曾被世界譽為經濟奇蹟的台灣，正面臨一個全新的轉折點。近鄰中國大陸的開放與崛起產生巨大的磁吸作用；與同屬亞洲四小龍的其他三國相比，我國近年來的經濟表現亦相形失色。全球化是新世紀不可逆轉的潮流，我們只有在「適者生存」或「不適者淘汰」兩者中選擇一項。面對全球化所帶來日益競爭的商業環境，正視我們過去在土地、勞力上所擁有的相對優勢已經不復存在，思考台灣未來經濟發展的出路與策略，『創新』已經成為企業要在國際級殺戮戰場中脫穎而出所必須選擇的路。 然而，創新力是一種無形的能力與知識，想要建構此一能力，首先必須能夠加以客觀且準確的衡量，因此企業創新力衡量指標的建立便有其必要性。本研究衡量『企業之創新能力』，探討企業創新能力可能的衡量構面與這些構面之間的相互關係。此外，本研究亦剖析『企業創新認知程度對於其創新能力的影響』，以及『企業創新能力最後對於企業經營績效所造成的影響』。由於企業每一個成功的創新與對企業經營成果的影響，必然存在有時間上的落差，因此我們在實證研究時也分別做了兩階段的研究加以衡量。 本研究前段部分採用政治大學『創新與創造力研究中心』與《商業周刊》合作的創新模範企業調查資料，得到樣本企業於二００三年時、其企業創新力的表現情形（此處的『企業創新力』係以「企業創新的狀態」為範圍，是對企業在某一時點上之創新成果的衡量與盤點）；並於後段研究進一步追蹤樣本中之上市公司於一年後的經營績效表現，皆獲致相當肯定與正確的實證效果。 本研究使用套裝軟體SPSS執行統計分析，得以下實證結果。首先，研究結果顯示企業對創新的認知程度與其在創新行為面的表現具有正向相關；其次，企業在創新行為面的表現與其在創新結果面的表現具有正向相關；此外，企業在整體之創新能力上的表現與其經營績效之表現也具有正向相關；另一方面，企業對創新的認知程度與企業整體之創新能力表現具有正向相關。然而，在實證結果中，並沒有發現企業在創新結果面的表現與其經營績效之表現具有正向相關，因此本研究亦在結論部分加以討論其可能原因與代表之意義。 / Taiwan is facing a turning point in terms of its economy. On one hand, neighbor China’s deregulation has a magnetic effect on FDI in the region. On the other hand, Taiwan’s rates of economic growth were stagnant comparing to the other three members of “the Four Tigers of Asia.” Confronting the situation that we have been losing our comparative advantages of cheap labor force and low production costs, we must choose innovation as our main strategy in order to succeed in the global business arena in the following days. Nevertheless, it is very difficult to approach to innovation regarding its intangible property. To establish innovation competence, enterprises first have to figure out how to measure their innovation ability objectively and accurately. Therefore, it is very crucial to build up a methodology and appraisal indexes to get the measure of companies’ innovation ability as the first step. The research is to probe the firm-level innovation capability. Applying the statistical methods, this paper examines the issue of innovation firm performance in Taiwanese companies. Our study explores the relation between a company’s innovation capability in 2003 and its financial performance in 2004. Discoveries from research are as follows：First, a company’s sense of innovation positively correlates with its innovation capability. Second, a company’s innovation capability positively correlates with its financial performance with one-year time lag. The last, a company’s technology innovation ability, process innovation ability and organization innovation ability have some correlations with its product innovation ability and strategy innovation ability.

In this decade, we can obviously see the decline of Sony and the growth of Samsung in the electronics industry. What background brings this kind of condition to these giant companies change so dramatically? I would like to explore the divergent fortunes of these two electronics giants in the last decade and identifies the true reasons behind Sony's decline and Samsung's rise. I will show the comparison of SWOT analysis, financial report between these two companies to look into their current strength and weakness. At the end, I will also list some suggestions to these to giant companies for growing ahead.

本研究主要透過調查法，以ASUS與SONY筆記型電腦為例，以「品牌屬性」為自變數，「信心」與「抵抗性」做為中介變數、「個人因素」為調節變數，探討其對依變數「品牌共鳴」的影響，藉由比較台灣自創品牌與國外品牌在品牌共鳴的表現上是否有差異之處，造成差異的關鍵因素為何？期望協助台灣企業找出自己的品牌之路，站上國際舞台。 本研究主要的研究目的有三：（1） 探討影響「品牌共鳴」程度高低的主要原因；（2）探討消費者對品牌屬性重要性的認知，是否會影響其信心和抵抗性，進而影響到品牌共鳴；（3）探討個人因素對品牌共鳴的影響。 研究結果發現：(1) 在筆記型電腦產業，功能性與情感性屬性皆會影響信心，但唯有情感性屬性對抵抗性有影響。(2)情感性屬性是影響筆記型電腦品牌共鳴的關鍵因素。(3) 自我表現消費動機、性別差異對筆記型電腦使用者的信心沒有影響。(4)「自我表現消費動機高者」與「產品知識高者」社群感最強。(5) 筆電族群中，若欲加強重視情感性屬性之消費者之信心，要從產品知識下手。

Tomas Friedman 的著作The World is Flat（世界是平的）中提及在21世紀是抹平的世界，無限商機的世界。從全球經濟發展的角度來看，全球企業面對的市場是一個無國界的平面，國際競爭更加劇烈。在這個全球市場競爭劇烈的環境中，中國企業要能在全球市場中立足與競爭的首要條件就是站穩中國市場，在國際競爭市場中發展獲利，最重要的就是打造中國企業品牌發展為國際化品牌。中國企業若想在國際市場上進行品牌行銷，中國製造的經營哲學及營運模式必須重新進行調整，才能在國際市場上建立自身的品牌（International Branding）。 2008年為中國改革開放的30週年，品牌國際化趨勢是21世紀全球市場競爭發展的趨勢，國家競爭力的強弱程度也在於中國企業擁有國際化品牌的多與少。面對不同國家和區域的競爭環境市場，探討中國企業要發展為國際化品牌的關鍵能力為相當重要之課題。 本研究是從全球化企業品牌國際化與中國企業品牌國際化著手，來探討個案公司品牌國際化。進而探討個案公司品牌國際化發展關鍵能力，包含企業品牌核心能力、持續創新力、環境適應力與組織內部能力，以及在品牌國際化管理流程的四個階段：分別為評估階段、市場進入策略規劃階段、品牌行銷策略規劃階段、和執行階段。本研究將個案公司結合這四力的現況與關連，然後提出有關未來發展的建議並將藉由中國企業的個案研究，結合中國企業國際化、國際行銷管理及品牌管理的理論與文獻，以管理的觀點，點出中國企業品牌國際化發展的關鍵能力，提供給中國企業在全球化市場下發展品牌國際化的參考，同時也希望能對相關學術研究有所助益。 / 21st century, as being described in the book “The World is Flat” written by Tomas Friedman, is a flat world with unlimited business opportunities generated by globalization whereas the competition within is also fierce. In order to be competitive in this context of global market environment, it is recognized by growing Chinese enterprises the importance to win in domestic China market first, where being identified as the next biggest consumption market after U.S, further to develop company competence for wining a place as an international brand. It is also being acknowledged that Chinese enterprises have to experience continuous business process as well as management philosophy evolvement in order to achieve this ultimate goal – building an International Brand in global market. The tendency of the local brand to be international is as well an index to observe the competitive ability of a country in global market. While year 2008 is the 30th anniversary for China's reformation, the potentials for current Chinese enterprises to develop International Brands also speak for China national competence. It is a focus to examine the competitive capability embraced by Chinese enterprises for developing international brands while reviewing current global commercial markets. This study aims to exploit the competitive capability within Chinese enterprises to develop international brands, which include Core Competency, Innovation Sustainability, Environment Adaption, and Organization Capability. In addition, four stages for Brand Management process are also reviewed: Brand Evaluation, Market Entry, Brand Marketing as well as Brand Execution. Case study is the methodology applied in the study, in which four Chinese enterprises – L company in 3C industry, H company in domestics appliances industry, Li company in sport retailing industry, are presented with in-depth interview conducted from L company, H company, Li company in year 2009.

本研究以日商在台子公司為個案，探討多國企業核心流程之動態演化與創新研究。分析個案子公司的演化與創新過程，本研究從子公司的組織、母子公司關係、子公司角色、以及其核心流程，發現以下五點： 一. 對子公司的組織管理，母公司運用彈性的管理導向，有助於發揮子公司資源與能力。 二、母公司與子公司互相依存的關係，得以讓母公司可善用地主國的優勢，提昇多國企業整體營運的績效；亦能減少多國企業管理上的困難，甚至有助於多國企業的創新速度。 三、子公司的領導統御的務實化與主動性，有助於專業化資源與能力的提高。透過角色的改變，可擴大國際職責的參與機會。 四、相對於各行其是的多國企業，具有整合執行能力的子公司，可以為多國企業創造價值，並成為知識流通的來源。 五、子公司的動態演化，有助於多國企業的當地知識來源及國際化的拓展。 / This thesis has used Japanese subsidiary in Taiwan as case to study the dynamic evolution and innovation through the core process of MNC. From the view point of the organization control of alleged subsidiary, relationship of parent-subsidiary, subsidiary role in MNC, and its core process of subsidiary, we conclude the major findings are： (1). For the purpose of organization management, Parent company of MNC has adopted the flexible managerial patterns to facilitate subsidiary’s capability and its resources accumulation. (2). Relationship between parent and its subsidiary is interdependence. This kind of relationship helps Parent company who can utilize the net ownership advantages of host country to increase the total operational performance of MNC. It also helps to reduce the management difficulty toward subsidiary of MNC and even helps to increase the speed of innovation. (3). Top management of subsidiary shows their management skill with realistic and takes initiative in helping subsidiary to increase its capability and resources. Through the change of charter or its strategic roles, subsidiary can expand its participation of international responsibility. (4). Compare with other MNCs, subsidiary which has the capability of global integration can generate value-creation activities for MNC. Subsidiary will become the source of knowledge flow for its parent company. (5). The core process of subsidiary with dynamic evolution provides MNC with domestic knowledge. This evolution also helps MNC in internationalization development.