部分工時工作在先進國家實施許久，且各國部分工時人口多佔一定比例並具有明顯的性別特性，即部分工時勞動型態女性化之現象，特別是女性勞工為了調和工作與家庭生活而選擇了部分工時工作。現階段我國尚未就部分時間工作制定專法，因此部分工時者相關法律仍需回歸現有傳統全時工作者之勞動法令。惟就法令面而言，國內部分工時者與全時工作者勞動條件全然相同，卻仍然產生邊緣化發展趨勢，即便雇主及勞工有縮短工時需求，但運用部分時間工作的比例仍然偏低，顯示現行規定不但無法充分落實保障部分工時工作者勞動權益，與促進利用目標也是背道而馳。對雇主來說缺乏進用誘因，對大多數未就業的婦女而言也無意願藉由部分工時工作來調和工作與家庭之間的衝突。爰上，本研究主要目的係探討我國部分時間工作勞工法制建構可行性，從中發現現行法規在適用部分工時勞動型態產生的窒礙難行之處，立法時兼顧部分工時之勞動條件及促進利用之可能。 本研究藉由相關文獻回顧與整理，瞭解部分時工作現況、定義、適用及所遭遇之問題；再透過與勞工團體、資方團體、政府機關、學者專家及勞工個案代表進行深度訪談，蒐集勞資政學各方代表對於部分工時法制建構之意見，以尋求發現我國部分工時法制建構之方向。經文獻及訪談結果發現，在面臨婚育或家庭照顧而選擇退出職場，再度返回職場二度就業之婦女並從事部分時間工作者，其最大特性是多數仍有家庭照顧責任，僅是責任減輕、非家庭中主要負擔家計者，基於補貼家用考量，而選擇部分時間工作，認為部分工時具有工時短及工時彈性，可以兼顧家庭照顧，對部分工時工作的滿意度高，故部分工時勞工保護之立法仍應兼顧促進利用規劃，以吸引潛在婦女勞動力投入職場。 本研究經由文獻探討及訪談結果歸納以下建議： 一、制定部分工時勞動專法，明文規範部分工時勞動權益。 二、避免部分工時全職(時)化發展，創造友善的部分工時工作機會。 三、明文規範部分工時均等待遇原則。 四、以部分時間工作提供全時工作以外之就業選項，避免已婚婦女因婚育而離開職場。 五、部分工時勞工之教育訓練，應同時兼顧技能再生安全。 / Part-time employment in advanced countries has been implemented for a long time, It has provided female could chose part-time work to reconcile work and family life therefore, it got very high female population accounts for a certain percentage in the part time work. It caused the trendies to feminize of the phenomenon with significant gender characteristics. However, Taiwan has not yet institutionalized in Part-Time Worker Protection Law, thus the legal status of part-time workers still needs to be governed by the traditional full-time workers' labour laws. Although the part-time worker and full-time work be treated with the same law and the same working condition in Taiwan but why employees and employers using this kinds of working pattern still low percentage in the whole labour population accounts and the part-time workers and forward to marginalized development. It shows that the existing regulation not only could not fully implement the protection of part of the labor rights of workers. consequently, the goal of the promote to use the part-time worker is also run counter to the partial hours workers of the labor rights and also short of incentives for employers to use the part-time worker. For most unemployed potential women, there is no intention to reconcile work and family conflicts by working hours. This study is reviewed and collected by relevant literature to understand the current situation, definition, application and problems encountered in the part-time work. According to depth interviews with labour groups, employers' groups, government agencies, academics and labour case representatives to collect the opinions of the representatives of the parties and seeking to find the direction of the construction of Part-Time Worker Protection Law of our legal system. From the literature and interviews found out, women abandon the job when they get marriage or give birth to their own breed and to devote for the family. Those women get employed once again to choose to be a part time worker the most of reasons is that women have family care responsibilities although they are not main economic supporter consequently they reduce the part of the cost of living and subsidize home when they chose part time work. Most of them admit the part-time work has working hour’s elasticity and short hours and flexibility. Because of those reasons, they are satisfied this type of work pattern of the part-time work. Part-Time Worker Protection Law of the labour protection legislation should still take into account the promotion of the use of planning and to attract potential women's labour force into the labour market. Based on the findings, this summarizes the following suggestions : 1) To establish the Part-Time Worker Protection Law in Taiwan, specific regulations the part-time worker rights and definition clarity. 2) It should create a friendly part-time employment environment and prevent part-time work become full-time work. 3) To establish of equal treatment between full-time and part-time. 4) Create another choice of employment for marriaged women, to avoid the most women quit their job as they got marriage and bore their breeds. 5) The part-time labors' education and training should also improve their skills reproduction security.

從2000年費率主管機關公布有線電視基本頻道收視費用之每月每戶上限為新臺幣600元，並逐年核定其價格上限。本研究透過超越對數成本函數及需求函數，探討我國有線電視2004年至2008年間經營概況，實證結果得知： 一、我國實施價格上限管制法，管制有線電視基本頻道收視費用之機制是具有效性，且費率主管機關近年來價格管制，是增加消費者剩餘方向前進。 二、在每年所核價格上限下，系統經營者平均每戶約新臺幣107元獲利空間；系統經營者對於將所節省的成本反應至收視費用上，是不積極的。 三、有線電視產業之價格需求彈性為-0.8107，顯示有線電視服務已逐漸成為國人生活上的常用品，符合目前社會經濟現象。 四、有線電視產業之家戶所得需求彈性為0.6951，顯示有線電視服務為正常財。 五、有線電視平均成本隨著訂戶數逐年增加而下降趨勢，顯示有線電視產業具有規模經濟特性，其平均成本下降原因主要來自於固定成本下降。 六、系統經營者之邊際成本隨著年度增加而趨向新臺幣300元至400元間集中或收斂。以組織結構來看，各集團5年平均邊際成本在新臺幣348元至405元間。以整體有線電視來看，5年平均值約為新臺幣367元。 七、以組織結構來看，各集團5年平均成本在新臺幣417元至470元間。以整體有線電視來看，5年平均值約為新臺幣438元。

文化創意產業乃近年來政府所大力推動的重點產業，儘管文化究係一種「服務」或「產業」，爭議頗多，然而睽諸世界先進國家，如英國設有事權統一之文化媒體體育部(The Department of Culture, Media and Sport)職司全英文化政策之擬訂，並以發行彩券部份收入，鼓勵新穎多元之創作；再如丹麥政府早就發現企業界和文化界的語言渾然不同，發現國家需要教育課程來訓練學生如何經營文化事業，這包括建立對整個產業的知識，能夠斡旋協調、解決衝突，並擁有處理預算、智慧財產權、合約及版稅的能力，於是當務之急，是希望商學院可以把注意力多放在文化界的發展潛力上，增加相關主題、課程和所謂「第三級教育」的訓練；澳洲則就文化產業核心，從精英藝術與社區藝術之論述，進一步發展到休閒與娛樂；其文化態度，亦跳脫文化公民權之爭論，邁入文化消費期。凡此種種，皆從發展文化創意「產業」之角度，作為施政方針。 　　反觀台灣文化創意產業之經營環境日益艱困，至今未有事權統一之「文化部」，文化創意政府分工上，教育部獨置身事外以及至今未能建立諸如好萊塢的「完工保證」制度以吸引投資者等，因此本研究所欲探討之主題計有四項： 1.文化創意產特質為何？與過去台灣所擅長的製造業的價值鏈、商業模式等，有何不同？ 2.政府政策之制訂與產業界之需求，其緊密度為何？是否尚有政策調整之空間與方向？ 3.文化創意產業之經營者係一「守門人」之角色，此守門人之角色如何整合「線上成本」與「線下成本」中之各個成員角色，在「彈性專業化」的合作關係中，形成一種商業模式？ 4.文化創意人普遍缺乏避險觀念，因此如何「以銷定產」，透過「創業財務」理論，經由「高概念」與「國際分工」募集資金，迴避風險，是為本研究所要深入探討的主題。 / The idea of developing cultural and creative industries has been putting forward by the government in recent years even though the arguments of culture being as a service or an industry remains disputable. However, policymakers in more advanced countries have moved beyond the debate and recognized the importance of the industries at different level: The United Kingdom sets up the Department of Culture, Media and Sport as the solo division in charge of policy formulation. Part of the income from National Lottery is devoted to encourage creation; Being aware of the differences between business professionals and creative talents, Denmark educates students with the know-how of cultural industry management, including the skills of negotiation and conflict solving and the abilities to deal with budget, copyright, contract and royalties. It also urges business schools to enhance entrepreneurial potential by adding more topics, classes and so-called “tertiary education” to their curriculums. Australia, on the other hand, has extended the core value of culture and creative industries from elite and community arts to recreation and entertainment. It has moved from the phrase of debating cultural citizenship into cultural consumption. With reference to the experience of other countries, we can conclude that culture and creativity sectors should be considered as “industries” rather than “services” for policy measures. On contrary, the business environment has become difficult for the cultural and creative sectors in Taiwan. There’s no one single government entity to take account of cul-tural factors and attach greater importance to promoting the development of cultural indus-tries in the course of policy formulation and implementation; Ministry of Education has not partake in studying the vision for development and direction for the industries; Lacking of completion guarantees leaves investors with big doubts and consequently hider the estab-lishment of finance resources. To solve the above-mentioned issues, this research will fo-cus on: 1.The characteristics of cultural/creative industries. How are they different from the value chains and business models of manufacturing that has dominated Taiwan's industrial sector? 2.The gaps between current policies and the real needs of the industries. What can be done to favor the development of the sectors? Any adjustment to make or ap-proach to establish? 3.The role of decision makers in cultural/creative industries as “gatekeepers.” How do they control the above and below the line costs and utilizing the concept of flexible specialization to manage their businesses? 4.The sales and marketing of creative products. Traditionally, creative talents have little knowledge on risk control. How to develop new products or services in the context of existing provision in the market? How to avoid risk and raise money by bringing in the notion of “high concept” and “co-production” in filmmaking?

生產者服務業其有創新與改變技術的功能，亦有調節勞力分工擴張、加強組織內部關聯的作用，由於該等功能與作用對於生產力的提昇、就業機會的創造與貿易出口量的增加均具有重要意義，因此它被視為現代生產系統中重要的部門。本研究首先以Gemmell產業成長理論探討各台北都會區產業結構的變遷，證明服務業已然成為現代生產系統中重要的部門；再以產業感應度(sensibility)、影響度(dispersion)分析生產者服務業的產業關聯，證明生產者服務業以服務生產部門為主；爾後再以組織理論(organization theory)中彈性生產(flexible production)及勞力分工(labor division)兩個向度分析生產者服務業的成長及原因，證實生產者服務業能自我創造就業及創新技術獲致成長。其後再以區位商數及成長商數交叉分析生產者服務業在台北都會區的成熟度，顯示台北縣生產者服務業呈顯著的成長然未具輸出性，成熟度較台北市弱，但因接收台北市的廠商而擴張。繼之假設生產者服務業於空間分布受到其所服務的產業影響而分布，利用兩產業間密度斜率(density gradient)的牽動關係分析生產者服務業在空間移動的現象，藉以瞭解我國在生產者服務業所應有的產業區位政策。所得的結論有二：其一，生產者服務業興製造業分布呈現互斥的情況。另外，生產者服務業與人口分布呈現移動一致的現象，亦即生產者服務業與人口的分布，呈互補性顯著的情形。最後以生產者服務業內的國際貿易業為例，分析其路網結構(network concept)後證明該業的集中與台北都會區通訊便利性及聚集經濟不可分。 / Producer Services Industres have the functions of innovation and reformation skills, and the functions to regulate the extension of division of labor and strengthen internal organizational correlation. Since these functions are important for upgrading productivity, creating job opportunities and increasing quantity of export, they are regarded as a vital sector of modern production system. 　　First, this research tries to make use of Gemmell's Theory of Industrial Development to study the changes in the structure of industries. It shows that Services Sector has become an important sector of the whole modern production system. 　　Second, this research attempts to use industrial sensbility and dispersion to analyze the correlation of Producer Services Industries. It has proved that Service Sector is a major part of Producer Services Industries. 　　Third, this research employs two kinds of vector, such as flexible production from Organization Theory, and division of labor to analyze the development and factors of emergence of Producer Services Industry. It has proved that Producer Services Inustries can bring to creation of new jobs, innovation and development of skills. 　　Fourth, this research uses Location Quotient and Growth Quotient to crossexamine the degree of maturity of Producer Services Industries in Taipei Urban District. It has shown that Producer Services Industries in Taipei Hsian bears a distinct development but not in an output manner. The degree of maturity in Taipei Hsian is lesser than that of Taipei City. And Taipei Hsian can be expanded because of absorbing or attracting the holders of factories from Taipei City. 　　Fifth, this research assumes that in terms of spatial distribution, Producer Services Industries are distributed according to the influence of Industries served by Producer Services Industries. By means of the linking and relations of density gradients among industries, the phenomenon spatial movement can be illustrated. It can be regarded as a proper industrial district policy of Producer Services Industries. 　　Two points of conclusion can be made: 1) there is a repulsion for distribution between Producer Services Industry and Manufacturing Industry; 2) there is a phenomenon of concurrent movement between Producer Services Industries and distribution of population. It means that they have a distinct condition of mutual compenstaion. 　　Sixth, this research tries to make International Trade as an example of Producer services Industries, to analyze the network concept and prove that there are no any separations among concentration of this Industry, convenience of communication in Taipei Urban District and aggregate economy.

近年來，先近諸國無不提出各自版本的「4.0高科技發展策略」，在此先進科技架構下，過去不斷討論的「機器取代人力」的爭論再次浮現。本研究將探討的是：在不久後的將來，4.0高科技發展策略的科技發展是否會威脅人們的工作？又，哪些工作可能被取代？以及工作模式會產生哪些改變？另外，在前述工作的轉變下，企業及社會制度（法政策）應做好怎樣的準備？ 　　本研究由先進諸國對此議題的探討以及政策目標著手，統整包括各國以4.0高科技發展策略的四大核心科技所訂下的策略，以及各領域專家對科技造成工作種類（哪些工作會消失或改變）及型態（勞動彈性化、遠距工作、獨立的知識工作者）轉變的看法、對法政策層次造成的衝擊，接著由前述文獻探討的結果，自行統整出的框架，以套用在台灣現況。 　　前述分析完成後，則聚焦台灣，從產業、社會狀況及政策等層次分析台灣是否已經準備好迎接這波浪潮，以及台灣有何優勢劣勢等。最後，訪談企業個案，並了解以下議題：企業使用4.0高科技發展策略的科技狀況、企業個案對未來的規劃與預測以及個案認為台灣社會應做的準備，並套用上述的各國及台灣文獻分析結果，提出針對企業個案的建議：包括判斷企業內的哪些工作能在新科技介入後更有效率，具體判斷程序為何？以及對個案形塑未來科技化職場的短程及長程建議等。根據上述企業所做的調整建議，亦可提供台灣社會反思的機會，並在研究的最後提出對這波自動化浪潮台灣所應做的準備，在法政策面向上尚有哪些不足。 　　本研究分析由各學者提出的理論，統合意見後認為:企業層次方面，在資源有限的狀況下，面臨4.0高科技發展策略科技導入議題的取捨時，應描繪出未來的企業的圖像，方能明確目標，以量販流通業個案為例：應思索要側重電商自動化或是實體賣場無人化，方有助於排定先後順序，以集中資源提升企業競爭力，行有餘力，則可兩者兼顧；為協助前項建議，本研究提出3W分析法，建議企業就工作說明書進行分析，統整出哪些工作較具有被取代的潛力、時程如何，套用3W分析法的優點在於，企業可思索那些工作可由科技優化，讓企業更能綜觀企業內勞動力狀況，明確策略目標的同時，以漸進式的手法導入科技，改變工作種類及型態，並且，亦可做為提供員工訓練設計的重要依據；至於在台灣社會方面，根據分析，在未來不同時程下，例行性、可預測性的工作將大受威脅，另外，勞動市場將可能變得懸殊化，在勞動法制的領域上應加強彈性安全的勞動市場模式，可參考先進國家的做法，並進一步思索未來無條件基本收入制的可行性。

本研究的個案是系統單晶片企業，系統單晶片是電子系統的核心，因此該企業對於下游電子產品的發展扮演著舉足輕重的角色，是積體電路產業價值鍊最高價值的一環。本研究的主要目的是藉著一個極為成功的系統單晶片設計公司的成長軌跡與其相關的產業歷史，透過還原當時的時空環境了解並分析其經營策略的本質，以建立適合系統單晶片設計公司之經營策略本質的分析架構，同時實證其分析的結果，藉以尋求其研究問題「後進者的成功經營策為何?」的解答，並從個案企業的歷史中找出常被忽略的寶貴的經營智慧，而另一目的是能夠藉著收集具有時間標記的經營事件，提供豐富的研究素材給有興趣系統單晶片設計產業做更進一步或其他主題的研究。 一開始的動機是為了解答「後進者的成功經營策為何?」這個問題，但研究之後發現這是一個很有可能沒有通用解的問題，因此本研究轉從「策略本質的思考」出發，試著從個案公司的各個不同系統單晶片產品及其下游相關的產業的事件中，進行分析、推理、歸納與實證所關心的議題，其中個案分析主要包括四個產業：（一）光碟機產業；（二）DVD播放機產業；（三）數位電視機產業；（四）手機產業。其中每一個產業的故事都以某一個案的企業發展為中心，以時間的先後呈現，描述當時的產業環境、企業狀態、決策的因果關係，以及如何執行與執行結果。為了解答「後進者的成功經營策為何?」這個的大問題，同時從個案的分析與理論推論研究，從不同方向的思考並嚴謹的歸納與分析提出以下的研究發現：（一）從行銷理論分析策略本質；（二）以利潤方程式分析策略本質；（三）SOC晶片訂價策略；（四）從動態能耐的架構分析策略本質；（五）後進者的經營策略；（六）成長與新產品選擇的策略；(七)經營智慧的闡述。希望能提供企業經營者策略思考的架構，而建構出適合自己的經營策略。 本研究藉著邱志聖「行銷理論」中產品的「外顯」與「內隱」之價值分析方法，發展出「（一）從行銷理論分析策略本質」之研究發現中一系列的理論，並以此為基礎，輔助論證其他的研究發現，再根據「利潤彈性」的定義，提出可以以嚴謹的數學証明的一系列有關訂價的創新的理論，以此為基礎進而提出「（三）SOC晶片訂價策略」，再藉著「（四）從動態能耐的架構分析策略本質」的個案研究，發現組織的能耐與低成本優勢有的強烈的相關性，整合以上相關的研究發現，進而提出「（五）後進者的經營策略」，以創新「先進者支援的兩難」理論為切入點，並根據以上研究的結論，提出「後進者的成功經營策為何?」的參考解答。當企業成功之後，必然會面臨成長的困境，因此本研究從個案的深入分析，提出所應採取的「（六）成長與新產品選擇的策略」，以及最後提醒經營者一些知易行難的「(七)經營智慧的闡述」。 根據TEEC的「動態能耐」的理論，企業的策略深受「路徑相依性」的影響，且當不同企業的內部狀態或外部環境不同時其所需的策略也不一樣，因此後進者僅採用模仿的策略是不易成功，所以企業必需要思索適合自身的策略，並透過策略本質的分析，檢驗其策略是否有效，然而任何策略分析的方法都有其盲點，因 此分析或擬定策略時要依據競爭對手與產業特性選數種適合分析的架構進行分析，才能夠互相印證與互補，並思考其矛盾之處以避免致命的盲點，因此本論文提出專為系統單晶片設計企業策略本質的思考之架構以檢驗其策略有效性。 / The System on Chip (SOC) is the core of the electric system of an electric end product. Therefore, the firms that design and produce the SOC play the critical role in the development of the end product and contribute the most valuable part in the IC industry chain. The purposes of this paper are to develope the strategies and wisdoms of management as well as the frame structure for analyzing the essence of management strategies for the late comer. In the case study, there are the companies have been very successful in the world. In the cases, there are a lot of time-marked traces of the growth of the successful firm and its related industry history so that we can clarify what and why the strategies were executed at that time by analyzing the sequences of the management decisions and their consequences. Additionally, I hope the case stories can be utilized for the further research or another related research. Initially in this research we focused only on the topic of the question“What are the effective management strategies for the late comer”. However, after further studies we found that the general answers for the big question might not exit; therefore, we adjusted the research direction and converted to focus on the topic of the essence of the analysis of the management strategies. In the studied case, there are four different kinds of SOC products including optic storage chip, DVD player chip, digital TV chip and handset chip and their related industries. In the story of each product case, the main stream of the story keeps close track of the situation of the management decisions making, the status of the execution by the studied firms and their consequences in timing sequence so that the evolution of the environment of the firms and the industries can be shown clearly. To study for the answer of the big question “What are the effective management strategies for the late comer”, firstly we analyze the cases and simultaneously study the related theories. Secondly we transform the big question into the following seven research subtopics: (1) Analyzing the essence of the management strategies based on the marketing promotion theory, (2) Analyzing the essence of the management strategies by the net profit, (3) Pricing strategies for the SOC products, (4) Analyzing the essence of the management strategies by the perspective of the“Dynamic capabilities”, (5) Management strategies for the late comer, (6) Strategies for the growth and new products selection, and (7) Wisdom of management. Finally, we hope this thesis can provide managers with the frame structure for both thinking and analyzing the strategies so that managers can develop the best strategies for themselves. There are some kinds of logical relation among the theories developed in the above subtopics. The foundation of theories of“Analyzing the essence of the management strategies”is the value proposition that bases on the analysis of the explicit value and implicit value in the marketing promotion theory. Theories of“Analyzing the essence of the management strategies”are one of the most fundamental pillars that support the other theories in this thesis. According to the definition of elasticity of net profit in this thesis, we can deduce some innovative and valuable theories by the rigid mathematical reasoning. Furthermore, we can develop the innovative theories “(3) Pricing strategies for the SOC product”. In addition to developing the above theories, we apply the theory of “Dynamic capabilities” to analyze the strategies in the case stories to find the effective cost advantage is supported by the capabilities of organization with effectiveness and efficiency. We integrate the above theories to propose “(5) Management strategies for the late comer”. A firm will eventually confront the saturation of the growth after its successful startup. To solve this issue, we base on the deep investigation of the cases and some theories developed in this thesis, we propose “(6) Strategies for growth as well as new products selection”. Finally from the case stories, we abstract some both valuable and critical wisdoms that are easy understood but they are hard to be practiced due to the human natural weakness. According to “Dynamic Capabilities and Strategic Management” by TEECE, the strategies for a firm strongly depend on the path that the firm has experienced, thus the imitative strategies from its rival is usually not effective just because their paths they passed are different, not to mention that neither their environments nor the conditions of the firms are totally different. Therefore, a firm works out any strategies and then its managers have to carefully check the effectiveness of the strategies by analyzing their essence of the strategies and then modify them before they are executed. However, any framework for analyzing strategy has its blindspots. To avoid the strategic blindspots, we have to use several different and suitable frameworks to analyze the strategies, and then check if there are any conflicts among the results from different frameworks analyzing, we have to deliberate to find why and how to solve the conflicts. Therefore, we develop a new frame work that appropriately analyzes the strategies of both the SOC firm-level and their products with a totally different perspective