分位的分類資料來做實證研究，觀察台灣與東協五國1999年至2003年五年間產業內貿易、水平產業內貿易與垂直產業內貿易程度及其變動過程，並從國家特性因子與產業特性因子兩個方面，針對產業內貿易、垂直與水平產業內貿易分別建立實證模型與研究假設。以Grubel and Lloyd (1975)所提出的GL指數為應變數，利用一般最小平方法(OLS)估計實證模型之參數，以探討產業內貿易、水平產業內貿易與垂直產業內貿易的決定因素。 由於本文分別由國家別及產業別兩種不同的切入點分析台灣與東協五國電機產品的產業內貿易、水平產業內貿易與垂直產業內貿易情況，得到國家別與產業別兩大類實證結果。就迴歸結果來看，本文所放入的決定因素所得的符號，並不完全和之前學者的假設相符，推論可能是由於電機產品本身特性或是未考慮的因素所導致。 最後則由本文的研究結果，提出建議與未來研究方向。

本研究主要針對消費型電腦主機板廠商跨入工業電腦嵌入式主機板產業的未來發展進行探討。台灣的工業電腦產業屬於客製化，少量多樣的利基型產業，由於資訊產業的上中下游供應鏈完整，使得台灣廠商具有相對的競爭優勢。工業電腦也由早期的工廠自動化，機器自動化，延伸應用到產業生活自動化及航太，醫療等等的領域，使工業電腦的發展前景相當看好。 但工業電腦嵌入式主機板產業的競爭也越來越激烈，本研究將依照研究者的策略分析架構，從內在現況分析到外在環境因素，期待能夠發現個案公司跨入工業電腦嵌入式主機板將所遇到的困境與難題以及發展上的限制與瓶頸。進而使個案公司得以制訂現行的策略，以期追求的短期目標與長期目標，最後探討如何在既有的機會與本身的優勢下，去發展一套可行的策略方案。 本研究以訪談和問卷調查的方式，分別訪問了對個案公司與其購買產品之廠商等業者，在策略層面的可能方案，透過受訪者的答覆，以及對該業者公司發放的問卷並蒐集之資料，將所有資訊統合整理，讓本研究得以充分的描繪出個案公司的可行策略並由本研究提出可行的建議。

本文利用納入外生性切割技術之李嘉圖模型，探討生產流程切割、垂直分工、福利及政府政策之間的關係。文章的第一個部份假定切割技術的取得是外生給定，藉由上述設定，本文首先探討外生性提高生產流程切割程度會如何影響兩國的分工型態及福利水準。文中除了指出兩國的生產技術及勞動稟賦差異是關鍵因素外，切割程度提高會如何影響生產階段在兩國之間的移動是另一個探討重點。相較於切割技術的外生給定，文章的第二個部份則假定生產流程切割方式為模型內生決定，除了藉此探討是否存在單一切割技術能夠替兩國帶來最高福利，還是兩國會各自偏好不同的切割技術外，亦探討本國廠商基於極小化成本所選擇的切割技術，是否同時也是提高兩國福利的最適選擇，以及本國政府是否能夠藉由限制特定生產階段外移，來迫使本國廠商採行有利於本國福利提高的切割方式。