Given the high penetration rate of Facebook and more than 10 million daily active users in Taiwan, the subject of Facebook became an important focus of study. This thesis attempted to examine how factors such as gender and gender, time spent on Facebook, personal privacy orientation, knowledge, negative experiences and privacy concerns would predict users’ profile privacy settings and their use of privacy protection strategies. By utilizing the Communication Privacy Management theory (CPM), individuals and collectives would develop the rules, known as boundary. In the process of managing one’s privacy, they would coordinate the boundary and also mitigate the disruption to the rules established, known as boundary turbulence. A survey of 1,102 Facebook users in Taiwan through an online questionnaire was conducted over a two-week period from April 29 – May12, 2014, and yielded a confidence level of 95% and a 3% confidence interval. Results showed that 48.6% of respondents were males, while 51.4% were females. Respondents that fell between the age group 25-34 also made up the biggest group among users. Respondents had spent an average of 4.71 years on Facebook at the time of the study, and reported that they spent an average of 3.06 hours on Facebook per day. Facebook users in Taiwan were privacy-oriented, had partial knowledge to Facebook’s privacy policy, and were concerned about their privacy on Facebook, particularly how Facebook utilized their personal user information. As for negative experiences users had on Facebook, over three quarters of them reported the negative experience of being invited into the spammed shopping groups. Respondents also utilized different privacy settings based on the nature of the information on their profiles. Through performing linear hierarchical regression analyses, results showed that gender, time spent on Facebook, users’ personal privacy orientation, knowledge toward Facebook’s privacy policy and negative experiences served as predictors to the strictness of users’ profile privacy settings. On the other hand, gender, age, knowledge toward Facebook’s privacy policy, negative experiences and privacy concerns served as predictors for users’ privacy protection strategies. This thesis contributed to the current research pool in the following ways. First of all, the sample in this thesis was representative of the population of daily active users in Taiwan. Secondly, while numerous previous studies have focused on predicting users' privacy management via privacy settings or the frequency of updating their privacy settings as dependent variables, this thesis also considered privacy protection strategies, such as deleting Facebook friends, un-tagging photos, and turning off cookies on computers. Thirdly, this thesis also considered users' negative experience on Facebook, and confirmed that it was a significant predictor to both users’ privacy settings on profiles, and privacy protection strategies. Keywords: Communication Privacy Management theory (CPM), Facebook, privacy, boundary management, Taiwan

No description available.

有鑑於我國人民對商業健康保險的需求逐年提升，然伴隨著商業健康保險的新契約保件逐年提升，理賠爭議亦是層出不窮。本藉由介紹商業健康保險對我國國民健康所扮演的腳色及其移轉風險的特色，瞭解到商業健康重要性，及發現因隨醫療技術的進步導致保險人難以估計損失率及有舊有保單條款難以因應的困難之處。 而經由檢索分析我國法院與商業健康保險條款解釋有關的判決，發現因條款文字本身存有疑義之處、醫療技術的演進、醫療機構與保險人間缺乏溝通管道、保戶對複雜的健康保險商品認識不足等因素，致使關於商業健康保險理賠上的條款解釋爭議層出不窮。 因此本文參考美國相關司法判決及英美相關保險監理規範，建議將存有疑義的保險條款文字明確化、增進保單條款的易讀性、增訂銷售文件上的警語、統一商業健康保險資訊提供的格式及強化醫療機構與保險人的溝通，期能促使我國人民可以藉此更加瞭解健康保險商品的內容，拉近保險人與保戶間對商品的認知，並減少關於商業健康保險條款解釋爭議的發生，以提升保險人與被保險人間的信賴感及維持保險機制的對價平衡，進而使我國人民更能有效的利用商業健康保險，全面性的提高國民接受醫療的品質，創造三嬴的局面。

国立情報学研究所で電子化したコンテンツを使用している。

This business plan provides detailed information and includes the basic business plan information that is necessary for initial establishment and operation of Tun Huang Music (THMC). With its current business location in Taipei and Taoyuan, the company is seeking for further business opportunity of continuous market growth and size. The franchising business will focus on the musical lesson and instrument retail selling as its main business operation. Since the business is simply an extension of the head company, it requires only a moderate space for business operation. Rental costs will not be as expensive as the head company. Several business areas are considered to ensure the success of this plan. The branching location will be picked based on the population and density of the district. Competition analysis is also been considered. As the newly established branch will has greater competitive edge in terms of product selection and professional skill support received from the head company comparing against with other local competitors. It is very likely for the branches to success and require greater local market share. Risk factors which THMC needs to consider:  What will be the market trend in the next few years.  What are some of the possible actions that competitors will make.  What are the backup plans if the number does not turn out as planned. Keys to success  Degree of Standardization of each every branch  Focused and well-defined long term objective of the company. Never has any company within this industry has any sort of long term plan.  Timely stock replacement plan and sufficient technical support from the head company.  Previous successful business experience to be shared with new onboard franchising owners. Every business faces difficulties from time to time, for the status of economy, the company can only make assumptions as to what are more likely to happen during its business life period. What if the business does not turn out as planned. According to the sensitivity analysis, it is still profitable despite 30% drop in revenue income. Based on the current pricing strategy and sales promotion, the new branch will be able to breakeven in the late Year 3 including all the Year 0 investment such as renovation costs and pre-opening stock purchase. Based on the past experience and information from other competitors, a typical musical store should have a maximum sales of $1 million per month. If the plan is deemed as a 10 years business project, the branch should at least be able to reach $1 million revenue per month in Year 10. With all the information analyzed and gathered, it is very likely that the new branching business will be profitable. With the support from the head company, the newly established branches will benefit from customer referral and better product pricing. With an initial $2 million investment (renovation and product purchasing), the new branch owner can breakeven in three to five years of operation.

The venture addresses the common phenomenon of people having no time or not being able to concentrate to read lengthy business and personal development books. This represents a dilemma for many professionals, students and many other people alike because the demands in the realms of professional and working skills surge continuously, driven by global competition and increasing social and economic dynamics. The company aims to solve this problem through offering highly condensed summaries of business, personal development and eventually spiritual books on an intuitive e-commerce web-platform. The summaries rely heavily on visualization techniques following the venture’s unique and proprietary summarization guidelines. A key feature of the summaries is their quality – think of the level of professional consulting presentations. Summaries are monetized through individual and subscription sales via B2C and B2B channels and mainly marketed to white collar working professionals and students in first and second world economies. The business model is a push model, where content is created to satisfy a presumed demand. A pull model, where users generate content on a provided platform, entails interesting advantages and elements of this idea might be incorporated at a later stage. The financial projections are characterized by two years of negative cash flows, which stem from initial investments in the summary database, building the platform and brand, followed by strong positive inflows as user numbers grow. The projected 5-year NPV in the baseline scenario and a 35,000 USD investment in year 1 is 320,000 USD at a 20% discount rate while the IRR is close to 100%. Key risks pertain to quality of summaries, relationships with key content creators and the challenge to create momentum.

如何將觀看節目的電視觀眾，成功的利用既有網路，引導到手機螢幕參予本計畫的活動互動設計，並在輕鬆互動中，觀眾參與意願強，而電視台及其他參與者皆可互蒙其利，是本計畫設計重點。 本計畫建立的電視互動平台，自建[搖電視]系統，將互動內容延伸到觀眾手機，有幾項以下大方針是重要步驟流程。 1).建立與電視台的合作體系 電視節目畫面出現[搖一搖] 圖示，讓觀眾知道可以用手機[搖電視]參與互動。電視台只需在節目畫面上置入“搖一搖互動”作為告知觀眾參加活動的提示，讓觀眾清楚了解節目的搖一搖互動方式，而這也是對於本計畫系統的推廣廣告，此部分能節省下一筆可觀的廣告費用。 2).在手機端建立音頻識別技術 本計畫建立音頻識別技術，當場辨識[搖電視]是哪個節目／電視台。音頻資料庫是收集眾多合作的電視台節目音源，將其同步時間解碼後存放於資料庫。觀眾的手機開啟App進行[搖一搖]的動作也會啟動收音，取得當場觀看電視時的短暫音訊，送回後台進行兩端音源的識別。 3).建立參與節目互動／廣告活動系統：引進廣告商進行紅包抽獎或折價券 當[搖電視]辨識出哪個節目／電視台後，系統提供「節目互動後台」，提供那個節目的企劃互動活動與觀眾互動，例如搖金幣、抽折價券等，活動中觀眾獲得之金幣也可兌換成現金券或折價券等優惠，以吸引觀眾參加。 除了自建音頻辨識及[搖電視]互動資訊系統外，本計畫也將建立生態體系。目前公司利用專業的資料庫系統與音頻識別技術開發，專注「手機搖一搖電視互動系統」，開創台灣的電視互動模式。此外，透過合作電視台與結合廣告的商業模式，將互動導入電視節目、電視廣告與網路商城，發展規劃B2B的商業效益。

京都大学 / 0048 / 新制・課程博士 / 博士(文学) / 甲第19434号 / 文博第712号 / 新制||文||630(附属図書館) / 32470 / 京都大学大学院文学研究科歴史文化学専攻 / (主査)教授 吉本 道雅, 教授 中砂 明徳, 准教授 髙嶋 航 / 学位規則第4条第1項該当 / Doctor of Letters / Kyoto University / DGAM

台灣圖書出版產業資金與技術的進入門檻低，出版社多是中小型企業的經營模式，近年，台灣圖書出版產業不斷出現的問題有：每年新書出版品過多；在書店通路陳列空間有限下，圖書的生命週期縮短；資訊交換不透通，上中下游都在重複建檔工作，形成資源浪費；帳款回收問題，部分出版社「以書養書」的惡性循環；圖書產業資訊化程度差異大，實際銷售資訊不易取得，形成出版社盲目出版新書與無法掌握暢銷書再版時機與數量；中游發行商與下游書店通路大量進出貨與節節高升的退書率；在2007年，相繼發生凌域事件、出版聯盟和發行聯誼會與金石堂連鎖書店的爭議事件等，種種跡象顯示台灣圖書產業供應鏈出現了問題。其中尤以退書率的攀升問題最為嚴重。 本研究以文獻探討、深度訪談台灣圖書產業高階主管與個案分析等研究方法，探討台灣圖書產業供應鏈中造成退書率攀高的問題與困境。並以從事圖書發行有二十八年經驗的A公司為案例，探討供應鏈協同機制的CPFR模型。本研究聚焦於A公司跨企業流程模式中的新書出版作業流程、再版書出版作業流程與補書、退書和調書作業流程等三大部分。A公司資訊平台應用系統架構建置也一併討論，包括圖書產業協同作業入口網站系統、圖書產業協同作業網路服務系統、協同出版規劃、預測和補貨系統和圖書產業協同系統PICS。該資訊平台主要進行A公司體系內上中下游的資源整合，降低圖書退書率與提高經營績效。 本研究之結論綜合如下：一、CPFR可以是解決台灣圖書產業供應鏈高退書率問題的解決方案，二、CPFR的推動與圖書產業資訊交換依賴A公司建置完善的資訊平台與系統達成，三、CPFR協同機制建立了A公司體系成員的競爭優勢和提升企業經營績效，部分A公司體系內出版業者之市場佔有率也因此增加。 最後，提出本研究對台灣圖書出版產業供應鏈降低退書率的作法，人才培育、國家政策推動等建議。對個案公司：利潤模式估算與營運模式複製等建議。以及未來可能的研究議題。

鄉鎮圖書館與社區充分合作，使圖書館成為社區資源中心，是目前鄉鎮圖書館經營的重要目標。但是其中仍有許多問題尚待解決，包括鄉鎮圖書館對社區資源的認識不足與經費、人力資源的缺乏等，都形成鄉鎮圖書館發展的阻礙。因此本研究期望藉由對與社區結合有良好成效之圖書館進行研究，探討其運用社區資源行銷圖書館之經驗，以作為未來鄉鎮圖書館經營之參考。 本研究旨在探討鄉鎮圖書館成功運用社區資源行銷之經驗，瞭解鄉鎮圖書館行銷成功之因素，以及行銷過程中所面臨之問題。欲探討的研究問題如下：（一）鄉鎮圖書館如何發掘可運用之社區資源並尋求合作？（二）鄉鎮圖書館可運用的社區資源類型為何？（三）結合社區資源之行銷方式為圖書館和社區所帶來之效益為何？（四）鄉鎮圖書館在行銷過程中遭遇之困難？（五）鄉鎮圖書館如何因應行銷過程中所遭遇的困境？ 本研究採用個案研究法與訪談法，選擇以臺北縣深坑鄉、萬里鄉、新店市及宜蘭縣南澳鄉、宜蘭市及壯圍鄉立圖書館為研究對象。運用個案研究法蒐集各館之營運資料，瞭解各館營運之概況及行銷活動運作之情形。另外利用訪談法，訪談對象包含鄉鎮圖書館工作人員及社區人士，藉此瞭解鄉鎮圖書館工作者與社區成員對於鄉鎮圖書館運用社區資源之看法，探究其運用社區資源之經驗。 綜合各項資料歸納出結論，在社區資源的發掘方面，鄉鎮圖書館應掌握三項重點：（一）深入瞭解社區環境，充分運用社區之特色；（二）主動出擊經營公共關係，加強與社區的互動；（三）圖書館與社區的合作必須建立在互利的基礎之上。社區資源的型態會因各地區的發展而有所差異，各鄉鎮圖書館也會因應各自的經營策略而對社區資源有不同的運用方式，而圖書館可以運用的社區資源可分為（一）文化資源；（二）機構資源；（三）人力資源；（四）自然資源。 運用社區資源為圖書館行銷所帶來的效益包括（一）閱讀人口成長；（二）建立圖書館之經營特色；（三）提昇圖書館的能見度，增加民眾對圖書館的認同感。為社區帶來的效益則包括（一）提昇社區藝文風氣；（二）提供民眾成長、學習的機會；（三）提昇社區能見度，帶動社區發展。 鄉鎮圖書館在運用社區資源行銷的過程中面臨的困境包括（一）資源缺乏；（二）圖書館與社區認知上的歧異；（三）政治干預專業；（四）圖書館活動創新性與行動力不足。面對行銷的困境，鄉鎮圖書館的因應方式為（一）圖書館應該扮演資源整合者的角色；（二）適應社區文化，加強與社區的互動；（三）提昇地方首長對圖書館的關注。 最後本研究針對鄉鎮圖書館運用社區資源之方式及營運之困境提出以下建議：（一）改革鄉鎮圖書館體制，讓圖書館經營回歸專業；（二）有關單位應持續關注鄉鎮圖書館的發展，提供適當協助；（三）鄉鎮圖書館應確立自身的使命，扮演好應有的角色；（四）建立資料庫，整合社區資源；（五）強化人員培訓，切合實際需求。 / Rural libraries had become community resource centers after cooperated with communities. This is an important goal to the present rural library. However, there are still many issues to be resolved, including the lack of awareness of community resources and funding, human resources lacked. These problem formed obstacles to the development of rural libraries. This research focus on the marketing experience from those rural libraries which integrating community resources well, and expected to provide good examples to the future rural library’s management. The purpose of this study is to understand the successful marketing experience of rural libraries. The themes are as follows: (1) How rural library explore the community resources and to seek cooperation? (2) What types of community resources utilization? (3) What kinds of the benefits brought by integrating community resources to the rural library marketing? (4) What kind of difficulties will appear in the process of marketing? (5) How rural library respond to these problems? This study used case studies and interview as the research methodology. The interview objects are choosen from the rural libraries in Taipei and Ilan County, including Shenkeng, Wanli, sindian, Nanao, Ilan and Jhuangwei. The interviewer contains the rural library staff and the community members. For the community resources exploring, the rural library should have three priorities: (1) understanding the community resources fully, (2) managing public relations actively, (3) the cooperation among library and the community must be mutual beneficial. The type of community resources that rural libraries use can be divided into four categories:(1) culture Resources, (2) institutional resources, (3) human resources; (4) natural resources. The benefit which brings for the library including (1) the reading population growth; (2) establishes the characteristics of library; (3) increases the populace’s sympathy to the library. The benefit brings for the community includes (1) promotion the reading atmosphere; (2) provides the opportunity for populace to grow and study (3) impetus to community develops. The problems that the rural Library may faced in the process of marketing including (1) lack of resources, (2) the different perception between library and community, (3) political interference in professional, (4) lack of innovation and action. In order to solve these problems, rural libraries should (1) play important role to integrate community resource, (2) enhance interaction with the community, (3) promote government officer’s attention to the library. Finally, the suggestions for future development about the integrating community resources to the rural library marketing are as follow: (1), the reform of rural library system, let the library management follow the professional practice. (2) government should pay attention to the development of rural libraries continuously, and provide appropriate assistance, (3) rural libraries should establish its own mission, play important role in community development, (4) construct and integrate the community resources database, (5) strengthen the training of personnel to meet the real demand.