消費型電子產業市場商機龐大，從2000年開始的筆記型電腦，直到2008年的平板電腦，一直到現在的平價手機，動輒百萬台以上的銷售量，讓己經上櫃上市或期待IPO的公司為之瘋狂，市場需求量大，出貨量也高，但同時隨之而來的是，需要非常快速的反應與及時的量產能力，企業在這樣高度競爭的市場下，相對需要的是非常快速的專案開發與研發速度。在產品壽命週期短，高風險及競爭者眾多的狀況，許多歐美大廠 , 例如Black Berry、DELL computer、甚至台灣的大型OEM電子品牌大廠都受到來自低成本國家，例如中國大陸的強大壓力及挑戰，然而在技術門檻相對較低的消費性電子連接器產業，這樣的情況又更加嚴重。 20年前在台灣剛開始主導全球主機板市場的年代，會做連接器的廠商不多，外資連接器商擁有相當好的利潤。15年前鴻海開始大舉攻進以外商為主的CPU socket連接器市場，讓外資連接器商開始有不小的壓力，時至今日，連接器技術愈來愈不是高科技，而成本更低的陸資連接器廠商也開始入場搶市，讓原本在供應鏈中獲利就不高的連接器外資及台資廠壓力更為沉重。 由此，如何讓生產連接器的公司能更有效的選擇及管理產品開發專案，節省開發成本，提高資源運用效率，對於即有的連接器廠就是愈來愈重要的課題。本研究以一家製造連接器超過五十年以上的外資連接器企業為例，將其如何從原有的產品開發流程導入精實產品開發，及導入後對企業財務及業務的指標影響與變化。而研究結果証明，在導入精實產品開發後，企業的業務指標的確有相當大的進步，且人力成本也隨之下降，如果能再經由改善後的成果加強與精進，將更能使企業在惡劣的環境下繼續獲利。 / Consumer electronics industry is a huge market. Since 2000’s Laptop to 2008’s tablet until the cheap smart phone now, the huge market share is the target for all the company in this industry. However the big market share also brings strong competition. Which need fast feedback and real time ramp up. When the company faces to this kind of higher competition, it need fast product development speed and R&D efficiency. During this situation, a lot of major company face to the threat from the low cost country like Black Berry, DELL computer even the OEM maker from Taiwan, such as Inventec, Wistorn. Moreover the industry like consumer connector is face to more serious saturation due to the lower technology skill request. 20 years before Taiwan is leading the PC motherboard market, during that time there are not so many companies could make the connector. Therefore the margin is good for the word leading connector Company like FCI, AMP and Molex. However since 15 years before, Foxconn join the high level CPU socket market and make the pressure for those companies. Now, the connector technology skill are not special anymore and more low cost company start to share this market, make the foreign connector company and Taiwan maker more pressure. Therefore to choose a good project and management the product development project to save the development cost and willing management the resource become important for all connector maker. This research are use a connector leading company which make the connector more then 50 years, apply lean product development to show how it apply to the process and the KPI change after it apply. It proof after apply lean product development the KPI was improved. If the company could base on this good result and keep improving, survive in this serious maket will not a difficult thinkgs.

本論文是針對國內交通控制工程產業環境制度現況，因大都屬大型工程專案，故品質不易控管維持，廠商也常發生因專案影響公司營運。知識、資源與經驗皆不易管理與傳承，以及主要客戶的顧客關係管理日益重要的背景，為突破市場的競爭壓力並掌握主要客戶，探討企業必須投入以主要客戶為號召的核心客戶顧客關係管理策略，進而達到整體企業經營績效提升。 　　本研究是從個案公司的現況及產業結構、發展現況與經營策略等三方向探討知識管理策略，以期益於個案公司的核心客戶顧客關係管理策略的建立與整體營運成長之目的，從整體知識管理策略的擬訂、知識管理資訊系統的發展，以及企業營運知識管理等方面，探討資通訊產業知識管理的掌握與發展，以利我國資通訊產業進行知識管理能力之培養。 　　大型專案強調團隊協同作業，公司團隊從組織分工、專案資料建立運用、資源管理…等議題，如何利用過往人員的經驗、公司與上下游廠商資料庫，將顯性、隱性知識充分傳遞利用與管理將是決定專案能否依計畫時程控制成本並能順利完工之關鍵。 / Due to the difficulty of controlling and maintaining the quality of large public bid projects, and to the business winning the bid projects that were too weak at project management to impact the operations; as well that the knowledge, resources, and experiences are all hard to be managed and inherited, and the importance of the relationships to major clients is increasing, this paper is discussing the knowledge management for business and the strategy for managing the relationships of core clients; in order to control major clients by breaking through the pressure of market competence and lift the overall operating efficiency for the business. The keys deciding whether the project will successfully complete within the time schedule and cost control include emphasis at teamwork, the issues of building up company structure including job assignment, information bank, resources management, etc., experiences of manpower, the project information warehouse linking with venders and clients, and fully transmission and usage knowledge.

條碼印表機及自動識別產業在台灣發展僅20多年，然而台灣在豐沛的研發資源挹注下，國內各條碼印表機品牌產品在過去10數年間於全球市場上有相當亮眼之表現。條碼印表機需使用於工商業場所，產品特性要求品質穩定度高，生命週期長，產品生產須靈活且快速以滿足少量多樣之供貨，產品應用方面常須與系統業者調適後搭載供貨給專案或是企業用戶。業者於此客製、穩定、多樣化出貨之產品特性下，需要以不斷優化之精實系統完善產品開發流程以達成各種專案績效。 精實思維提供企業如何以最小化的投資，提升企業營運效率，創造客戶價值的作法。本研究透過書籍、文獻、報告等理論研讀後，說明精實思維對創造客戶價值之重要性，然後藉由個案分析法，從產業環境、SWOT分析、與個案公司高階主管訪談整理方式，瞭解個案公司之精實產品開發過程與績效表現之關係。從研究發現，從產品開發流程便導入精實思維及納入績效評估作法，可以讓產品開發由流程開始優化，讓企業內遵循精實原則進行產品設計、生產管理和出貨管理進而創造客戶價值達成專案及企業經營績效。

在知識的理論中，最惹人注目的問題之一，就是概念和知識怎樣產生，以及經驗與新的組織有什麼關係，在這個問題上有兩大對立的理論：行為主義與認知主義。在認知主義□又有一個很重要的關鍵點，就是探討出「人何以得知」的疑問，而這個疑問經由許多學者的研究仍沒有一個整合性的概念。架構在學習認知的這個疑問下，本研究利用Weick「釋意」概念做為理解的工具，針對學生的複雜學習歷程進行分析，採用個案研究的方式來進行，以了解學生如何將學習環境予以結構化、理解、詮釋與分析，最後採納行動並進行預測。 資訊系統專案開發一直是資訊相關科系必要訓練之一。雖然此類資訊系統開發的規模不如業界，但是從學校教學的角度來看，透過一些實際個案的演練，學生應仍可獲得實務開發的經驗累積。而此種專題式的學習主要的重點在於學生如何運用團體的力量來獲得最佳的學習效果，因此團隊如何組成與運作，還有後續學習策略的運用對學生來說都是相當重要的。本研究個案一即以資料庫系統開發的十組學生團隊進行觀察，了解他們如何從自己的定位、組員的互動、領導角色的扮演到團隊集體共識的形成，而研究結果發現許多與實務專案團隊運作上相當不同之處，例如團隊領導與團隊情感的關係，分工型態的演變等。個案二建基於個案一的研究結果上，觀察學生的團隊狀況與他們所採行的學習策略之間的關係，研究結果亦發現學生之學習策略均建基於對團隊的認同上，對於學習環境的不同釋意也會影響所採行的學習策略。 最後本研究從團隊合作與學生學習策略的說明來補足認知理論的不足，並以多層次的分析架構，從學生個人認同、團隊認同、班級認同逐層擴展，確立在專題式學習中個人地位、團體地位與組織地位的重要性，同時共提出十二大命題說明研究結果。 / From the perspective of the theory of knowledge, the most critical question is how concept and knowledge are produced, what are the relationship between experience and the new group. There are two opposing theories of this question: the association theory and the cognitive theory. In cognitive theory, the key point is to confer the doubt of how people get knows. Based on the cognitive theory, this research explored students’ sensemaking in the team formation, operation, and learning strategies through observation and interviews. Developing an information system is a requisite training for all MIS students. The learning activities include system analysis and design, database, programming, team working, schedule planning, etc. Such a project-based leaning, a database management course, was chosen by this study. There were two cases. In the first case, this research observed ten student teams to interpret how sensemaking to be a central activity in the construction of both the learning environments and the environments it confronts. Students continuously interpreted the meaning of learning environments, adjusted their steps with other team members in order to finish an information system. The results indicate that the characteristics of student project teamwork are different from the real world. In the second case, this research explored the relationship of team working and learning strategies. The findings show that students adopt learning strategies through their organization identity. Different interpretation of environment cause distinct learning strategies that students use. Finally, this research provides complementary explanations to the cognitive theory and uses multi-level theorizing model to replenish students sensemaking process. Twelve propositions are introduced to understand the IS development process from students’ deep insides.

本研究探討新產品開發關鍵成功因素與其管理方式，以及產品專案創新類型如何影響新產品開發關鍵成功因素之重要性，並辨別在不同產品專案創新類型下可提升新產品開發專案績效之關鍵成功因素。本研究以國內某汽車製造公司為個案研究對象，並透過問卷調查與統計分析之結果提出以下四項結論： 一、新產品開發關鍵成功因素構面包含供應商、技術母廠、經銷商、高階主管與跨功能團隊、新產品開發管理、績效評估與獎酬等六大構面。於新產品開發過程中，企業針對各構面設有相關的管理作法。 二、新產品開發關鍵成功因素之重要性會受產品專案創新類型不同而有所差異。 三、在大改專案下，高階主管與跨功能團隊構面、新產品開發管理構面、績效評估與獎酬構面對新產品開發專案績效構面有顯著正向影響。 四、在小改專案下，供應商構面、高階主管與跨功能團隊構面、績效評估與獎酬構面對新產品開發專案績效構面有顯著正向影響。 / The study focuses on several topics: critical success factors of new product development, product project innovative type’s influence on relative importance of critical success factors, identification of critical success factors which improve project performance in different product project innovative types. The study applies case study based on one motor manufacturing company, questionnaire, and statistical analysis. The results are as follows: 1. Critical success factors of new product development include supplier dimension, technical parent company dimension, distributor dimension, upper management and cross functional team dimension, new product development management dimension, performance appraisal and reward dimension. During the project time, the company establishes proper management regarding various dimensions. 2. The importance level of critical success factors is influenced by product project innovative types. 3. Under big projects, three dimensions which include upper management and cross functional team dimension, new product development management dimension, performance appraisal and reward dimension, have positive impact on project performance dimension. 4. Under small projects, three dimensions which include supplier dimension, upper management and cross functional team dimension, performance appraisal and reward dimension, have positive impact on project performance dimension.

本研究在探討專案經理管理專案逐步完善的過程 (Progressive Elaboration)中，面對接踵而來的專案變更 (Change) 以及不確定性 (Uncertainty)，如何能以客戶觀點來看待專案管理的利害得失 ( Advantage / Disadvantage / Gain / Lost )，滿足客戶需求以創造客戶價值。 本研究認為專案管理的重點在於專案變更管理。藉由策略行銷4C架構的思維，將能有效彌補專案經理在企管知識與經驗上落差，將專案管理的重點聚焦在客戶關心的專案管理重點上，透過行銷交換上四個成本問題的解決，來為客戶與專案創造價值。本研究透過以客戶與專案經理的不同觀點來回顧與檢討兩個實務個案，建議在管理專案時以策略行銷4C架構思維作為和客戶溝通的思考架構，聚焦於如何兼顧三重限制下，把專案管理的價值提升到同時滿足專案與商業的成功。換言之，藉由行銷交換四大成本問題的解決來“作對的事”(Do the right thing)以滿足客戶的期望，而讓專案管理方法論聚焦於專案管理團隊如何管理專案，來解決“把事作對”(Do the thing right) 的問題。

智慧財產證券化係近年來智慧財產領域發展的重點。智慧財產證券化涉及到財務、會計、賦稅、法律、技術等跨領域的專業知識。本研究主要探討如何採用專案組合證劵化模式，發行專案組合擔保債券，並結合專案融資（Project Financing）、投資組合(Portfolios)、現金流量分析(Cash Flow Analysis)、風險管理(Risk Management)等投資分析工具，在智慧財產證劵化的應用。 本研究首先初步介紹證劵化的基本概念。如果能夠對證劵化的基本概念有初步認識，有利於對智慧財產證劵化的理解。其次，本研究介紹證券化的可行性研究及風險分析與評估。只有對投資專案風險做出正確的分析與評估，才能找出解決風險的方法及途徑，設計出可行的且風險能為投資人所接受的專案組合證券化架構及信用增強機制。專案組合證劵化架構的核心，係為SPV與專案公司之間的擔保貸款合約。該擔保貸款合約在本質上係智慧財產能夠從資本市場取得資金的橋樑。最後，本研究以流行音樂證券化為案例，說明如何將專案組合證券化模式應用於流行音樂證券化。 / The recent trends and developments of intellectual property focus on the securitization of intellectual property. Intellectual property securitization involves a variety of expertise such as finance, accounting, taxation, technical, etc. Intellectual property securitization is better to be defined as portfolio-backed securitization which should include a comprehensive business plan. This thesis is to study how to apply the proposed portfolio-backed securitization together with project financing, investment portfolio, cash flow analysis, and risk management to intellectual property securitization. This thesis starts with the introduction of basic concepts of securitization. Prior to entering into a specific discussion relating to intellectual property securitization, it is helpful to understand the fundamentals of securitization generally. This thesis also introduces the feasibility study and risk evaluation of intellectual property securitization. The risks for intellectual property securitization can be managed and the securitization structure and credit enhancements be accepted by investors only if the project risks have been properly evaluated. The core of portfolio-backed securitization is the secured loan agreement which bridges the project company’s income to the debt service by the SPV to investors. A hypothetical example of popular music securitization is illustrated to best explain the use of the proposed techniques. Keywords: Portfolio-backed Securitization, Intellectual Property, Portfolio, Cash Flow, Credit Enhancement, Security Interest, Popular Music

公共工程為國家建設的基礎，其攸關人民生活品質並影響國家經濟發展。當今政府公共工程建設多以委外方式進行，然而對於公共工程績效之影響因素進行研究，將有助提供政府機關在招標時評選廠商之參考，以及在公共工程專案進行時，作為與專案經理溝通協調之依循。 依過去之研究多聚焦於控制層面，並認為提升技術方法將能帶來有效的管理，進而提高專案的績效。然除了控制管理之外，仍有許多關鍵外在因素影響公共工程專案的成敗；創新即是其中之一。而過去政府機關及營建專案管理者經常忽略創新的重要性，最終導致公共工程的失敗。因此探討創新對於公共工程專案的實益是有其必要性。 本研究最基本的目標在於調查創新實務作法之應用對於公共工程專案績效的影響；其中創新實務作法包含管理與服務創新、施工方法創新、建物功能創新、環保永續創新，而公共工程專案績效則表現在安全、品質、時程、成本以及業主滿意度。另一項研究目的則為探討公共工程專案類型(分為建物工程專案、基礎工程專案及工業工程專案)，在創新實務作法之於公共工程專案績效的影響中，是否扮演干擾效果。 有關本研究問卷調查時間自2015年9月至同年11月，有效問卷共計168份，每一份問卷代表一個公共工程專案的執行與績效表現。另本研究再以實際案例-成功及失敗的個案，剖析此兩個相似案例在創新實務作法與公共工程專案績效表現之間的關聯性。研究結果顯示，創新實務作法之應用與公共工程專案的績效表現具有顯著正向的影響；且公共工程專案類型在兩者之間具有干擾效果，亦即是創新的影響程度會因公共工程的類型而有不同，其於建物工程專案與工業工程專案之應用上對於品質績效的正向關係較為明顯。最後依此分析結果提出未來研究及政策建議。 / Public construction projects are associated with the infrastructure of a nation. Developing public construction projects is also important for the economic development of a nation. Recently, most of public construction projects are outsourced. Research on factors influencing the success of public construction projects can assist government with selecting suitable partners and communicating with project managers. Most of the previous work has focused on project control problems, assuming that the better methods or techniques would lead to better management and thus the successful performance of projects. However, there are many factors outside the control of management which may lead to the success of a project. Innovation may be one of the major causes of public construction project success. However, many construction organizations ignore innovation leading to a poor public construction project performance. Thus, there is a need for exploration of the benefits of innovation on public construction project performance. Accordingly, the primary objective of this research was to investigate the effect of innovation practices (including management and service innovation, construction method innovation, facilities function innovation, and environmental protection and sustainability innovation) public construction project performance in terms of safety performance, quality performance, schedule performance, cost performance, and owner satisfaction. The second objective was to determine whether innovation practice on public construction project performance was moderated by project type (i.e., building, infrastructure, and industrial projects). The data were collected from September to November 2015. A total of 168 valid questionnaires were analyzed. Each questionnaire is representative of a public construction project. In addition, case studies were used to assess the relationships between innovation practice and public construction project performance. Accounts of two similar projects, one successful and one not, were used to investigate the associations. The results suggest that adoption of innovation practice has a positive effect on public construction project performance. The results also show that project type has a moderating effect on the relationship between adoption of innovation practice and public construction project performance. In other words, the relationship between adoption of innovation practice and public construction project performance depends on project type. This indicates that the association between adoption of innovation practice and quality performance is more strongly evident for industrial and building projects. Finally, the paper proposes directions for future research and recommendation for policy development according to the findings.

籃球場上背後妙傳常是得分的關鍵，那種流暢的默契也是所有團隊協作者夢寐以求的境界。這種默契絕非一蹴可幾，而是有賴團隊成員透過持續互動而共同培養出來的；有默契的成員以類似的方式解讀任務環境且彼此了解，基於這種共通理解，團隊成員不須外顯的溝通就能精準預測夥伴下一步的行動，藉此做出相容互補的行為。如此透過成員互動培養出來的共通理解即團隊共享心智模式(team mental model, TMM)。 TMM過往在球隊、飛航、航管、作戰等行動團隊方面有紮實的研究，卻鮮少成功應用在以整合不同知識為目標的團隊上，這在跨領域協作越來越重要的趨勢下是很可惜的。本研究即在延伸TMM對話田野的呼籲下，探索跨領域團隊形成TMM的歷程。 研究採單一個案研究法，透過半開放式訪談，和專案成員共同回溯專案二十二個月過程中的事件，以及互動過程中的心境。彙整訪談逐字稿以重建專案歷程後，本研究得到以下結論： 一、跨領域專案團隊有一先行者，先行者心中的初始構想形成團隊發展TMM的基本方向。 二、一構想成為TMM成分，是該構想從「出現為議題」，轉變成「隱藏為前提」的過程。 三、成為TMM成分的構想以專案團隊特有的術語呈現在日常討論或行動中。 四、被團隊捨棄的和被接受的構想都是TMM的成分，影響團隊後續的討論和行動。 五、TMM是以核心/中介/周邊順序疊層起來的共形結構，核心TMM相對穩定，並透過中介TMM界定各成員/次團隊的介接規則，各成員/次團隊據以發展周邊TMM。 六、在核心/中介/周邊結構TMM下，成員共享的知識有些相同，有些重疊，也有些互補分布在不同成員間，卻不致彼此衝突或背離整體任務目標。 七、跨領域專案團隊是先就任務模式培養共通理解，然後據以發展協調模式。 在理論方面，本研究放鬆了過往TMM研究的外部預設最佳解、任務目標明確、單一線性收斂、成員均質等研究預設，重新檢視TMM跨越個人和團隊層次動態循環發展的歷程，並且提出從團隊互動層次掌握TMM的方法，促進TMM研究與跨領域團隊之間的相互滋養。 在實務方面，本研究指出跨領域專案團隊形成TMM的關鍵角色之功能和管理重點，也提供管理者根據「議題、前提、術語」的表徵，診斷跨領域專案團隊之TMM發展狀態，以及導引團隊朝向收斂效率還是發散創意的方法。 / This dissertation explored the developmental process of team mental model (TMM) in an interdisciplinary project team. TMM has been recognized as one of the most relevant constructs in collective cognitive and team learning. Prior researches acknowledged the contribution of TMM to team performance; teams with better TMM perform better. Limited empirical TMM researches were focused on action teams working on structured tasks like PC-based command and control simulations, cockpits, air traffic control towers, or military missions. Disagreed results emerged in teams dealing with knowledge integration however. This student attributed said discrpancy to some presumptions due to traditonal TMM researches. The objective of this research was to investigate how TMM is developed with those presumptions lifted. This study used a single case approach. In this interdisciplinary project, artists and engineers alien to each other were recruited to build a mechanical flower in twenty two months. Team members were interviewed to rebuild the process from which following findings were inferred in a team that requires knowledge integration: 1. A project initiator inherent to an interdisciplinary team substantially defines the initializing vector of the TMM. 2. The process by which a proposal becomes part of the TMM can be operationalized as a role transition of that proposal from a theme to a premise in the team. Each TMM ingredient is characterized as a team-specific jargon. 3. Proposals accepted and rejected by the team both constitute the TMM and influence the following development. 4. The TMM is developed as a layered conformal structure. More stable and shared by all members, the core TMM is interfaced by the intermediary TMM to the peripheral TMM. The peripheral TMM is shared only by subgroup members. With such a structure, decisions and actions are locally performed without departing from the core TMM. This research contributed to the TMM community by explicating the complex process and contents of the TMM developed in a cocreating team. The goal as well as the strategy was negotiated and cocreated by team members along their way to the end. Thus, both the research method and the findings of this study paved a way to facilitate cross fertilizing between TMM researchers and interdisciplinary fields. This research also provided interdisciplinary team leaders with tools to deploy key members, to diagnose the TMM development, and to balance the team between inertia and momentum. Finally, research limitations and future research suggestions are discussed.

資訊科技的發展日新月異，企業的經營依賴科技作為競爭力提昇的手段是日益明顯的趨勢。能善用資訊科技者，多能將之產生競爭力優勢。是以軟體品質的重要性從傳統的效率性構面，質變為競爭策略的構面。亦即，將資訊科技視為企業競爭武器。 能力成熟度模式 (Capability Maturity Model) 主要是針對資訊軟體生產流程發展出，作為軟體流程改善的模式。是近年最常被提及的軟體流程管理模式。在模式與實作之間，欲將模式的要求具體化，實有一段執行上的挑戰。 本研究主要是以能力成熟度模式第二階段之軟體專案管理 (Software Project Management) 的品質確保 (Quality Assurance) 流程為主軸，來研究其模式如何將之具體化，並以國內某電信公司的專案管理流程改善為個案實作之。展示該企業如何運用其中的精神及要求重點，實際導入於軟體專案管理品質確保流程的建立。並就實際導入經驗及檢討修正，提出對能力成熟度模式強化的建議。