知識管理是近年來的熱門話題，許多企業已投入鉅資決心要建立一個知識管理系統以因應於多變的環境下仍具有競爭力。政府機關同樣身處於競爭的時代，提升行政效率、加強服務品質、提供優質的決策成果，有賴知識管理系統的輔助。惟過量的知識內容增加知識管理與應用的困難，知識管理的內容應該有哪些？如何去分辨應該要納入管理的範圍？本研究從工作流程角度分析知識的來源與性質，確定員工於執行此作業時的知識需求，並累積流程資訊作為量化、改善的基礎。 本研究以政府行政機關為例，挑選一知識密集之作業流程（資訊系統委外專案管理），採用IDEF0方法論分析其作業流程，了解作業之關聯性及所需花費的時間，並從中整理每一作業中所需要的知識、所產出的知識與誰需要這些知識。分類歸納這些知識的型態與管理現況，找出流程的關鍵步驟，以CMMI Level 2評估其流程並提出改進建議，進而導出知識管理與資訊系統委外專案管理作業流程之架構。

昂貴的藥物研發成本，促使製藥生技產業的委外營運模式，以合約方式提供在藥物研發過程中專業化服務的產業，而近年來由於委外研發服務的高效率，已明顯縮短了新藥開發的時程；同時，在全球醫藥研發服務產業的市場中，約有超過七成的收益來自於臨床試驗服務；由此顯見醫藥研發服務產業中的臨床試驗部分的重要性。 醫藥研發服務是個高度國際性競爭的產業，如何找到發展的核心利基以突破重圍，是許多後進企業或國家所必需面對的嚴峻考驗。因此，本研究主要描述台灣目前的醫藥研發服務產業以及臨床試驗產業發展概況，並探討台灣是否具備發展臨床試驗產業的實力。透過本研究，希望對於台灣發展臨床試驗產業，或是推動台灣成為亞太臨床試驗中心，都能提供作為規劃與執行時的參考資訊。 本研究重要結論與建議如下： 1. 以新藥研發價值鏈而言，台灣目前在每一個階段的工作均已佈局，其中又以臨床試驗階段最有潛力加入國際的競爭市場；長期而言，為追求醫藥產業最大的經濟效益，應強化國內的基礎研發工作，進而刺激與培養國內醫藥研發服務產業的能量。 2. 產業政策的落實不能只談邏輯架構或觀念，應該設定明確的推動方案、目標與達成時間表，要推動產業必須貫徹以管理的觀念；同時也應加速業者與官方之間的溝通協調，其中包括藥政主管單位對於產業發展應由被動轉為積極主動的角色，另外，政府部門跨部會的整合也是相當重要的。 3. 國內的全民健保制度涵蓋了所有醫療資源的運用，而健保制度的設計缺乏鼓勵預防與醫藥研發的投入的機制。因此建議應深入分析與探討健保對於產業的影響，進而能以更積極正面的態度促進製藥生技或醫藥研發服務產業的發展。 4. 建議國內可以由政府與製藥產業界共同出資，成立具有公信力且目標明確的教育訓練組織，提供以實務為導向且有系統的在職教育，用以規劃與培植國家未來所需要的專業臨床試驗人才。 5. 建議國內應就醫療院所執行臨床試驗相關作業訂定管理原則，包括臨床試驗贊助款的管理與運用規範、相關執行人員的權利義務等，藉由透明化的標準與明確的獎勵制度，提高醫師與醫院參與臨床試驗的動機；同時也應鼓勵醫院設立專責的臨床試驗辦公室，執行各項協調、整合與管理的工作，並促進與產業界間的互動。 / The cost of drug research and development has soared during the past years. And this compels pharmaceutical and biotechnology companies to look for new, smarter ways of running their businesses. One of their strategies is trying to accelerate drug development by outsourcing. The size of the outsourcing market for Contract Research Organizations (CROs) is rising. Clinical-trial operations hold over 70% of the revenue in the CRO industry. Competition in the CRO industry is extremely international in scope. The key issues for the catching-up company or country is to find their own niche. This study goes on to identify and profile the development of clinical trials and the CRO industry in Taiwan. It also seeks to identify ways of showcasing Taiwan as an Asia-Pacific Clinical Trail Service Center. There are several conclusions from this study: 1. In the value chain of new drug discovery and development, the current status in Taiwan has the potential to join the international market by conducting the clinical trials. In the long term, we should consolidate our basic medical research to pursue the maximum benefit of biotechnology and pharmaceutical industry, and then to enhance the capability of CRO in Taiwan. 2. The policy for improving industry must be set up after the explicit acting plans, goals and time schedule. It should go through with management, not just a structure or concept. We have to hasten the communication between industry and government. The medical legal authorities need to be more active. Ultimate integration of the functions of the related government departments is exceedingly important. 3. The National Health Insurance (NHI) system covers all of the medical resources in Taiwan, but it lack for the incentive to encourage the medical research. It is recommended that NHI Program should probe into the impact of the biotechnology and pharmaceutical industry, and then try to revise it with more positive thinking. 4. It is very important for Taiwan to improve the professional in clinical trials. Setting up a training center funded by both government and industries is strongly recommended. The organization will have the definite goals and accountability, and provide practical training and systematic continuing education. 5. We need more regulating operations of clinical trials of hospitals in Taiwan. These operations should include the usage of the fees from sponsors, and the rights and responsibilities of all staff. We should set up a transparent standard and obviously encourage a mechanism to enhance the motivation of physicians and hospitals to participate in clinical trials. Hospitals should be encouraged to establish an independent office for clinical trials to perform all the details. This office will promote the interaction within the industries.

在面臨知識經濟的潮流下，隨著全球化、知識化的衝擊以及快速發展，有效的取得前瞻技術已成為企業建立與維持競爭優勢的重要手段，科學與技術的創新能力亦成為國家強化產業領導地位、厚植總體競爭力的主要方式。 　　經濟部科技專案計畫每年均投入相當經費，委託研究機構及產業界從事產業技術之研發，期能強化國內產業之競爭優勢，並有效提升產業研發能力及開創新興科技產業，最終目的在推動我國成為高附加價值製造中心；但由於經濟部技術處人員嚴重不足，因此乃採取委外方式辦理，以降低人力負荷，並活用民間資源。 　　本研究目的主要針對科技專案委外之實際面，就推動委外的歷史演變、政策法規、決策模式，做廣泛而深入與探討，並透過委託人、代理人及審查專家，做質性訪談，探究委外關係策略及過程，期望對於科技專案計畫委外之作業機制，提出精進之建議。 　　經過上述的研究程序，本研究發現以下結論：1.組織面：(1)技術處委外歷史背景為由下而上，促成辦理。(2)委外以資金換取無形成本，而有形成本並未降低。(3)以代理人執行作業，卻由委託人擔負責任，權責不相當。(4) 從事研發工作之代理人大多為政府扶植財團法人。2.管制面：(1)行政控管著重進行過程甚過於執行結果。(2)研發控管方式著重預定標準及實際績效。(3)每年簽約作業繁複瑣碎，致使信任降低。3.心理面：(1)公務事不再是終身職。(2)沿用以往模式，陷入行動慣性，成功假象！ 相關的建議如下：1.技術處應建立責任歸屬模式。2.技術處應簡化作業流程、資訊上線。3.技術處應預期並重視合約終止的處理方式。4.執行單位應強化中階主管的穩定性，對於專家對談監督機制，輔以一約多年之合約。 關鍵字：科技專案計畫、委外、政府採購法、管理 / Nowadays many governments seek factors influencing the economic growth of a country to continue developing and to be more competitive in a rapidly changing and globalizing world. In this era of knowledge-based economy, knowledge is often assumed to be the fundamental resource. It is a crucial factor for the economic growth of a country. How to produce and create more knowledge is deemed to be one of the most crucial tasks of a government. One way of producing knowledge is investing in research and development (R&D) to develop new technologies. Recently, many studies suggest that a new technology that raises higher total productivity is one of the factors to the economic growth of a country. So for countries and private enterprises it is especially important to have access to leading, advanced and key component technologies. Each year the Ministry of Economic Affairs (MOEA) of Taiwan invests a lot in public research and development. They started the “scientific technology development project”, to develop new technologies, especially industrial technologies. MOEA expects these huge investments to strengthen the innovative capabilities of Taiwanese industries and to upgrade Taiwanese industries. Due to heavy workloads and insufficient human resources in the Department of Industrial Technology (DOIT) , DOIT needs to outsource these scientific technology development projects to research institutes and corporations. DOIT expects to take advantages of the efficiency and flexible organizational structure of the private sector. Hence, recently the issue towards “government outsource” catches more and more attentions than ever. The main purposes of this research paper are as followed. Through qualitative interviews with civil servants, governmental officers, outsourcers, agents and specialists and context analysis, this research paper would like to have an overview on the historical background, the current situation of DOIT’s outsource and its management, to describe the difficulties and problems for the outsourcer (DOIT) and the agents (research institutes and corporations). This research paper would also illustrate policies, legal part, such as public procurement act and decision-making strategies of outsourcing of DOIT. At the end, this paper will give suggestions for DOIT’s outsource. First of all, from organizational aspect, the important findings are as followed. 1.Originally, the demand of outsource exists earlier than the supply. More precisely, the agents reinforce the government to have a way working on scientific technology development projects properly. 2.DOIT subsidizes the research institutes to carry out these projects in order to exchange intangible assets of the research institutes, such as human capital and so on. Nevertheless, the real cost is not less. 3.The agents carry out these projects, but outsourcer needs to take the responsibility of the consequences. 4.Most agents are research institutes, which are fully subsidized by the government. Secondly, from the governing and managing aspect, the findings are as below. 1.Administrative governance puts more emphasis on the executive process of these projects than the results per se of the projects. 2.About the management of research and development results, DOIT focuses on the comparison between anticipating and real effects. 3.Each year the outsourcing contracts between DOIT and those agents have to be either re-new or re-made. It makes the relationship between two parties less reliable. Thirdly, from the psychological aspect, the subsidies from government for the agents are less and less. And repeating the same way will be the tarp of inertia for outsourcers and agents and it will make it difficult to have breakthrough or new ides. Finally, in this research paper give some suggestions to the findings for the governmental outsourcing management for scientific technology development project. 1.DOIT needs to clearly state who should take responsibility. 2.DOIT should simplify the procedure by making better use of information communication technologies. 3.DOIT should emphasize more on finding a better way in coping with the termination of an outsourcing contract. 4.The original governing and managing module should be revised. New module, “peer review” and multi-year contract, should be taken into consideration. Keywords: Scientific technology development project, Outsourcing, Public procurement act, Management

由於競爭環境的變化，使得供應鏈中製造廠商與供應廠商雙方的交易關係(supplier-manufacturer relationship)有了重大的改變，由過去競爭的對立關係，轉變為合作的夥伴關係；中心廠與諸多零配件的供應商形成了一個合作的群聚，來共同滿足買方客戶的需求。台灣中小企業組成的綿密產業網絡便是一個相當好的例證，台灣產業網絡的「彈性」和「速度」特質，使台灣企業能夠在市場急速變化、壓力陡增的情況下，及時進行靈活調適，並整合體系內各種可用的資源，創造特有的競爭優勢。 本研究以個案研究的方式，選擇具動態合作網絡特性的營造業作為母體，來瞭解台灣的營造廠如何建立與維繫一個動態性合作網絡？如何進行網絡成員的分工與連結管理？本研究透過兩個實務個案分析，來瞭解動態合作網絡的分工與連結管理的前因與後果，建立觀念性架構與命題，以作為企業經營業者的參考。 營造廠的「價值活動調整」的取決會受到「環境系絡」、「技術系絡」的影響，當營造廠決定其價值活動涵蓋範疇後，將會面臨價值活動劃分的問題，要在諸多的承包商中選擇合適的對象來負責各式專業工項的執行工作，也就是要進行其「委外對象選擇」的安排，接下來最後就是依據承包商的類型的不同，於此稱之為「網絡關係管理類型」，進行分類管理，最後導致不同的「利潤模式」的選擇。 整體而言，個案公司多年來能在環境景氣循環與競爭壓力的衝擊下，不斷地成長茁壯，核心的概念在於其價值活動涵蓋範疇的動態調整彈性，方能擁有足夠的利潤，持續地追求公司的成長。當環境競爭態勢激烈的時候，就擴大價值活動的涵蓋範圍，將工程進行細部的切割，一方面可以跨過大包商直接發包給小包商，自己進行溝通協調的工作，以降低成本，一方面則可以將專業工項的設計規劃、採購活動等納入公司內部執行，減少外包佔比，提升工程利潤；當環境景氣好，訂單旺的時候，就降低價值活動的涵蓋範圍，發大包給承包商來執行，辛苦費時的整合者利潤讓給承包商，雖然單一工程的整合者利潤降低，但是由於可以承接的工程數目變多了，所以在仲介者利潤的擴大下，獲得利潤的成長。 營造廠的策略彈性，來自於其自身的價值活動調整彈性與承包商網絡的建立與維繫。該價值活動調整的彈性來自於自身能力的強弱與完備性，能力越強越完備的廠商，其價值活動調整的彈性越高；營造廠的能力可以分為整合能力與操作能力兩類，整合能力佳的廠商在價值活動細切給小包商的時候，或者在跨專業工項的承包商間的溝通協調上，會有比較好的績效，如期完成工程，減少成本支出；操作能力好的營造商，除了可以選擇性地決定是否要將專業工項相關的價值活動內製外，增加議價能力外，還可以掌握該相關工項的成本結構，控制成本支出。在承包商網絡的建立與維繫上，多元化承包商網絡的存在，除了可以讓營造廠能夠視工程需要找到合適的承包商外，還可以透過創造群與群間的承包商的相互競爭性，來降低對於單一承包商的依賴程度，也增加了承包商間的選擇彈性。 由於工程設計的差異，工程技術的變遷，營造商必需不斷地透過工程案件的執行，向具夥伴關係的廠商學習特定工項的操作知識與技能，提昇自身的能力，也將該操作知識與技能傳授給具團隊關係的廠商，也帶動整體承包商網絡能力的增長。因而，讓營造廠得以在環境競爭與技術變遷的衝擊下，獲得不斷成長的機會，也創造了與承包商網絡同步成長的機會，而得以避免整體策略彈性喪失的可能性。 最後，不同的網絡關係類型的管理代表著不同的利潤模式的創造思維，營造廠對於會員關係類型的承包商將採取採購成本最小化的模式，之於團隊關係類型的承包商將採取交易成本最小化的模式，夥伴關係類型的承包商則採最大化綜效的模式。 / Duing to the changing of the competitive environment, make the relationship between the manufacturing firm and their suppliers from competitive to cooperative. The manufacturing firm and its suppliers form a cooperative cluster to satisfy the buyer’s requirement. The cooperative network manufacturing firms build become one of the important sources of competitive advantage, therefore it’s a significant issue to the management of the cooperative network. From the practical view, the intensive industrial network organizes by the small and medium size enterprise is the important source of the Taiwan’s manufacturing advantage. The nature of flexibility and speed of Taiwan’s industrial network makes the firms could deal with the fast changing environment, and integrate the available resources of the network to create the unique competitive advantages. The industrial network also play a major role for hundred billion of the foreign exchange reserves in Taiwan, no matter what the traditional industry, such as tailoring, shoes, and machine tool industries or high-tech industry as computer, integrated circuit and electronic industries, the specialization and cooperation between industries is more significant in Taiwan than in other Asia countries, such as in Japan and Korea. Therefore, it’s an important issue to know the manufacturing firms how to build up and maintain their dynamic cooperative network and how to do the job assign and the leakage management among members of network. From the theatrical view, the early researches in the intra-organizational cooperative relationships is focus on the dyadic relationship to explain how the power and trust influence the cooperation, maybe how to gain the competitive advantage based on the relationship further. As we know manufacturing firms will exchange their resources with many suppliers, they always make the strategic decision from the holistic view of the network, not the dyadic view. Miles and Snow (1984) argue that the traditional organization will be disaggregated vertically, the way of integrating all the functions in a single organization will be instead of dividing into many independent firms to execute coordinately. They said that a successful company should integrate and coordinate their network members dynamically to achieve the customer’s need. Recently Bovet and Martha (2000) emphasize the important of building the value creating system to support the customer’s need agilely, the network of value system is different from the production line relationship of traditional supply chain, it start by the customer’s need, the manufacturing firms which interconnected with their suppliers, strategic partners, customers, exchange with the network member to acquire the resources they need, such as economic assets, knowledge, intangible benefits, to satisfy the need of customer (Allee, 2000). This study tries to figure out how the manufacturing firm build up and maintain their network dynamically, how they do the job assignment and linkage management, by case study. The two cases selected from construction industry are suitable to present the dynamic network management, by cooperating the two cases, this study establish the conceptual framework and propositions for the reference of managers.

在全球化的趨勢下，企業的經營環境競爭激烈，為維持其核心競爭力，因應未知的挑戰，非典型之人力僱用及彈性勞動力已被人力資源專家們所為普遍運用，將非核心之業務或流程，利用勞動派遣或業務外包之彈性運用，已成為一股重要趨勢。非典型之人力僱用及彈性勞動力之策略，也由補充性之人力資源策略， 提升為策略性之人力資源策略。 勞動派遣或業務外包是兩種不同的業務，由於目前並無勞動派遣法，而政府之定義也含糊不清，也使得要派機構、派遣機構與派遣勞工之間常有糾紛。 雖然派遣前景看好，但以傳統型之勞動派遣為主要業務之業者，遭遇同業之價格競爭及不肖業者惡意競爭，破壞市場，使得該產業業者幾乎無利可圖，同時，台灣之勞動派遣公司也多屬中小企業，對於公司之經營及運作較無制度勞動，派遣業者無不尋求解套方法，突破困境，並建立公司規範。 本研究探討目前全球及台灣派遣市場之現況，以及業者遭遇之挑戰及困境，並根據此些資料，以經營及轉型策略理論觀點，來分析個案公司所採取的經營模式與轉型策略，且進一步探討此些策略的實施，能為勞動派遣業者帶來如何之啟發及影響。 本研究利用個案研究法，以全球性最大之人力資源服務公司 – Adecco為樣本，透過個案公司之深度訪談及內部資料，並輔以國內、外相關文獻，推導出 個案公司之經營及其轉型之主要原因、運用之策略及成效。 本研究發現，勞動派遣產業業者應提升專業能力，自低階傳統之派遣業務擴充產品服務廣度，向上延伸為提供專業派遣及人力資源服務業務外包之整合性服務業者，並致力於公司制度及治理，注重派遣勞工之權益及生涯發展，對要派企業建議要明確了解服務內容並守法，政府則應盡速規範勞動派遣制度，以助派遣產業之發展。 關鍵詞：非典型之人力僱用、 彈性勞動力、委外、勞動派遣、轉型策略理論

鑒於政府業務委外蔚為風潮，政府經費不足及人事組織精簡，為加速辦理地籍圖重測，自民國86年起將重測工作委託民間測量公司辦理，惟推動迄今委外成效始終不彰。影響重測委外制度成效之層面甚廣，本研究嘗試從制度執行面分析，爰由代理理論觀點，以重測委外制度背景及相關規範差異為基礎，探討重測委外制度之內部關係－包含政府委託受託測量公司重測之外部代理，至政府與受託執行官員之內部代理，於該內、外部代理下，各參與者間不同角色互動過程所產生之代理問題，及其對制度執行之影響與關連，以探究何以在內政部93年訂定「重測委託辦理作業規範」，以健全重測委外制度與解決過去推動所遭遇之問題後，至今推行成效仍舊不彰之因，並進而提出本研究之建議。 本研究發現，於缺乏有效誘因與監督衡量執行官員行為、績效之機制下，執行官員未能徹底落實規範內容，致受託測量廠商於重測委外過程中亦便宜行事，換言之，在雙方目標函數衝突下，基於自利與理性選擇，導致政府以消極態度推動重測委外，重測委外計畫始終處於只聞樓梯響階段；在風險態度差異上，受託測量公司於風險分擔、獲利基礎疑慮下，對投標的態度趨於保守，反之，政府為達如期重測公告而對風險忽略，進而影響重測成果品質。此外，因投標廠商不具市場競爭性及無法建立有效濾查廠商資訊機制，於資訊不對稱下，「逆選擇」問題仍舊無法有效解決；加以廠商實際從事重測工作人員依舊良莠不齊或缺乏經驗，不論舊地籍圖描繪及套繪分析、實地進行界址測量或地籍調查，均無法避免「道德危機」之發生。肇因於該等代理問題，導致重測委外相關制度規範與實際執行上有所落差，重測委外成效未彰亦屬可期。 藉由代理問題解決機制運用，本研究建議，在代理人篩選機制上，透過政府建立公私部門測量人力相互派遣管道，增加重測經驗交流學習，並持續推動地籍測量人員培訓計畫，以累積民間重測業者能量，並建立評鑑評等制度，於大環境成熟時，增加選擇性招標方式；在誘因激勵上，應制訂具體長期之重測委託辦理計畫、放寬重測委外期程與區域限制，與釋放地所常態性地籍測量業務委外，並就委外所節省之經費，提撥一部分作為激勵獎金；在監督控制機制上，初期政府應派專人專責進駐工作站輔導及監督，並僅將成果易於檢驗查核之技術性重測工作項目委外，待市場成熟後，配合評鑑評等制度確實落實第三人查核機制以降低監督成本。

近年來，經濟發展及週休二日的實行，使國人愈發注重良好休閒品質，為有效因應都市綠地及休閒場所之不足，臺北縣政府用心整頓二重疏洪道及淡水河兩岸河濱公園，規劃自行車道、生態溼地及各項運動設施，並自92年起等引進民間業者設置自行車租借站、親水樂園、漆彈場等遊憩服務，希望提供民眾安全舒適的遊憩環境，並降低政府園區維護修繕經費。 本研究同時進行深度訪談及問卷調查，從多方觀點加以探討，以求研究結果之正確客觀，在訪談部分，以臺北縣政府高灘地工程管理處相關業務成員與實際經營之民間業者為訪談對象，發現經營成效泰半能達成政策規劃目標，惟在經營過程中民間業者往往因法規限制、場地規劃、公私協力、契約彈性不足等困境未能獲得妥善溝通處理而降低投資意願，也使政府無法將服務推廣至較偏遠河濱公園，亟待政府在未來委外時思考改善方針；在問卷調查部份，以實際消費各類遊憩服務項目之遊客為抽樣對象，透過使用及滿意度調查，發現民眾普遍認為各項遊憩服務具有設置需求，且委外經營後確實能提高民眾滿意度，提升公園遊憩品質及增加河濱公園使用率，值得政府持續努力推廣。 最後，綜合研究發現對河濱公園遊憩服務委外經營分別於規劃面及管理面提出改善建議，以供參考。 / In recent years, the economical development and the two-day weekends policy has caused people to pay greater attention to the quality of leisure life, for effectively solving the problem about the insufficiency of urban green space and the leisure place, Taipei county government reorganized Er-Chung Floodway and the riverside park of the Tan-Shui River Basin attentively, and planned the bikeway, the wetland and various sport facilities. Besides, for providing the safe and comfortable environment for citizens and reducing the maintenance budget of the park, Taipei county government has invited the folk business to set up the bicycle renting stations, the water park, and the paintball ground to since 2003. The results are based on the finding of the in-depth interviews and the questionnaire survey. This research discusses overall viewpoint to find the correct and objective result, the interviewees are the performing staff of Taipei County Government Highland Beach Management Office and the folk business that manage actually. Through the interview, it is found that management results almost reach the policy plan goals. However, the investment intention of the folk business is often reduced because of the difficult positions about laws, regulations limits, the area plans, public-private partnerships, insufficient contract elasticity, and so on. They have not been able to obtain communication and solution properly in the management process. Furthermore, the government is unable to promote the service to the remote riverside parks. This situation is worth government pondering the improvement policy in the future. To take the tourists who actually expend money on the recreation service as the sampling objects of the survey, through the questionnaire survey, it is found that the public has the need of the recreation service generally, and the policy can boost people’s satisfaction, the recreation quality, and the utilization rate of the park actually. It is worth the government continuing to promote diligently. Finally, to summarize the discovery of the research, the research proposes the improvement suggestions served as reference in planning and management.

資訊系統的運用已是現代企業經營不可或缺的一環，然而，應用系統的開發通常不是一般企業的核心能力，故委外開發是大多數企業在建置資訊系統時最常用的選項。企業在進行委外開發之前，可能因未將資訊系統的建置與企業經營策略校準、或因缺乏理性的選商流程與評估標準、或因在議約時純粹以殺低價格為主要考量，而錯選到一個不合格的承包商。如果再加上使用者的需求說不清楚，開發人員的質與量不符所需，雙方對各自的權責沒有共識，專案管理能力不足等，則這種委外開發必然會問題不斷，最終以失敗收場。 為提高委外開發的成功率，本論文首先將「應用系統委外開發」重新定義為「在合約關係下，承包商依據客戶的需求，為其規劃、開發、導入、維護所需的資訊應用系統。在系統建置過程中，客戶的主要人員，必須積極地參與承包商的開發活動，包括提供需求說明，驗證與確認（verify & validate；V&V）階段性產出的正確性及可用性等，以確保承包商可以如期、如質、如需求地在預算內完成所委託的交付項目及服務。」以導正觀念。然後再透過「應用系統開發委外專案之業務及開發流程」的介紹，分別從客戶及承包商的角度，提出正確的業務及開發流程，期以拉近雙方的共識，並印證應用系統委外開發的成功，必須靠雙方的共同努力。 當承包商了解客戶在委外決策時所面臨的問題及顧慮後，即可透過4C策略行銷的分析，設計出能夠解除客戶疑慮的方案，建立共識，降低雙方的交易成本及風險，以確保委外合作有個好的開始。本論文從承包商的角度以4C架構進行行銷策略分析，最終得出46個策略，並依照專案的生命周期歸類，以協助承包商隨著專案進展也可以很方便地檢視各種策略組合，故即使是在多專案併行時，依然能有效掌握各種策略的執行，提高應用系統委外開發專案的成功率。 / The use of information systems is an absolutely necessarily in a modern business operations, however, application development usually is not a core competency of the most of enterprises, thus making development outsourcing becomes the most common option for the most of enterprises while they are establishing information systems. But, before the enterprises move forward development outsourcing, they may not align the establishment of information system with the strategies of business operations, or lack of rational processes and evaluation criteria in vendor selection, or only solely consider the lowest-priced while in contract negotiation, thus wrongly selected an unqualified contractor. In addition, if users cannot express requirements clearly, the developers’ quality and quantity do not match the requirement, no consensus on respective responsibilities of the parties, and project management skills shortage, etc., then this kind of development outsourcing shall have problems at every moment, and they will definitely end in failure. To increase the success rate of development outsourcing, this paper firstly redefines “Application Development Outsourcing” (ADO) as "Under a contractual relationship, the contractor shall, pursuant to customer’s requirements, performing the tasks of planning, developing, implementing, and maintaining of the required application system. In the course of the system development, the customer’s key personnels must actively participate in the contractor's development activities, including provide requirement specification, verify and validate the correctness and usability of the output by phases, etc., to ensure that the contractor will be able to deliver the deliverables and service on time, as required quality, as required functionalities, and within budget." The purpose of this redefinition is going to correct perceive of ADO. And then thru the content of “ADO project business and development process”, describes, from the point of view of the customer and the contractor, the “shall-be” business and development process, for closing the gap of the parties, to reached a consensus, and proving the success of ADO, must rely on the concerted efforts of both sides. When the contractor realizes custome’s problems and concerns while deal with ADO decision, then can based on 4C strategic marketing analysis theory, design the solution that can reolving customer’s misgivings scenario, to build consensus, to reduce the transaction costs of both sides and risks, to ensure that outsourcing cooperation there is a good start. This paper, from the point of view of the contractor, based on 4C marketing strategic analysis theory, resulting 46 strategies, and classify them in accordance with the project life cycle, to assist the contractor can also be easily to review the various strategic groups, as alogn with the project progress, thus making even in a multiple project circumstance, still be able to keep track of the implementation of various policies, to improving the success rate ADO projects.

政府機關委外執行民意調查已成為民主國家治理的趨勢之一；但民意調查的高度專業性和特殊性質，導致過程中有許多「看不見的黑手」介入的機會，故如何監督、控制民調的品質以確保信效度遂成為一項重要課題。全國各級政府機關中，以台北市在委外執行民調業務上的規定最為公開、完備，不僅訂有專法，更獨步全國成立「民意調查諮詢委員會」，協助各局處在委外執行民調過程中把關調查品質、解決問題。在這種「一個委託人（委託局處）、兩個代理人（執行廠商和民調諮詢委員）」的架構之下，本研究從交易成本理論出發，探討台北市的委託局處在這套委外與審查機制下必須付出的交易成本類型、背後的影響因素、與調查品質之間的關係。 本研究深度訪談5位民調諮詢委員、5個委託局處、研考會和4家執行民調的廠商共17人次，輔以次級資料分析，發現各局處在委外執行民調過程中的作法、程序和重視程度皆不一，付出的交易成本類型眾多，其中的「事前審查成本」、「搜尋廠商成本」、「事後審查成本」、「控制成本」在邏輯關係上較能對應後續之民調品質，其多寡深受「委託局處的重視程度」、「廠商的執行能力」影響。此外，為提昇調查品質，委託局處若付出較多事前成本（包括：事前審查成本和搜尋廠商成本）後能先行把關委託局處的需求與調查規格，且規模比起事後成本（包括控制成本、事後審查成本）來說較為減少許多，對調查品質將有正面影響；若未付出事前審查成本，則需於決標後耗費更多時間、精力與資源才有辦法確保調查品質。 然而，研究結果卻顯示民調諮詢委員會不見得能達到提昇調查品質的目的，仍有執行能力不佳、圖謀不軌的廠商無法達到審查委員的要求而遭到解約。因此，本研究歸納「民調諮詢委員會」兩項主要的缺失，包括未能事前把關調查規格與執行預算之間的合理性，無法克服「逆向選擇」執行廠商的問題；加上定位不明，難以保證可以完全發揮把關之功能與職責，委託局處未必完全依照委員的意見來要求廠商修正，以致淪為無人負責的窘境。 最後，本研究提出主要的政策建議，包括研考會的角色應更加積極、強化，確立民調諮詢委員會的定位，嚴肅思考業界委員協助審查的必要性，民調諮詢委員協助審查調查案的預算編列和招標文件；委託局處需掌握整個流程和民調諮詢委員的功能，顧及調查規格和預算的合理性並不以預算為唯一考量，與民調諮詢委員、執行廠商和研考會保持密切關係。

本論文以公共職業訓練委託民間辦理為範圍探討我國職業訓練制度，目的有三： 一、檢討我國公共職業訓練機構的績效及國外職業訓練民營化的經驗以做我國公共職業訓練委託民間辦理的基礎。 二、對於委託辦理的政策規劃進行研究，包括委託的目標、篩選機制、成效評鑑等，希望藉此能使委託民間發揮最大功能。 三、針對目前委託民間辦理的主要方式「專班委外」與「職業訓練券」進行制度檢討，並提出政策建議，提供政府施政參考。 本論文根據研究目的蒐集相關資料進行文獻探討與訪談。從國外民營化的經驗可發現，引進市場機制必須在市場環境成熟的情況下才可奏效，目前我國公共職訓委託民間辦理在執行上面臨許多問題：在我國職業訓練尚未發展成熟的前提下即欲以委託民間辦理來引進市場機制，先天條件上即有不足，加上專班委外及職業訓練券本身設計上的問題，因此委託民間辦理仍有許多需要改善之處。 本論文從制度檢討的角度，將所面臨之重要問題加以歸納分析，提出具體建議，以供職訓主管單位參考。本論文認為政府在委託民間辦理公共職業訓練時，如果一味「推陳出新」，忽略市場環境是否成熟的重要性，那麼就無法使政策發揮最大功效，達到設定之目標。本論文建議政府對於職業訓練應進行全盤的規劃，首先要健全國內的職訓市場，讓職業訓練市場成熟以引進市場競爭機制，各種訓練的提供者能分工合作，特別是讓事業單位提供訓練，以達到訓用合一。因此要委託民間辦理，首先應加強職業訓練市場的成熟以產生市場競爭機制，其次應加強制度設計的分工，再者對於訓練的成效進行評鑑以提供選擇的依據是非常重要的工作。 政府與民間皆認為民間參與公共職業訓練為無法抵擋的潮流，唯委託民間並非是萬靈丹，小至委託契約的內容、委託的項目、委託對象的選擇，大至委託民間的篩選機制、成效評鑑等都需要審慎地考量。