組織績效衡量長久以來便是學者關注的議題，特別是在擁有公權力的政府組織中；而如何透過績效衡量制度的輔助，使組織得以有效使用人力資源，並引導其朝向組織使命、策略目標邁進，即成為策略性績效衡量制度的核心課題。 本研究以針對國立中正文化中心之個案研究為主體，分析其組織特性後，首先探討現行績效衡量制度所遭遇之問題；次而以平衡計分卡概念設計其策略目標及績效衡量指標；最後則透過問卷調查檢測組織內不同部門別、身份別成員對各績效指標重要性程度認知是否有差異，並據以提出對整體制度設計之建議。 研究結果顯示，個案組織現有績效衡量制度，係散見於各項法令規定，其主要目的仍為消極地符合規定，無法有效激勵員工達成組織願景與目標。故建議個案組織可依平衡計分卡策略地圖之概念，按組織之使命、策略，建構出包含財務性及非財務性（含顧客、內部流程、學習成長等三項構面）之策略目標及績效指標，並透過績效責任劃分、貢獻度評比分別與組室、個人績效衡量制度相連結。此外，根據問卷結果分析發現，員工服務單位的不同及所屬身份別的不同的確會影響對於績效重要性的認知，且後勤單位及公務人員對組織績效與策略之重視不足將會造成組織與個人目標不一致（goal incongruence）之反功能現象，亟待改善。 / Performance measurement has been an important topic in academic research, particularly in the study of governmental organizations with which ultimate authority over public resources lies. How to achieve a more efficient use of resources and guide the organization towards its goals and vision has become one of the main subjects within the discussion of performance measurement. This research was based on a case study of the National CKS Culture Center, with a focus on the subject’s unique characteristics. First we examine the problems the organization encountered under the current performance measurement program. Then, a complete setting of new strategic goals and performance measurement indicators based on the balanced scorecard approach was proposed. The third part of this study reported the results of a survey, in which members of the subject organization from different departments and positions were asked to rate the significance of various performance indicators. Suggestions on the overall performance measurement system of National CKS Culture Center were presented at the end. Our findings showed that the current performance measurement system was simply a combination of rules extracted from various legislations, and the organization goal for most employees was to passively follow these regulations. We suggested that the organization should follow the strategy map approach, and set performance measurement indicators according to the organization’s mission and strategy. Both financial and non-financial indicators (consisting of different perspectives such as customer, internal process and learning & growth)should be incorporated into the system, including the measurement of department and personal performance. The survey also revealed that the difference in department and position strongly effected how an employee viewed the importance of different performance measurement indicators. The lack of interest and saliency on these measurements from the supporting personnel and civil servants would result in goal incongruence between the organization and individuals, which would cause negative impact on the organization as a whole.

依財政部保險司每半年對壽險申訴案件的統計觀察，客戶對壽險公司提出申訴的件數有逐年遞增的趨勢，申訴原因多為理賠給付、契約保全服務、業務員招攬、保費收費糾紛、商品條款及法規等爭議。客服員若能於第一時間以專業的知識回應申訴問題，勢必可減少申訴數量。但面對浩瀚的壽險各領域知識，客服中心的成員不易具備所有足以應付客戶問題的知識，實施知識管理將組織內各種知識公開化、標準化、制度化、科技化，已成為刻不容緩的任務。 為解決壽險客服中心因取得壽險專業知識的障礙而無法提供客戶滿意的服務，本研究對客服中心可能應用的各種知識，探討已被發表的知識管理分類、呈現與檢索等應用的相關技術，提出符合客服中心需求的以知識本體為基礎的壽險知識問題檢索架構，除了提供壽險專業知識的建立、搜尋、分享環境，並將原始文件儲存為XML或RDF的語意文件，做為將來跨平台與跨應用系統資料交換的基礎，提升客服中心服務效率、節省客服人力與行政成本，留住忠誠的客戶以達成CRM的目的，進而提升企業競爭力。 / According to the regular semi-annual statistic report from Insurance Department of MOF Taiwan, the complain cases from policy owners are increasing year by year. The reasons of complain are claims, underwriting, policy services, marketing, premium collections, policy clauses and regulations. If the customer service representatives (CSR) could solve the problems at the right time with their domain knowledge of life insurance, the volumes of complain should be descended explicitly. But it is hard to ask a CSR to play the role with variety domain knowledge of life insurance. Implement the knowledge management mechanism to standardize and enrich the organization memory are the first priority in life insurance companies. In order to overcome the barrier of dissatisfaction about customer service, this research try to study the related theories and technologies of knowledge classification, knowledge representation, knowledge acquisition tools, inference and problem solving methods. The results of this research announce an architecture of ontology based customer relationship management for Life Insurance Company to build, represent, search, and share the life insurance domain knowledge. Addition, to save the original semi-structured or unstructured documents into semantic formats of XML or RDF. It could provides the data exchange between heterogeneous databases and platforms. The advantages are more efficiency and cost down for the customer service departments, retain the royalty customers and get more competence advantage for the company.

在歷經開發報禁、有線電視市場興起和網路時代來臨這種種的內外環境的衝擊與變革之後，在21世紀迎接台灣報業的，是看來一場比一場嚴苛的考驗，對外，要不斷提升自身的市場價值，對內，則必須持續的降低成本，更重要的，當經營者意識到市場的基盤有了結構性的變革時，以報業本身的核心資源來發展新營收模式也就成了中外報業經營者共同的重要策略方向。 創辦超過半世紀，佈局全球的聯合報系自2000年前後開始進入另一段全新的戰鬥時期，除了報業的原有競爭對手，更有電波媒體前力分食讀者與廣告各項資源，於是「定位」、「開源」、「節流」就成了這個全球最大民營報業集團的三大轉型手段。 在「定位」工作上，聯合報系開始把競爭對手的範疇擴大到報業之外，甚至把有線電視媒體都設定成競爭對手，同時利用內外整合的方式，把自己從原先的「報業」定位上移到到「知識加值服務業」。 在「開源」工作上，聯合報系加強早年已經開始著手的積極爭取業外營收，進一步的爭取各共重大公共活動的標案與主辦，同時更利用既有的種種核心資源，鼓勵員工多想點子以帶進更多營收。 在「節流」的工作上，除了持續檢討人力，更引進e化工程提高各單位的工作效率。 回顧這幾年聯合報系的發展過程中，許多運作其實都印證了策略管理理論中關於「核心資源」與「動態能耐」的討論內涵，其中又以「2004年台灣花卉博覽會」為最具代表性的創新行動。 本研究發現，聯合報系在花博會中的創新行動中歷經了「事業機會發現」、「資源開採」、「打破組織常規」、「資源整合創新」等策略議題內容，可視為台灣報業為尋求新發展方向一次代表性的創新嚐試，其中的機會與挑戰將不會是單一且暫時性的，本研究的相關結論，或可期為未來台灣媒體產業思考未來發展的參考。 / After pass through the big wave of the “Deregulation of newspaper” 、”Cable TV shocking” and “Internet booming” which all make the newspaper industry dramatically transformation, for newspaper company in Taiwan ,the road ahead is the uncountable tough challenge. So no matter what local and worldwide, all the newspaper company make the effort for both side work so call “cost down” and “value up”, most strategy are focus on the two way necessary , root on the core competence and expands business scope, for this, the company needs to make inner innovative activity , both to relocate resource and structuralize new ability , just like to provide the news service on the web , or the database searching even to start up some new business。 The UDNgroup is the largest private news group in the Chinese world , from about ten years ago in Tawian (UDNgroup headquarter) the company has doing many changing in business operation which is all lock in “ repositioning” 、”expand income resource” 、”cost cut” these three dimension. Especially , in the 2004, UDNgroup as a main business partner of the government of Chiang Hwa county(彰化縣政府) to initial the「2004TFE(Taiwan Flower Expo)」，in this cooperation , UDNgroup has showing many capability of strategy management to decompose the some inner resource and then reassemble some new resource and capability for the TFE. This research is the case study between strategy management of UDNgroup and TFE, to find and understand how can UDNgroup to make a good job in the TFE? And the focus is to know about the factor of “Dynamic Capability” .

當越來越多的藥物被發展出來進而治療人類的疾病，人們使用藥物時只知道該藥物對疾病的療效，卻忽略了其中可能隱藏的危機，不只是西藥，連中藥也隱藏相當大的危機。雖然國內有藥品管制局進行藥物交互作用的控管，但是藥物交互作用真的被有效控管嗎？成效又如何呢？有鑑於此，這成為大家都想知道的問題。 利用健保資料庫中龐大的門診資料，嘗試推估國人藥物交互作用的情形，由國人十大死因中得知，其中尤以慢性病病患的情形更為嚴重，例如：惡性腫瘤、腦血管疾病、心臟疾病、糖尿病、肝病和高血壓，本次研究以心血管病患為討論主體，試瞭解在長期服用心血管藥物時，醫生在已知病患病情之下卻無法避免藥物交互作用的情形為何，利用資料採礦的方法，找出可能造成交互作用發生的原因、族群，進而去提醒醫療機構避免其發生。 研究發現，心血管疾病病患分為一些併發症族群，如：心臟病、心血管疾病糖尿病、關節炎、消化潰瘍，從這些病患用藥中發現許多交互作用的用藥與其併發症也許多相關。高血壓疾病病患大多以強心劑、利尿劑為主的交互作用，心血管疾病併發糖尿病病患大多以口服降血糖為主的交互作用，心血管疾病併發關節炎病患大多以解熱鎮痛劑為主的交互作用，而心血管疾病併發消化潰瘍病患大多以制酸劑為主的交互作用。 健保局應當面對且對交互作用之高危險族群作一共同用藥規則，將用藥危機降到最低，讓心血管病患在治療的過程中，得以享有良好的醫療品質，亦不造成藥物濫用、浪費之情形。 / As more medicines are being developed to cope with diseases, most of the users think of the therapeutic effect of the medicine without thinking of the risk that might have associated with drug interactions. The risk of drug interactions could have set chemical reactions thereby causing drug side effects. Although the National Bureau of Controlled Drugs has set a procedure for controlling drug interactions, the issue of validity and efficiency remains an open question. The trend of people contracting chronic diseases is on the rise, one of which is cardiovascular. The attempt of this paper is to observe for the effect of drug interactions if any for the long term usage of the cardiovascular medications under the supervision of the doctors. We adopt data mining techniques to single out the probable variable causes in triggering negative effect of drug interactions and presented them to related medical personnel so that a tightening measure is adopted when administered the medications. The data used in this research comes from the National Health Insurance Research Database. Our research findings have reviewed that cardiovascular disease patients suffering from the complications, such as diabetes, arthritis, peptic ulcer and hear disease are highly related to the drug interactions. Heart disease patients are at risk of cardiac stimultants and diuretics. Diabetic’s patients taking the Sulfonylureas suffer from its interactions. And arthritis patients are at risk of having the side effects of taking Aspirin. Bureau of National Health Insurance should set a standard procedure in monitoring the prescription given by the medical personnel in an effort to reduce the risk of drug interactions and set off the stage of quality medical treatment to keep off the abuse of drug usages.

知識管理的發展，就目前而言，理論部分已經算是相當的完備，有許多外國與本國學者都注意到知識管理的重要性，並且對影響知識管理的因素、知識管理的運作等都有相當程度的研究。 但是在企業的真正落實上，卻還是有一段差距，雖然目前也越來越多企業家瞭解到知識經濟時代的來臨與知識管理的重要性，但其在落實上，卻還是不易找到一個真正的著力點。 以半導體產業做為例子，因為其價值鍊上各位置專業分工的不同，導致各專業分工都必須具有自己本身的核心能力，因此為了培養與加強本身的核心能力，知識的累積就顯的重要，是故，在知識分享的機制方面，就必須根據不同的核心能力所需不同的之事類型來作調整。 簡單的以知識類型與核心能力作一個分類，前端的IC設計廠商所必須具備的是晶片設計的能力，而這樣的能力主要多以員工本身為主要的存在容器，也就是所謂的隱性知識，並且因為通稱的經驗也佔有相當大的影響力，是故其顯性化就較不容易，因此其知識分享機制就必須以隱性知識為中心。 在中段的IC製造廠商本身業務算是價值鍊中最複雜的，因為他必須負責部分整合的工作，也就是說，除了自己本身的製造生產能力外，也必須有部分設計能力，和本身也必須投入資源在製程的研發上，進行高階的製程研發以求符合IC設計客戶的需求，因此其需要的知識類型不只有顯性、也有隱性。 後段的IC封測業務相較於IC製造就顯的較為專門化，主要在從事IC製造的產品作封裝與測試工作，因此整體來能來說，標準化、大量化、或品質控管能力等都是其核心能力，是故其需要的知識類型主要在於顯性知識的轉化。 當然，除了核心能力外，組織規模、領導者、工作內容、產業的獨特生態與個別特殊的策略性思維，都將是影響知識分享機制的因素。 / 『Knowledge Management』 is getting more and more important now. And lots of scholars had already realize the importance, then paid large attention doing research about the KM. But in practicing, many industries still did not good at the KM. They understand the value of the KM, but they cannot find a good way to make it perfect. Take IC industry for instance. We all know that each step in the value chain has its own business, including design, foundry, and package. As a result, they should own different core competence to fit their business. And creating core competence should depend on knowledge accumulating. So they should need different knowledge types. IC design industries should have tacit knowledge, and package industries should have explicit knowledge. The foundry, are more complex, they should have both. Besides of the core competence, the scale, the CEO, the business, and the policy all will affect the knowledge sharing.

為因應全球國際化的趨勢，利用自己所長以發揮棉薄之力來協助台灣高科技產業迎向更艱鉅的挑戰是本研究最大之動機；我們看到全球產業已經進入微利超競爭時代，大家所面臨的是企業內部的超效率系統擠壓高標和來自內部外部之各種白熱化競爭及多方資訊與決策之壓力，當下如何找出一個創新手法，讓高科技企業有機會縮短建置企業組織變革/業務流程改造/縮短學習曲線使企業資源計畫快速導入和企業供應鏈價值鏈快速備妥以超快速學習變成創造新典範的先鋒部隊來建立超優勢競爭企業是本研究之重要動因。 其中，針對研究動機背景方面有兩大方向,分別為:(1) 在激烈快速競爭微利時代，如何協助中型高科技產業快速導入ERP之鑰。(2) 基於以往很多企業為何導入ERP經常失敗的動因背景之下而研究出一套成功可行之解決方法。本研究目的有三，分別為: (1) 協助台灣中型高科技企業以產業別最適合模式快速導入ERP以加速其建立企業競爭力基礎建設和國際企業快速接軌。(2) 企圖研究找出電子高科技產業之產業模式建立最佳企業典範之核心競爭力和Value Chain等ERP產業模板(Template)之建置，讓企業快又有效率擁有核心能力！(3) 嘗試建立一套可行且獲利之ERP導入之 Business Model以達到Win-Win之局(指中型高科技產業和資訊顧問服務廠商)。 本研究方法分為兩大方面，(1)分析模式:建立快速導入產業模板(Template) (2)成功個案實例方法:(Pilot Project 以找出快速導入產業模板和快速專案導入手法併用在先導系統專案)加以驗證其可行性。本研究系統邏輯主要為(1)本研究關鍵觀念是:採用模板導入方法(Template Approach)以為快速導入系統邏輯。(2)本研究關鍵架構主軸分別是: -建置產業模板核心元件 -研究ERP快速導入專案管理方法論 -成功快速導入個案實驗案例驗證研究結果 -尋找共識媒合點之行銷輔助工具 -建立獲利可行之商業模式 本研究採用此雙主軸架構以建置快速導入之可行性。再輔以Case study - Pilot system進行多次測試驗證以個案成功導入實證結果佐證與修正快速導入之模式。 本研究發現:經過本研究從一個Business 角度切入，從高科技產業核心元件去發現出屬於中型高科技電子業之產業模板，進而研發其快速導入之方法並找出實例驗證之整個研究過程後，學生獲得很多發現，分別列述如下三方向: (1) Project Savings achieved with 產業快速導入專案實驗 (2) Benefits of the Mid-Market Offerings (3) How to solve the unique requirements in Taiwan (Add-on issues / Localization issues)

企業最重要的目地就是追求成長及獲利，而成長是很重要的，因為只有成長，企業才能創造股東價值。不幸的是，企業的核心事業一旦進入成熟階段後，在追求新的成長舞台時，必須承擔令人卻步的風險。成長的關鍵，在於成為破壞者，而不是被破壞者，新進者對在位者的最佳攻擊方法，就是破壞他們。所謂破壞性創新，指的並不是生產更好的產品，提供給既有市場的顧客，而是做出更簡單、更便利、更便宜的產品，提供給新的顧客層，或是要求不那麼高的顧客群。 在台灣有一家以工業電腦為起家的企業研華公司。根據VDC (Venture Development Corporation)於2001 年4月所作之工業電腦全球市場報告列出全球前五大之工業電腦廠商，包括Radisys、SBS、NI、MERCURY及Kontron在全球工業電腦業界有著相當重要的地位，而研華則是台灣唯一進入全球前五大排行榜。期望透過個案的深入探討和驗証，發掘其成功關連的機制和因素，尤其是在創新部份，如何應用研發中心的機制來完成破壞性創新的目的，不斷地成長。並配合學術上有關「破壞性創新」理論研究，演化出台灣企業應如何進行破壞性創新，才能避開可能的風險，達到成長的目地。 本研究重點試圖從:一、市場機會點，二、競爭對手評估，三、策略考量與執行，四、研發中心的運作等四個構面，探討其間相互影響，並透過研發中心運作機制，來達成破壞性創新成長目的。主要的項目如下: 1. 企業在進行破壞性創新時應如何尋找市場可能機會點? 2. 企業在進行破壞性創新應如何進行競爭對手評估? 2.1 如何找出並定位出不對稱動機? 2.2.如何在大環境中建立不對稱的能力？ 3. 企業該用何種策略來進行破壞性創新？ 4. 企業如何應用研發中心來進行破壞性創新？ 研究以研華的研發中心為例子，來探討破壞性創新與研發中心運作，藉由個案的深入了解與探討，得到以下結論 一、 在破壞性創新中的市場主要客戶是尚未消費者，尚未消費者存在著較大的市場機會點。 二、 破壞性創新專案，必須要由研發中心專職的單位，有紀律的執行力，且必須提早建立商品化及銷售規劃，否則不易成功。 三、 研發中心在執行破壞性創新時，要採用應變型組織研發策略，並慎選計劃主持人，妥善應用政府資源，並和先期投入研發的研宄單位合作。 四、 競爭對手評估中，如何找到其價值主張是最重要的，因價值主張不同而產生不對稱動機及不對稱能力，具有不對稱動機，及不對稱的能力時，則很容易成功。否則寧可選擇利基市場，避開正面競爭，先取得小勝，再累積成大勝 五、 如果公司規模成長到某一種程度，而必須藉助破壞性創新成長時，最好先成立研發中心或是獨立子公司來運作，而研發中心的風險又低於獨立子公司，但需將研發中心從組織獨立出來，並由CEO親自領軍，否則不易成功。 關鍵字: ◆ 破壞性創新 ◆ 研發中心 ◆ Win CE核心平台 ◆ SOC (System On Chip) ◆ 不對稱動機 ◆ 不對稱能力 ◆ 價值網路 / For any enterprise, the most important goal is to pursue growth and profits. Growth is especially significant as it creates more value for shareholders. However, once the core business steps into maturity stage, the enterprise usually has to take stunning risk in creating new growth. The key point to grow is to be a destructor rather than a loser whereas the best way for a newcomer to defeat the current opponents is to destroy them. The destructive innovation I refer to is not better products for present customers but simper, faster, and cheaper products for new or less-demanding customers. This thesis examines the key factor and mechanism to success of an industrial computer company in Taiwan, Advantech Technology. According to a computer market report by Venture Development Corporation in April 2001, the top five industrial computer companies worldwide are Radisys, SBS, NI, MERCURY and Kontron. Among them, Advantech Technology is the only company from Taiwan listed in the top five. Through studying this case carefully, I wish to uncover the main factor to success, particularly in the innovation part, how they use the R&D center to achieve the destructive innovation and constantly make more profits every year. This study analyses the influence from four aspects: 1. market opportunity points, 2. the evaluation of competitors, 3. strategic thinking and execution, 4. the operation of R&D center. Furthermore, it investigates how the R&D center operates with a view to achieving the goal of destructive innovation and growth. The four aspects are further explained as the following: 1. How to seek the market opportunity while developing the destructive innovation ideas? 2. How to evaluate competitors while developing the destructive innovation? 2.1 How to find out and position the asymmetric motivation? 2.2 How to formulate the asymmetric ability in the overall environments? 3. What strategy should take in order to carry out the destructive innovation? 4. How to accomplish the destructive innovation with the aid of R&D Center? I take the R&D Center of Advantech as an example to probe into the destructive innovation and the operation of R&D center. From this case study, I conclude the following points: 1. In the market of destructive innovation, the major customer is those who have not purchased yet. They have larger market opportunity point. 2. The project for destructive innovation must be executed efficiently by a special task force formed within R&D center, and plan its commercialization and marketing strategy earlier; otherwise, it is not easy to succeed. 3. While executing the destructive innovation, the R&D center should adopt a flexible organizational research strategy, choose project manager carefully, take good use of government resources and cooperate with the previous research sectors. 4. While evaluating the competitors, it’s very important to find out their core value because it influences the asymmetric motivation and capability, with which an enterprise is likely to succeed. Otherwise, it is better to choose the niche market, avoid frontal competition, and win little at first and then gradually to a big deal. 5. If an enterprise keep growing to a certain degree and it needs a destructive innovation growth, it is better to have a R&D center or independent subsidiary company to run the project. R&D center has less risk than a subsidiary company, but R&D needs to be independent of the enterprise and overseen by the CEO to ensure its success.

在知識經濟(Knowledge Economy)的時代中，企業經營最重要的生產要素已由知識取代機器、資金、原料或勞工，亦是在商場上競爭與存活的重要武器。所以，能夠針對知識做重大投資的企業，其成長率最快，且其價值與產值亦最大，例如資訊業、半導體業、通訊業等的知識密集之產業。 我們可以發現許多高科技上市櫃公司的股價均很高，但其所擁有的有形資產並不多，其中更有些公司的市值可能達到有形資產的數十倍甚至百倍，其中的差距，並無法從財務報表一窺究竟，其實就是無形資產，也是所謂的智慧資本(Intellectual Capital)。因此，對企業而言，如何充分利用此智慧資本，將知識整合進新的核心能力，轉型成為一個知識導向的組織，就成為一個很重要的課題。 因此，在智慧資本議題受到普遍重視的同時，另外一個很重要的議題亦引起大家的注意，那就是知識管理。如前所述，知識管理乃透過創造、儲存、分享、維持等活動，進而鞏固企業的競爭優勢。然而企業的競爭優勢究竟為何？知識管理活動該如何有效地協助競爭優勢的建立與維持？知識管理活動的成效又是如何得以衡量？ 本研究的目的即希望能夠透過瞭解企業知識管理及智慧資本運作機制，並深入探討高科技公司創新研發中心的知識管理模式，包含其型成過程與要素，以辨別公司是否有足夠人力、結構，並適時由人力資源策略、組織學習來調節並幫助決策者做出正確的調整策略，順利推動知識管理制度，不致於使知識管理活動流於形式，而使得企業活動毫無目標與方向。 / In the “Knowledge economy” era Knowledge is being substituted for the machine, capital, materials or labors, and to be the most important competitive weapons for the enterprise. We observe many high technology companies, which have the very high stock price, but they do not have many tangible assets. Although some of them have hundred times of marketing values compare with their tangible assets. The main difference is the Intellectual Capital which can not be expressed by the financial statement. Therefore, for the businesses, it is the most important issue to integrate the knowledge and enterprise core competency. Furthermore, there is another important issue is “Knowledge Management.” Knowledge management is through creation, storage, sharing, and maintenance to consolidate the competitive advantage of enterprise. However, what is the exactly competitive advantage of enterprise? How to help enterprise to establish and maintain competitive advantage effectively by Knowledge Management? How to evaluate the performance of Knowledge Management related activities? In this study, we hope through understanding the business Knowledge Management and Intellectual Capital operation mechanism, and probing into the Knowledge Management model of innovative research and development center in high-technology business to clarify the company if they have enough human power, structure with appropriately human resource and organizational learning strategy to help the decision maker to make the right strategy, thus can advance the knowledge management system.

在全球化競爭壓力下，「策略性人力資源管理」、「核心能力」、「能力模式」等概念的提出，使人力資源管理遭遇競爭力提昇的挑戰。本研究首先探討70年代至90年代人力資源管理面臨的演變與發展，其次探討策略性人力資源管理領域的重要議題－核心能力。另一方面藉著國內外對策略性人力資源管理、核心能力之推動經驗，進一步探討我國公務機關推動策略性人力資源管理及核心能力之情況與困境。 最後，在策略性人力資源管理典範下，歸納人力資源管理人員之新角色與職能，再透過深度訪談方式瞭解人事人員認為應具備那些核心能力及檢視其實際上具備之核心能力，並對二者間能力之落差應如何培育與加強提出建議。 本論文除以文獻分析進行了解外，並以深度訪談法及實地觀察法 作為本文研究之途徑；研究對象以曾任或現任行政院農業委員會暨所 屬機關人事機構之人員為主。希望藉由本研究，建立人事人員應具備 之核心能力項目，作為加強個人能力及生涯規劃之依據，同時希望將 所研究之成果提供人事主管機關作為未來推動人事人員核心能力培 訓、規劃、遴選用人策略之參考。 / During the last few decades of globalization pressure , several concepts such as strategic human resource management, core competence, and the competency model have emerged within public organizations that have forced new and improved ways to face human resource management challenge. By focusing on these trends while reviewing the evolution and development of human resource management from the 1970s to the 1990s, when the role of core competence in human resource management was a topic of much exploration,this study investigated the experiences of promoting the concepts of core competence and the competency model in Taiwan. Based on the reviewed studies, this research further investigate the issues and status of processed core competence and competency in public agencies. Finally, recommendations for improving human resource management in public agencies were proposed. The present study held in depth interviews with human resource personnel from the Council of Agriculture in Taiwan to understand their views concerning the level of core competence personnel should have compared to that which actually existed. By using this in-depth interview research method , the study aimed to gain recommendations from the participants that might enhance core competence levels in order to fill the gap between the participants’ perspectives and the reality they faced. The results of this paper found that human resources personnel feel a need to have core competence that enhances individual core competence as well as career development. To this end, heads of personnel departments hope to provied educational opportunities that advance their core competence related to training, planning, and hiring strategies in the future.

知識經濟可以定義為以知識資源之配置，以技術擁有為目的，以科學的生產為支柱而從事生產、行銷、消費的經濟模式。首先，這樣的一種經濟模式，主要的特點是它擁有及運用知識的資源。第二個，它生產的基礎是高科技的基礎。第三個，它創造出來的是在高科技與知識結合之後的一個經濟永續生產的模式。 「沒有成功的組織，面臨的問題無法解決；缺乏有力的領導，組織則無法成功」若沒有稱職的領導人，實在難以想像這個國家或世界如何能塑造一個更令人嚮往的未來。惟當代的管理學者逐漸認識到，作為一位領導者，不僅應具有某種專業知識技能，也應具有「認知的複雜」(Cognitive complexity)，能從多面向詮釋問題的意義，協調多重的努力和發展組織的願景(vision)等，因此，領導者的價值、態度、思維傾向要比他本身所具備的專業知識更為重要。 核心能力是指組織擁有競爭者所沒有的專業能力，這種能力多以知識為基礎，並非以產品或有形資產為主。筆者定義高階領導人核心能力為領導組織面對多變的外在環境，可分為如下： 一 、策略管理能力 二 、變革管理能力 三、創新管理能力 四、危機管理能力等四種核心能力。 研究策略管理的內容有策略核心組織、策略地圖、平衡計分卡等三項。 策略管理內容＝（策略地圖+平衡計分卡+策略核心組織） Content of Strategy Management =（Strategy Map）+ （Balanced Scorecard）（Strategy Focused Organization） 基本上一套完整的策略管理程序，可以歸納如下五項：1.界定組織使命與目標、2. 策略的規劃、3.形成策略、4.執行策略、5.評估成效。 現在企業創造價值的方式，已由過去「管理有形資產(Tangible assets)」轉變為「管理無形資產(Intangible assets)」。所謂無形資產，例如顧客關係、創新的產品和服務、高效率高品質的作業流程、前瞻的資訊技術，以及高素質的員工等。有形資產可用財務報表、資產負債表和損益表來描述其成效，然而無形資產則要以策略核心組織來整體評估。 變革管理理論可分為兩種來研究，經濟理論（E理論）與組織理論（O理論） E理論：經濟策略，「E理論」變革的目標，在於迅速、大幅增加以現金流量、股價來衡量的股東價值。O理論：組織能力策略，最成功、永續的組織，便是那些擁有幹勁、有學習導向文化，以及傑出員工的組織。這類變革所需要的是員工的高度參與、較扁平的組織架構，以及組織和員工間密切的關係。 知識經濟時代，□動企業革命的重要因素己由「E」的思維移轉至「I」的思維。□動未來革命的策略因子，將移轉至以「創新」（Innovative）為主軸的時代，知識經濟時代的領導風格必須培養下列五個「I」的思維：1.誠正思維（Integrity）、2.承諾思維（Involvement）、3.智價思維(Intelligence)、4.遠見思維（Insight）、5.整合思維（Integration）。 所謂有效的危機管理，是一項非常重要且非常複雜的動態管理過程，組織若欲對危機作有效管理，首先要建立「凡事豫則立，不豫則廢」的正確態度來面對危機，再以長期規劃的觀點來對組織可能發生的危機作準備，並建構一套周詳的危機管理策略，從不斷學習的過程中來達到危機管理的成效。 在知識經濟時代下，領導人於混亂的資訊中容易迷失方向，而流於主觀與偏見，筆者對領導者核心能力之建構，歸結出下列數點結論，以期掌握工作本質與全貌。 一、 知識經濟的體認 二、創造競爭優勢 三、核心能力的發展與落實 四、企業家精神的培育 五、領導能力的提昇 六、策略整合與協同工作