觀察近年公共職業訓練辦理情形，以委託、補助方式辦理之比例已超過五成，委外職業訓練師資漸成為我國職業訓練系統主要師資來源。本研究旨在檢討我國委外職業訓練師資培訓現況、瞭解及比較其他國家職業訓練師資培訓情形，並研擬委外職業訓練師資培訓制度與相關做法。 透過訪談分析，本研究發現委外職業訓練師資培訓應以提升教學職能、掌握職訓學員結訓後就業率及對外連結、溝通與人際關係等能力為培訓目標；訓前應落實訓練需求分析，參訓者應具電腦、教學設備操作之先備技能；培訓內容應著重教學職能；訓練方式應重視實作，強調教學實務演練；設置前測及分流機制，依職業訓練師資所任職類個別規劃培訓內容，並以能力為單元進行培訓。培訓課程之訓練評估，應考核訓後行為層面之改變。 建立委外職業訓練師資培訓制度，可提升委外職業訓練師資品質、委外職業訓練機構辦訓品質與競爭力，進而提升我國委外職業訓練整體辦訓水準。依據研究結果，歸納委外職業訓練師資制度面建議如下： 一、研擬主動挖掘委外職業訓練師資問題，並即時處置之機制。 二、建立專門、系統化之委外職業訓練師資品質評核機制。 三、設置委外職業訓練機構之師資參與職業訓練師資培訓課程比例，由職業訓練師資市場需求端進行規範，並設置相關配套、積極輔導，分階段施行。 四、職業訓練師資培訓相關事宜由職業訓練局，或泰山職業訓練中心專責辦理，以落實訓練內容與品質，並維持培訓之公正性、客觀性以及一致性。 五、規劃國家職能標準制度，建立產業職能或技能標準，提升職業訓練師資授課品質。

近年來台灣社會快速成長，人民對公共服務的要求逐漸提升，政府為了改善服務品質、加強行政革新、提升組織績效，因此將公務人力發展中心大樓設施營運管理業務委託民間經營，成立福華國際文教會館，公務人力發展中心則專注於教育訓練及研究發展等核心業務。此種透過結合民間資源的方式，引進市場競爭機制，不僅提昇公用財產使用效益，也創造良好經營效率及服務品質。本研究希望藉由分析福華國際文教會館經營模式以及其與公務人力發展中心的互動關係，探討其成功的因素並了解公務人力發展中心與福華國際文教會館之間的協力模式。 本研究之研究目的主要分為三點：一、探討政府部門和私部門之跨部門治理模式的運作過程；二、了解福華國際文教會館委外模式的成功因素；三、分析並建構協力治理的互動機制與模式。本研究從福華國際文教會館之委外模式、協力過程、協力結果三個層面進行探討分析。研究發現福華國際文教會館的經營策略收到良好成效，強化機關核心業務及避免員額膨脹，同時維持績效和服務品質，提高公有財產效益減少政府財務負擔，並且達成教育訓練之需求。研究結果指出公務人力發展中心與福華國際文教會館的協力模式有幾項特色：一、委託專業顧問公司選擇「代理人」；二、公務人力發展中心工作目標的分割；三、完整的經營管理與協調方式；四、多元彈性的監督機制；五、靈活彈性的溝通機制。 / In recent years, the rapid growth of Taiwan society, people's demands for public services gradually improved, in order to improve service quality the government strengthen the administrative reform and improve organizational performance. Therefore, buildings of Civil Service Development Institute outsourcing to private sector, known as Howard Civil Service International House. Thus, Civil Service Development Institute can focused on core businesses include education and training, research and development. Such a way through a combination of private resources, the introduction of market competition mechanism, not only to enhance the efficient use of public property, but also to create a good efficiency and service quality. This study is to analyze business model of Howard Civil Service International House and its interaction between Civil Service Development Institute. This study attempt to understand the factors of its success and the collaboration model between Civil Service Development Institute and Howard Civil Service International House. The main purpose of this study is divided into three parts: First, the operating process of cross-sectoral governance model between government and the private sector. Second, understanding outsourcing model of Howard Civil Service International House. Third, analyzing collaborative governance model. This study will discuss about outsourcing model, process of collaborative governance and the results of collaborative governance of Howard Civil Service International House. This study found that business strategy of Howard Civil Service International House has good effect and strengthen its core business and avoid staff expansion. It also maintain great performance and quality of service. Besides, it improved the effectiveness of public property and reduce government financial burden. Research results indicate that the collaborative model of Civil Service Development Institute and Howard Civil Service International House has several characteristics: First, choose a "Agent" by the professional consultant company. Second, Civil Service Development Institute does goals segmentation. Third, the managing and coordinative mode are faultless. Fourth, the monitoring system is flexible. Fifth, the communicating system is flexible.

這篇論文主要是要建構一個在考慮經濟面及效率面下，評估公有路邊停車場經營管理績效的機制。當考慮經濟面及效率面時，包含權利金委外、開單勞務委外及人力派遣與政府自辦的比較，何者較具有經營管理優勢。本文選擇以這四個制度為分析對象的理由，主要是源自於公共選擇理論。另外，評估方法則應用層級分析法來評估這四個經營管理機制。而在考慮經濟與效率為目標下，評估指標分別從投入與產出這二個面向著手，其中投入面向之評估指標有人力、設備及費用，產出面向之評估指標則有每格位開單率及每人每日營收金額等。以臺北市西門地區做為實證分析對象，透過問卷調查24名專家學者對評估指標的權重，再以簡單加權法求算各個替選方案評點，研究結果發現，開單勞務委外為最優方案，其次為權利金委外，而政府自辦在經濟及效率面向，與其他三個方案比較結果，顯示最不具有經營管理優勢。 / This thesis is aimed at construct the scheme of evaluating the management economy and efficiency for public curb parking lot. Those which draw up the parking charge list including of royalty, labor-outsourcing and leased work, are compared with the government manages oneself, when consideration economy and efficiency which alternative has the superiority of operation and management. The rationale to choice these four alternatives as evaluative object is the public choice theory. Moreover, the consideration of performance evaluation has three indicators such as manpower, facility and expenditure under the schema of input, and two indicators such as the rate of draw up the parking charge list for a parking space and each person of daily earning under the schema of output. Further, analysis hierarchy process and SAW are applied for the appraisal method. In empirical study, 24 experts replied our questionnaire survey. The result suggest that the priority alternative is labor outsourcing and the government manages oneself is inferior to other three alternatives. We develop a framework to promote a better understanding of the important of public curb parking lot performance management. Using the review literature and the results an empirical study of Taipei’s curb parking lots, we developed the framework presented herein, in hope that if would stimulate more interest in this area.

半導體製造活動價值鏈中，半導體測試是重要的一環。半導體整合元件製造大廠為各種策略考量，於是漸提高向專業測試廠商尋求代工的比例，加上Design House產業蓬勃發展，也因此造就全球測試產業快速成長，甚至表現比整體半導體產業還優異。台灣半導體測試業為全球專業委外測試產業龍頭寶座。然而全球外在競爭環境威脅，而且在產業進入障礙低、競爭對手不斷增加、競爭日益強烈的情況下，終將直接衝擊台灣半導體產業在全球的地位。本研究欲從交易成本理論對測試委外服務品質和委外滿意度加以探討，以提供業界持續發展參考。 回顧過去委外相關研究發現，主要集中在：(1)企業是否應該委外或自製；(2)如何在統御結構下進行委外管理；(3) 採用討論或提出觀點說明的方式，少數真正採用實徵性研究驗證理論架構。因此，本研究專注於半導體測試委外的範疇，對委外進行探討，本研究架構乃為探討交易成本對服務品質和委外滿意度之影響，針對半導體測試產業型態及測試委外的需求建立研究架構與假設，並據以定義研究變數及制定問卷，經調查回收後做資料整理與統計分析。 經過資料分析，本研究在半導體測試委外產業的主要研究結果有三：一、在半導體測試外包產業中「交易成本」對於「服務品質」有顯著影響；二、「交易成本」對於「委外滿意度」未有顯著影響；三、「服務品質」不但對「委外滿意度」有正向的影響，同時亦扮演「交易成本」對於「委外滿意度」正向影響的「媒介變數」(mediator)。 根據上述的研究結果，本研究提出三點建議給予實務界參考。包括：一、以產能外包模式轉為整合模式外包，以降低不確定成本，提升服務品質；二、對於資產獨特性與不確定性質越高的委外案，承包商應提升對服務品質各方面的重視； 三、企業往後應慎重考量交易成本的影響。 / IC testing is a critical part of the semiconductor manufacturing value chain. In response to a variety of strategic considerations, large-scale IDM semiconductor manufacturers have increasingly sought the service from the professional testing firms. This, plus the rapid development of external IC design houses has created conditions for a global testing industry growing even more rapidly than the semiconductor industry as a whole. Taiwan’s specialized IC testing firms lead the global testing industry, but this dominance is increasingly threatened by external competition and low barriers to entry, and may eventually have a direct impact on the outlook of Taiwan’s IC industry. This study investigates transaction costs in terms of quality and customer satisfaction for external IC testing operations, and aims to provide the industry with a reference for sustainable development. Previous research in outsourcing has primarily focused on whether a company should outsource or keep operations in-house, or how to manage outsourcing within existing command structures, while a small number of empirical studies have used theoretical or case study methods to validate the use of theoretical frameworks. Therefore, this study focuses on the outsourcing of semiconductor testing operations to investigate how the structure and characteristics of transaction costs affect outsource service quality and satisfaction, with an aim to establish a research framework for investigating the semiconductor testing industry and outsourcing requirements. Towards this end, relevant variables have been defined and incorporated into a questionnaire which was used to source data for statistical analysis. Through statistical analysis, this study arrives at three primary conclusions regarding the outsourcing of semiconductor testing: (1) in the outsourcing of semiconductor testing, transaction costs have a significant impact on service quality; (2) transaction costs do not have a significant impact on outsourcing satisfaction; and (3) service quality is positively correlated with outsourcing satisfaction, and also plays transaction cost property in the positive correlation of outsourcing satisfaction and mediator. Based on these findings, this study raises three suggestions as a reference to practitioners: (1) move from a production outsourcing model to an integrated outsourcing model to reduce uncertainty costs and improve service quality; (2) for outsourcing cases with a higher degree of asset specialization and uncertainty, the contractor should focus especially on raising all aspects of service quality; and (3) enterprises should carefully consider the impact of transaction costs.

企業將客服中心委外執行雖然能降低成本，但是企業與專業客服中心之間的交易過程會產生相當多成本，包括洽談合約、維持廠商關係及監督廠商依約行事等。這些和廠商有關的合約、管理費用即稱為交易成本。 本研究目的是以交易成本理論探討企業客服中心的委外服務決策，亦即以事前協商成本、資產專屬性、不確定性、供應商因素、委外的外顯單位效益成本等變數分析企業客服中心的委外決策，同時加入產業別、企業規模及企業態度三個組織特性因素，分析對企業客服中心委外決策的影響。 本研究是採用調查研究的研究方法，以郵寄問卷的方式來蒐集資料，回收有效問卷為103份。 本研究實證結果顯示，資產專屬性及委外的外顯單位效益成本愈高則企業客服中心的委外態度將愈低，對客服中心愈熟悉的產業其企業客服中心的委外態度愈高，企業規模愈大其企業客服中心的委外態度愈低。 本研究建議可進一步評估企業將客服中心委外執行的績效，或是以其他理論或其他變數進行企業客服中心委外服務之研究。此外，可以考慮改由專業客服中心的觀點進行檢驗，探討如果專業客服中心與企業的關係由現有的契約關係發展為較密切的策略夥伴，是否能夠為專業客服中心帶來更多委外的案件。 / Corporate which outsources the call center can reduce operating cost, but the transaction between corporate and call center outsourcing companies would generate much cost, including negotiation, keeping relation and monitoring companies. The cost mentioned above is so-called transaction cost. The main purpose of this study is to analyze the elements which influence the decision process of outsourcing of call center. This study uses negotiation cost, asset specificity, uncertainty, supplier, outsourcing cost / utility to analyze the outsourcing decision of call center, and incorporates organization characteristics such as category of industry, corporate scale, and corporate attitude to analyze the influence of outsourcing decision of call center. This study uses survey research method and then collects 103 copies of valid questionnaires. The results are as follows. Asset specificity, outsourcing cost utility, category of industry and corporate scale have significant influence on outsourcing decision of call center. It shows that both asset specificity and outsourcing cost / utility are negatively related to outsourcing possibility. Companies in certain industry familiar with call center tend to outsource call centers. Corporate of large scale is unwilling to outsource call center. This study suggests that further investigation of evaluating the performance of outsourcing call center can be taken and other theories or variables can be used to analyze the elements influencing the outsourcing decision of call center. Besides, following researchers can also explore that if corporates engage in close partnership rather than sign an outsourcing contract can bring more profit or cases to the call center outsourcing companies from its point of view.

專業技術人才在我國經濟成長與產業發展中，扮演著舉足輕重的角色，專技人員在市場交易過程中提供足以令人信賴之專業知識服務，在知識經濟時代高度專業分工的社會來臨，證照制度顯得格外重要。隨著專業分工日趨細密之社會，因應新興職業的發展與社會的需求，專技人員種類不斷增加。現行的考選制度能否因應此一時代變遷，繼續擔任促進國內經濟發展的推手，實值得關注。 現行專技人員之考試及執業管理分由不同機關負責規劃，考選部負責考選，為專技人員之考選單位，而專技人員之訓練、管理則由職業主管機關、所屬公會學會負責，亦即考選及管理單位不同，難免各做各的。 國家考試追求「教、考、訓、用合而為一」的目標，專技人員考試制度應在考試權獨立並保障人民工作權之基礎下，有效結合社會資源，辦理進行專技人員考試，促使考試方式與內容更加符合社會期待，提高專技人員專業地位，使渠等人員得以發揮所長，貢獻社會。

在全球的經濟型態逐漸將重心由知識經濟轉向創意經濟的背景下，台灣政府也開始正視文化創意產業的發展，並於2010年通過文化創意產業發展法。另外，文化創意產業中的商業運作過程與價值網絡的建構，也從如何自個別企業「點」的效應，擴散成完整產業的「面」效益。因此，使文化創意產業持續擴張，是現階段台灣所面臨的關鍵。 在專業分工的策略、知識與創意工作者的高度流動的考量下，委外成為企業可取得資源的方式之一，過去在製造業以成本為考量的委外思維的下，創意該如何委外，可以複製過去經驗或是開創新局是本論文之研究動機。 個案選擇上，由於文化創意產業類別差異極大，本研究選取設計產業的代表：廣告設計與工業設計產業進行個案交叉比對，期望能夠透過創意與委外流程的關係（包含動機、決策點與執行）欲探討在文化創意產業中：（1）在廣告設計與工業設計中，其委外的動機與創意的關係是什麼?在此兩產業中有何異同? （2）在廣告設計與工業設計中，委外的執行與創意的關係是什麼?其關鍵成功因素是什麼? （3）在廣告設計業與工業設計中創意能被持續委外的關鍵因素是什麼? 本論文的研究結論包含：（1）企業欲將創意委外的動機來自於內部認定之創意價值低、專業能力缺乏，或與所占產業位置有關，視產業別不同而有所差異。此外，創意需可於市場取得且具成本效益時，企業才有將創意委外的可能（2）委外創意的動機在於其委外利益與組織目標能相符合（3）創意能被持續委外的關鍵在於廠商認知創意本質具收斂性，透過委外雙方的有形與無形的契約與信任，為終端市場客戶提供完整的服務。 / Under the type of global economics transferred from knowledge economics into creativity economics, Taiwan government has begun to take serious and to focus on the development of creative industry, and also passed the law of creative industry development as well in 2010. At the mean while, the business model and the construction of value network of creative industry, has expanded from individual enterprise to whole industry. Therefore, how to enlarge the boundary of creative industry is the key issue that Taiwan is facing right now. Considering the strategy of specialization and the highly transferring of knowledge and creativity human resource, outsourcing has become one way of getting resources in the enterprise. Cost down is the major cause of outsourcing in the traditional industry, so the motivation of this thesis is how to outsourcing the creativity? Is it possible to copy the past successful experience? Or it should be done by another brand new way? Due to the category of creative industry is very different, so in this thesis, it chose the most two representative design industries belong to creative industry, which are advertising design and industrial design, to compare cross over each other. Expecting through the relationship (including motivation, strategy and execution) between creativity and outsourcing, to discuss in creative industry and find out: (1) What is the relationship between motivation of outsourcing and creativity in both advertising design industry and industrial design industry. And what is the difference in these two industries. (2) What is the relationship between execution of outsourcing and creativity in both advertising design industry and industrial design industry? And what is the key successful point? (3) What is the key reason of creativity outsourcing continuously in advertising design industry and industrial design industry? The conclusions of this thesis are: (1) The motivation of creativity outsourcing is relevant in valueless creativity inside the enterprise, poor of professional ability, and different positions in the value network in the creative industry. (2) The motivation of creativity outsourcing is that the benefit of outsourcing can match the goal of organization. (3) The key point that creativity can be outsourced continuously is because it is realized in the enterprise that creativity has the convergence nature. So by the trust of tangible or intangible contracts, it will supply complete service to the end customer in the market.

當前企業於激烈之商業競爭環境下，為期生存發展，經營運作手段無所不用其極，甚或甘冒觸法風險，導致企業之經濟犯罪（Economic Crimes）、金融犯罪（Finance Crime）案件層出不窮；其中尤以金融投資信託公司之金融犯罪行為，造成之傷害牽連更為廣泛，影響所及，不僅在於投資大眾之財務損失，更嚴重戕害及腐蝕國家整體力量，影響民眾對私人企業及對政府之信任至鉅。 加之為期因應高齡化課題，政府業以龐大的「退休基金」建構完整之老年經濟保障制度，各項政府基金不僅對金融市場產生重大影響，在人口普遍老化的趨勢下，對個人未來生涯之規劃影響程度亦更為深遠。為達有效之財務經營管理及靈活運用之目地，政府基金均依據法令由各所屬機關依各投信業者操作績效，每年自行接洽投信業者代為操作，此一政策雖均訂有監理、查核、監管機制，可稱極為嚴謹，惟仍有2011～2013年之安○投信基金案及2012～2013年之日○投信等案發生，本研究針對當前金控投信公司漠視企業倫理、罔顧企業社會責任之金融犯罪行為，希能經由文獻之探討、學理之分析，並透過專業人員（政府官員及受託代操勞動基金之金融投信業者）之深度訪談，彙整分析前述委外代操機制，以期發掘運作流程有無發生貪腐之可能環節及原因，並提出具體防範對策，以供政府主管機關研擬相關政策之參考。

全球電子產業發展日趨快速，產值日益增加，連接器亦屬於電子產品中的關鍵零組件，台灣連接器產業中，產品範疇廣大、種類繁多，各家公司規模大小差距甚大，各自發展屬於自己的利基型市場，經營模式也大不相同。所以，此研究將以電子連接器產業為研究調查之對象，以個案公司為例，利用SWOT分析法，描述三種不同經營模式-代理(Agency)、委外(Outsourcing)與自製(In-House Production)，所遇到的優勢、劣勢與機會、威脅。 本研究並歸納出，三種不同的經營模式，在經營模式上的優點與缺點，以個案公司在各階段經營模式內遇到的決策議題與經營方針來說明，本研究最後發現，個案公司是連接器產業中同時存在三種經營模式的特殊案例，三種經營模式互補，利用各經營模式優勢輔以個案公司業務推展能力，發揮三種經營模式之综效，讓個案公司有突破性的經營成長績效。 / In the rapidly developing global electronic industry with ever increasing output, the connectors are key components of all electronic products. Taiwan’s connector industry has been providing the global electronic market with varieties of products covering a comprehensive spectrum of applications, with providers differing vastly in their sizes, market niches and business models. This research aims to study the electronic connector industry by conducting SWOT analysis on a case company, to examine the strength/weakness and opportunity/threat faced by the company when taking each of three possible business models: agency, outsourcing and in-house production. This research is summarized by describing the pros and cons of three business models using decision issues and business policies which the case company encounters at each stage of business model. This research also discovers that the case company is special in the connector industry being the sole company operating simultaneously on three models that mutually complement one another with individual advantage boosted by the company’s business promotion capability to gain synergy of the three models. Through the synergy, the company is able to achieve breakthrough in business growth.

自1980年代以來，政府能力減弱導致治理的困境，需要引進其他部門的力量以持續公共服務之提供，「公私協力夥伴關係」理論應運而生，「協力治理」成為政府在新時代提供公共服務的重要方法。協力治理是一套建立在行為者之間網絡互動的治理體系，雙方共享合作夥伴關係產出的利益，但是新的治理模式也會帶來新的困境；地方異質性導致國家在治理上的困境，進而轉向倚賴社區與地方政府間協力推行政策。當旨在解決政府失靈問題的協力治理都出現侷限時，透過協力網絡所提供的公共服務要如何持續推行？本研究探討公私部門之間的協力合作與衝突，透過相關公共行政理論之討論，以「新北市土城桐花節」與「新北市三峽藍染節」為個案，分析我國地方層級文化節慶活動辦理過程的協力治理，以期為既有體制下運作出現失靈僵局的公私協力關係提出解決問題的參考。本研究以協力治理理論為分析架構，透過深度訪談與次級文獻分析嘗試回答下列問題：本研究兩個案例中公私協力運作過程為何？遭遇什麼樣的困境？當協力面臨失靈時行為者如何面對困境使協力成功或至少不致失敗？研究結果發現，公私部門的合作關係若僅止於契約委外，則協力傾向出現不穩定甚至失靈；若公私部門調整他們對協力治理的態度，亦即公部門確實扮演其領航角色，與地方團體對協力過程具共同的承諾與相近的目標、且積極參與協力過程，便可使出現困境的協力不致徹底失敗。 / Since the 1980s, governments around the world have suffered from weakened governing capacities. The idea of “public-private-partnership (PPP)” was thus proposed, hoping to help sustain public services. Central to the PPP is the concept of “collaborative governance,” which has become an important method for government to deliver public services. It is a governance system based on network built among actors who share the benefit generating from the partnership or collaboration. However, this new governance model faces challenges caused by local differences. State then turns to depend on collaborative governance between local government and community. Drawing upon major public administration theories, this study seeks to answer the question as to how could public services sustain when the collaborative governance fails. It is done so through examining the cooperation and conflict between public and private sectors, with Sanxia “Indigo Festival” and Tucheng “Tung Blossom Festival” in New Taipei City as cases. In-depth interviews and secondary literature analysis are adopted for this study. It is found from both cases that if the PPP is merely contract-based, it tends to be instable or even fail. If actors in both public and private sectors take collaborative governance seriously and commit to long-term collaborative relationship, the PPP tends to be stable and sustainable. It is also found that whether public sector can play a proper role of pilot in the collaborative relationship appears to be the key to success.