戰後在海外發展的台灣獨立運動，藉由抨擊國民黨政府在台灣的施政、質疑關於台灣地位歸屬中國的論述，對國民黨政府統治台灣的「正當性」與「合法性」構成雙重挑戰。雖然國民黨政府在公開場合中，總是強調所謂的「台獨運動」不過是「一小撮人」的「荒謬主張」，是「分裂祖國」的「險惡陰謀」，這些從事台獨的運動者甚至被稱為「叛國者」；然而，海外台灣獨立運動在1960年代快速發展乃至1970年初，美國、日本、加拿大與歐洲等地台獨組織整合成立「世界台灣獨立聯盟」（World United Formosans for Independence，W.U.F.I），將海外台獨運動帶入另一波新階段卻也是不爭的事實，如此之發展自然非國民黨政府所樂見。在反對任何形式「台獨」的原則下，國民黨政府究竟採取怎樣的因應策略來「對付」此一情勢，便是值得深究的課題，而本文將集中探討美國台獨運動的案例。 本研究將利用各單位所典藏之「外交部檔案」，輔以海外台獨團體所發行的刊物、文宣、時人的回憶錄、口述訪談等資料，試圖以較系統性的方式探討國民黨政府如何從面對突發「海外台獨」案例後，開始摸索因應原則，進而在具體案件中實踐，事後檢討成效、修訂策略，又此歷程中反映出哪一些的侷限與挑戰，國民黨政府又是如何設法（或無法）克服或跨越，乃至確立一套因應機制，整合性地運用各種手法的過程。 本文透過分析一手史料並將視野置於「島外」，不僅為海外台獨運動的發展歷史提供一個「官方觀點」的面向，也為國民黨政府在台灣的統治機制提供一個更全面的觀點。 / By criticizing the KMT rule in Taiwan, questioning the claim about Taiwan being retroceded to China, overseas Taiwan Independence Movement brings double challenges to the KMT government in Taiwan. In public, the KMT government always claims that the so-called “Taiwan Independence Movement” is just an absurd proposition claimed by merely a handful of people as well as a malicious scheme to separate Taiwan from the motherland, and participants in Taiwan Independence Movement are labeled as“seditious elements’’. However, overseas Taiwan Independence Movement grew rapidly in the 1960s. In the early 1970s, groups in the United States, Japan, Canada and Europe worked together to establish the “World United Formosans for Independence’’ (W.U.F.I), which brought overseas Taiwan Independence Movement to a new stage, a fact the KMT government doesn’t want to face. The strategies the KMT government, opposing any type of“Taiwan independence”adopts in response to the situation is a topic deserving in-depth study, and this thesis will focus on the case of the United States. This thesis consults materials such as the archives of the Ministry of Foreign Affairs, magazines, oral materials, memoirs and reminiscences of those who were involved in Taiwan Independence Movement. It resorts to a more systematic methodology to explore how the KMT government faces the challenges that the overseas Taiwan Independence Movement brings about. It attempts to uncover the strategies the KMT government adopts in different stages in the process of dealing with various actions launched by the activists. By analyzing the primary sources and focusing its perspective on events "outside the island ", this thesis not only gives an “official perspective” on the development of the overseas Taiwan Independence Movement, but also provides a more comprehensive viewpoint about the ruling mechanism of the KMT government in Taiwan.

新創科技公司源源不斷的產生，是經濟發展的主要動力。美國1995年後崛起的公司，其中大部份為科技公司，所創造的股東價值是《財星》500大企業的二倍。台灣新竹科學園區，20年以來成立了300多家公司，創造出台灣GDP約10%的產值，新創科技公司之重要性可見一斑。 新創科技公司具有新創公司及科技公司兩者的特性，其營運不確定性高，創業者的創業精神及意志力是公司成敗關鍵，建立團隊、資金募集、及產品研發是創業者最主要的工作。 由於資本市場與產業市場快速的變化，新創科技公司在資金募集及研發管理上，面臨從所未有的變局。過去一年，在矽谷有上千家新創科技公司因資金募集不順或研發管理失利，而關門大吉。這是矽谷從所未有的現象。 究竟新創科技公司的資金募集及研發管理，有何關鍵要素以及資金募集及研發管理二者績效之關聯性如何，本研究以矽谷及台灣19家新創科技公司為研究對象，所包含產業有IC設計業，光電業，光通訊業，IC設備業，醫療設備業，及電子材料業等，獲得『影響新創科技公司資金募集及研發管理績效之關鍵要素』，以及二者之關聯性之結論如下： 一、資金募集 根據文獻研讀，影響新創科技公司資金募集績效的關鍵要素有：創業團隊能力因素，環境因素，及報酬與風險因素；而根據個案研究結果，創業者必須在不同發展階段，掌握不同的關鍵要素，分述如下： １　種子期 (1) 完善的營運計劃 (2) 募資時機的掌握 (3) 創業者所具備達成超高報酬率之條件 (4) 具號召力股東的參與 (5) 明確了解募資對象的決策特質，投資偏好、及投資策略 ２　創建期 除了種子期之關鍵要素之外，另產品要獲得關鍵客戶之認可，研發進度要等合原設定目標，關鍵股東或董事對募資的持續支持，亦均為關鍵要素。 ３　擴張期 公司商品化及量產能力，行銷、財務管理能力之優劣為此時期資金募集成敗之關鍵要素。 二、研發管理 根據文獻探討，影響新創科技公司研發管理績效的關鍵要素有：產品定位，外部資源運用及整合能力，內部資源管理及整合能力。另經個案研究發現，新創科技公司因研發資源有限，所以要研發什麼產品，不但要有方向感（即產品定位），同時尚要能因應技術及市場的變化，降低研發風險，所以要有產品組合之規劃。且創業者不但要具備良好技術背景，同時要藉創業精神及領導力，來吸引優秀人才加入『前途未卜』的新創科技公司。另外，新創公司之研發進度往往落後於設定目標，所以利害關係人（董事、股東、顧客、供應商、及員工）的耐心支持，亦是非常重要的。歸納個案研究發現下列五項影響研發管理績效關鍵要素： 1　明確的產品定位及產品組合 2　良好的研發專案管理能力 3　CEO或CTO應具良好的技術背景及領導力，以吸引優良技術人才加入 4　公司內外部研發資源良好之整合能力 5　利害關係人的支持 三、資金募集及研發管理二者績效之關聯性 依個案研究分析結果，對於二者之關聯性可獲得下述之結論： 1. 研發管理績效不佳者，資金募集通常難以成功，而研發管理具良好績效者，其資金募集較易成功。 2. 資金募集績效良好者，必須具備良好之研發管理，而資金募集績效不佳者，未必研發管理績效不佳。 / High-tech start-ups are the powerhouses of economic development. The total market value of high-tech start-ups that launched after 1995 is twice of that of Fortune 500 companies combined. The Hsinchu Science Park of Taiwan has incubated some 300 companies since her inception 20 years ago. To date these 300 companies generate in total a revenue of about 10% value of Taiwan’s GDP. High-tech start-ups have the attributes of start-ups and high-techs. As start-ups, they face so many uncertainties along the way. And as high-techs, they face dynamic market environments and short life cycle of products. Only through the founders’ entrepreneurship and strong motivation, can the high-tech start-ups survive and prosper. Team building, fund raising and R&D are the main jobs of every founder. Recently, because of the unpredictable change of capital markets and industry markets, the high-tech start-ups have experienced a great challenge in fund raising and R&D management. For the past year alone in Silicon Valley, there have been more than 1000 high-tech start-ups filed Chapter 11 or Chapter 7, out of the failure of funding or R&D. A cruel scene has never been seen for the past two decades. OBJECTIVE The objectives of this thesis intend to explore the key success factors (KSFs) of fund raising and R&D management for high-tech start-ups, and the relationship between the success of fund raising and R&D management. This study was conducted by using case study methodology covering 19 samples of high-tech start-ups. The accidental sampling was collected from 9 samples located in the Silicon Valley and 10 in Taiwan, with industries ranging from IC design, opto-electronics, opto-communications, IC equipment, health care equipment to electronics components. The data was obtained by interviewing the top management of these companies and venture capitalist to validate the information. CONCLUSION The result of this study found that the KSFs of fund raising are as follows, 1. According to the research papers and readings, three key factors determine the success of fund raising--- the core competence of the management team, the economic, industrial and social environment, and the investment return vs. risk. 2. This study shows that the KSFs are related to the maturity of high-tech start-ups’ development levels. They are not all the same. In embryo stage, the KSFs are the solid business plan, the right timing of fund raising, the team’s track record, and the knowledge to know the prospective investor’s decision criteria, investment preferences and investment strategy. In early stage, the KSFs should add two more points; one is that the products shall have design-wins from strategic customers with the achievement of milestone complying with schedule, the other is the continuing support from strategic investors. In expansionary stage, the KSFs are the products’ marketability and manufacturability. Also the marketing ability and financial ability are no less important. Moreover, the key factors affect the success of R&D management as follows, 1. In the research papers and readings, three determinants to the success of R&D management are the products’ positioning, the application and integration ability of external resources, as well as the management and integration ability of internal resources. 2. In the analysis of this study, the KSFs, emphasize more on the sides of strategic thinking and founders’ entrepreneurship as follows: a. The right product positioning and products portfolio; b. The good R&D project management skills; 　c. The founders’ good technical background and leadership to attract top-notched technical staff to join; d. The good integration ability of internal and external resources; e. The full support of shareholders. Above all, regarding the relationship between the success of fund raising and R&D management, the poor performance of R&D will, in general, leads to the failure of fund raising, whilst the good performance of R&D will help the success of fund raising. However, one with the success of fund raising, must couple with the good performance of R&D, and one with the failure of fund raising, not necessarily goes with poor performance of R&D.

宏碁在 2005 到2010 創造了爆發性營業額成長，這個高度成長已超過一般公司的表現；也引起 Dell 和 HP 研究 Acer 的威脅分析。每個公司都有它們的核心競爭能耐，去贏得在PC業界傑出表現的方程式。此論文動機是去發覺出真正Acer內部贏的方程式，看看這個公司在過去五年來；如何得到手提電腦中最高成長的市佔率。 有三個研究目的，此論文將研究: (1) 是什麼全球策略帶領新產品開發能力與技術創新? (2) 有什麼主要的新產品開發流程與系統，導致最低開發成本及最快的開發時程? (3) 客戶的評論與回饋如何影響產品計畫與管理方式。總之，本研究將找出Acer核心競爭力，在2005 到2010快速成長的五年。 此研究架構包含三的項目: (1) 全球策略: 全球，事業，和產品層次。(2) NPD 新產品開發流程的組織、流程、與系統。(3) 技術創新和其管理能力。我們用Acer這個擁有16%全球PC市佔公司來探究與其質量研究 。首要資料得到、收集、消化 ，都是從各個相關部門來增加資料正確性；如業務、行銷、產品管理、研發、與品質服務。但有些資料及表格式內容則由許多資深內部同仁的問卷調查和他們各別的想法。同時，研討最高階管理者，為何深刻影響全球資源整頓與分配? 看到內部NPD組織與不斷研發改善流程結合?最後，也看出什麼專案應包含那種NPD 系統的優化? 這本論文共發現了十個研究發現如下: （１）Acer的全球事業開發策略目標已經清楚定義事業團隊與NPD 新產品研發團隊相關工作職責（２）Acer 的全球外包策略也幫助公司的營運效率，也加強產品設計品質；藉由結合外部優勢資源與其管理能力。(3) Acer 管理層不斷推動的成本領導策略，來保持全球產品競爭力。(4) 四次在 2006-2009 M&A 事件，產生快速市佔提昇，但也付出相當整合資源投入。(5) 專案矩陣組織是最通用的，也讓最高管理者，快速安排適當開發資源，來控制時間、成本、和規格。(6) 在NPD開發中，簡化系統模組共同設計，來節省開發成本，也能創造市場中更有彈性產品。(7) 一個簡化的公司，藉由不斷流程精化與專案效能管理來達到最佳NPD境地。(8) 在不同的管理和功能團隊，都有導入NPD跨平台快速新技術能力。(9) 整合全球法務系統與資源，加強法務專利管理能力，並高度結合研發團隊與NPD 設計工程。(10) 聽取客戶端價值聲音，以改善產品規劃和品質，提昇其競爭力。 最後，有些實際有效建議，將會給在PC產業界事業和產品管理團隊思考策略管理計劃；並如果最佳化內部NPD系統去調整其各個不同層級研發流程、專案與組織的管理能耐和技術創新。這些建議將促使公司具有高度國際PC競爭力。 關鍵字: 宏碁 戴爾 惠普 新產品開發 核心競爭力 全球策略 技術創新 成本領導 研發 企業倂購 專案矩陣組織 出貨單元 / Acer has made rampaging business growth during 2005 – 2010. The outstanding and surpassing performance was an unusual case that induced Dell and HP to conduct Acer analysis projects how to react to the Acer’s threatens. Each company would have its core competence or competitive capability to make it a winning formula to attain breakthroughs in the PC industry. The motivation of this study is to figure out what real winning formula inside to keep Acer obtaining the highest market share and growth in laptop sales for the continuous five years till 2010 Q3. Three objectives will be studied in this thesis: (1) what are the global strategies that lead to new product development capability and technology innovation? (2) What are the key process and systems of new product development (NPD) that result in the lowest development cost and fastest development lead time? (3) How do customers’ comments and feedbacks impact product planning and management? In summary, this study is to explore Acer’s core competence that results in business rampaging growth during the years 2005 to 2010. Research framework of this study consists of three constructs: (1) Global strategies: global, business and product level, (2) NPD organizations, processes and systems, (3) Technology innovation and management capabilities. As an exploratory study, qualitative research is adopted to conduct case study on the firm – Acer, which has attained 16% global PC market share in 2010. For data collection and digestion, primary data were obtained through multiple sources of evidence and findings in order to increase its validity. Some data came from internal business and product development documents especially on sales, marketing, product management, R&D and quality service. There are other data sources such as articles’ tabular content, case study database, and senior colleagues’ notes and opinions to the above-mentioned questions. Why do top-management strategies of a corporate deeply influence allocation and integration of global resources? What does internal NPD organizational adaption should be engaged with continuous improving design process? Which projects could attain optimization of the NPD systems will be analyzed as well. Findings of this study are as below: 1. Acer business goal develops varies of global strategies that clearly define task ownerships between business teams and NPD teams. 2. Acer’s global outsourcing strategy may assist with company’s operational efficiency and enhance product design quality by leveraging talented resources with their capable management skill. 3. Acer cost leadership strategy driven by top management stays the sustainability of global competitiveness. 4. The four times M&A events increased market share significantly but took heavy resources to the companies being acquired during the years of 2006-2009. 5. Project matrix organization is most common one that allows top management to allocate capable development resources to control projects in schedule, cost, and specification. 6. Simplification with modularity of system design during NPD is to save development cost and create flexibility of product SKU to the market. 7. A learning company like Acer may improve internal NPD design defects by continuously taking process refinement and project management to achieve the best NPD practice. 8. A fast adaptability of new technology design in platform during NPD for different managerial and function teams to perform technology innovation. 9. To leverage global legal experienced resource and system to enhance legal management capability to closely engaged with R&D during NPD design works. 10. Listen to the value voices of customers for product planning and quality improvement may play a key refinement process to sustain product in competitiveness. At the end, practical suggestions will be given for companies in PC industry on business and product strategies management plan and how to optimize internal NPD system to refine process, project and organization by different level of management capabilities and technology innovation. That could render a company highly competitive in a global PC market place. Keywords: Acer, Dell, HP, NPD, core competence, global strategies, technology innovation, cost leadership, R&D, M&A, project matrix organization, SKU

韓國政府為達成「成為東北亞的金融中心（financial hub）」之目標，參考英、澳模式，於2003年初提出整合金融法規計畫，將現行金融相關法規，以功能性規範的方式，將資本市場相關法律加以整合，同時將金融投資商品的概念以概括性的方式規定，並將金融業有關的制度規範重編為以金融機能為中心，加強投資者保護制度等對於資本市場法制體系做全新的改善；另一方面，透過加強對資本市場的不公平交易的管制等現行制度上所出現的部分缺失加以改善。 反觀我國有關金融市場之相關法制，韓國所列為改革的缺失，如金融業可從事的商品以列舉方式規定、金融行業制度的規範以金融機關為中心制定、對於投資者保護的配套措施不夠完備及對資本市場的不公平交易的管制缺失等，均為我國現行法制所存在。 本文擬以探尋投資銀行的意義、類型及其業務範圍為前導，歸納出投資銀行之概念，繼以瞭解美、英、日、韓等先進國家之投資銀行法制規範之演進與發展，作為我國之參考，再以投資銀行之業務為經，以其所涉之我國法制為緯，逐一就每一投資銀行之業務所涉的法制進行有系統彙整與分析，期對我國投資銀行業務所涉之法制規範有一全盤性的瞭解，最後探討韓國投資銀行金融法制改革及「次級房貸事件」造成美國五大投資銀行瓦解之法制原因，以為參考與借鏡，並提出我國投資銀行未來相關法制規範訂定或修訂之建議。 本研究之結論如下：1.投資銀行正確的說法應該是指投資銀行業務，它代表的是一種活動的概念。2.投資銀行法制發展模式，主要分為銀行與證券分離制(以美國、日本為代表)及銀行與證券合一制(以英國及歐陸國家為代表)，我國目前較趨向銀行與證券分離制。3.在金融監理一元化之影響下，外國投資銀行之法制呈現制定「單一金融法規」模式之整合性發展趨勢，在因應金融創新變革方面，紛朝擴大有價證券定義、對金融商品的管理架構由「正面表列」改為「負面表列」及強化公司治理之措施提昇對投資人保護機制發展。4.管制鬆綁與金融創新為造成美國投資銀行瓦解之主因。5.韓國資本市場整合法如期實施，主要在於美國五大投資銀行雖已破產倒閉或轉型，惟未來投資銀行的功能將繼續存在，再者，韓國制定「資本市場整合法」時，係以英國、澳洲金融改革立法例，來發展投資銀行，而非以美國投資銀行模式。6.世界各國近年來紛紛加速進行金融改革整合所有資本市場的法規與業務協助金融業者成為有國際競爭力的投資銀行，來增強金融市場的競爭力。台灣在總體經濟發展與金融市場分業管理架構都和韓國相似，應積極學習韓國改革經驗，整合資本市場法規與業務，提升資本市場的競爭力。 我國與韓國均為亞洲國家，文化背景及地理區位亦甚為相近，韓國制定「資本市場整合法」，係有計畫、有步驟地改善金融機構的長期穩健發展，以及促進金融業間業務的平衡性發展，並非僅考量金融機構的短期獲利，應有值我國借鏡之處。 再者，金融海嘯雖反映出市場失靈、監理失效情況，各國迷漫著『監理加嚴』的氣氛。但不應矯枉過正，抹殺金融創新，阻礙資本市場的發展。 雖然我國政府對這次金融海嘯衝擊採取冷處理方式，停止了原預定推動之金融法制整合，但我國資本市場面臨經營環境惡化、發展策略不明確、法規成熟度不足、業者競爭力低和投資人保護措施不完善等問題，依然存在，本文認為證府須儘快進行根本改革，以提升資本市場之競爭力。 本研究建議改革的主要重心如下：1.儘速進行金融法制改革，整合資本市場法規與業務，提升資本市場的競爭力。2.效法韓國政府金融改革之精神，政府機關確實負起主導責任，務實規劃資本市場發展策略，與業者共同促進市場發展，進行有系統的金融法制改革。3.積極重新檢討銀行、證券、期貨、投信、投顧和信託等業務的法規，使各行業的業者可以依自己的規模和專業能力，選擇以直接、兼營或子公司方式混業經營、獲得經營綜效。4.韓國加強衍生性金融商品及負面表列的管制，可供我國參採。5.實施專業投資人制度，對一般投資人要求加強投資人保護，但對專業投資人制度減少投資人保護，維持市場效率。