本研究之目的，以S公司的IC設計服務專案問題解決方式為案例，運用Dorothy Leonard的基本架構為分析主軸，試圖對S公司IC設計服務部門（台灣工程中心）核心能力建構提出學術性的解釋。本研究採用非實驗性之質性個案研究法，以S公司的三個設計代工及一個內度專案為研究對象。本研究發現如下： 　　壹、技術知識特質對內部技術網路之影響 　　一、本研究發現S公司的IC設計服務專案所面臨的技術問題主要為與設計工具相關知識的改變所導引出來的模組式創新或突破式創新。 　　二、本研究發現面對的問題創新程度高的專案，其內部技術網路連結關係愈強。 　　貳、內部技術網路對知識流通之影響 　　一、本研究發現知識經驗的分享有助於組織知識在轉換過程中創造與蓄積。知識經驗透過師徒制、在職訓練及內部經驗分享，有助於知識在共同化過程中蓄積與傳播。知識經驗透過文件資料撰寫，有助於知識在外化過程中蓄積與傳播。知識經驗透過內部網路分享，有助於知識在結合過程中蓄積與傳播。 　　二、本研究發現組織擁有知識創造型團員有助於組織知識的流通。例如S公司的知識工程師將其內隱知識文件化，加上知識主管的鼓勵，透過共同化、外化的過程，促進了組織的知識流通。 　　三、本研究發現S公司在實驗與原型的活動中，有助於解決知識創造過程中的問題。 　　參、S公司的核心能力 　　一、本研究發現S公司台灣工程中心的核心競爭力如下： 　　　　1. 員工知識和技能－一群對設計工具相當熟悉的I型工程師 　　　　2. 實體技術系統－公司發展的設計工具 　　　　3. 管理系統－經理個人魅力鼓勵員工進行知識經驗的分享 　　　　4. 價值觀和規範－以客為尊，建立長期合作夥伴關係 　　二、本研究發現組織知識流通愈強的專案，有助於組織核心能力建置。 / The intend of study is trying to identify core competency of S Company IC Design Service Department, Taiwan Engineering Center, using the framework proposed by Dorothy Leonard-Barton in 1995. This study is a descriptive and exploratory case study for S company Taiwan engineering center handling three customers’ IC implementation project and one internal new design methodology development project. The major conclusions for this study as below: 　　1. The characteristics of technical knowledge affect internal networking including: 　　　● The technical knowledge challenge, which S company is faced, is mainly derived from module innovation and/or radical innovation when new design tools introduced. 　　　● When the problem project team encountered is lower dependency of organizational technical knowledge, then internal networking work closely is required to resolve the problem. 　　2. The internal networking affects knowledge flow process including: 　　　● Sharing of knowledge experiences is contributive to organizational knowledge creation and storage during conversion process. Making use of master and apprentice system and on-job training to share knowledge experiences is contributive to knowledge storage and spread during socialization process. Making use of writing documents to share knowledge experiences is contributive to knowledge storage and spread during externalization process. Making use of intranet to share knowledge experiences is contributive to knowledge storage and spread during combination process. 　　　● Having knowledge-creating crew is contributive to organizational knowledge flow process. 　　　● During problem solving stage, experimental and prototyping making is helpful for creating organizational knowledge. 　　3. S Company core competency analysis 　　　● S company Taiwan engineering center core competency is concluded as following: 　　　　1. Employee knowledge and skill — There is a group of I type engineers who are skillful in using design tools, 　　　　2. Technical system — Employees have early and un-limited access to S company’s well-developed design tools 　　　　3. Managerial system — Knowledge officer personal inference power 　　　　4. Value and norms — Company motto “Your Long Term Design Partner” 　　　● High throughput knowledge flow project helps S company creating core competency.

資料品質的好壞會影響決策品質以及各種行動的執行成果，所以資料品質在近年來越來越受到重視。本研究包含了兩個資料庫，一個是產業創新調查資料庫，一個是95年工商及服務業普查資料庫，資料品質的好壞對一個資料庫來說也是一個相當重要的議題，資料庫中往往都含有錯誤的資料，錯誤的資料會導致分析結果出現偏差的狀況，所以在進行資料分析之前，資料清理與整理是必要的事前處理工作。 我們從母體資料分佈與樣本資料分佈得知，在清理與整理資料之前，平均創新員工人數為92.08，平均工商員工人數為135.54；在清理與整理資料之後，我們比較兩個資料庫員工人數的相關性、相似性、距離等性質，結果顯示兩個資料庫的資料一致性極高，平均創新員工人數與平均工商員工人數分別為39.01與42.12，跟母體平均員工人數7.05較為接近，也顯示出資料清理的重要性。 本研究使用的方法為事後分層抽樣，主要研究目的是要利用產業創新調查樣本來推估95年工商及服務業普查母體資料的準確性。產業創新調查樣本在推估母體從業員工人數與母體營業收入方面皆出現高估的狀況，推測出現高估的原因是產業創新調查母體為前中華徵信所出版的五千大企業名冊為母體底冊，而工商及服務業普查企業資料為一般企業母體底冊。因此，我們利用和產業創新調查樣本所相對應的工商普查樣本做驗證，發現95年工商及服務業普查樣本與產業創新調查樣本的資料一致性極高。 / Data quality is good or bad will affect the decision quality and achievements in the implementation of various actions, so the data quality more and more attention in recent years. This study consists of two databases, one is the industrial innovation survey database, another is the industry and commerce census database in ninety five years. Data quality is good or bad of a database is also a very important issue, the database often contain erroneous information, incorrect information will result in bias of the analysis results. So before carrying out data analysis, data cleaning and consolidation is necessary. We can know from the parent and the sample data distribution. Before data cleaning and consolidation, the average number of innovation employees is 92.08, and the average number of industrial-commerce employees is 135.54. After data cleaning and consolidation, we compare the correlation, similarity, and distance of the number of employees in two databases. The results show the data consistency of the two databases is very high, the average number of innovation employees is 39.01, and the average number of industrial-commerce employees is 42.12, it is closer to the average number of parent employees 7.05. This also shows the importance of data cleaning. Method used in the study is post-stratified sampling, the main research objective is to use industrial innovation survey sample to estimate the data accuracy of the industry and commerce census in ninety five years. Use industrial innovation survey sample to estimate the number of employees and operating revenue in the industry and commerce census in ninety five years are both overestimated, we guess the reason is that the parent of the industrial innovation survey is five thousand large enterprises published by China Credit Information, and the parent of the industry and commerce census is general enterprises. Therefore, we use the corresponding industry and commerce census sample for validation. The results show that the data consistency of the industrial innovation survey sample and the industry and commerce census sample in ninety five years is very high.

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。

和顧客保持長期關係，對於企業經營是有利的，然而，由於資訊科技的進步與物流效率的提升，顧客越來越來越聰明，要尋找並取得替代產品與服務也越來越容易。在這樣的環境前提下，如何使顧客願意與企業維持長期關係而不轉向競爭者，是企業的一大挑戰。在文獻探討中本文發現，其關鍵是在於要能夠持續與顧客互動並了解顧客，並且將這些了解應用於產品設計、流程設計與組織設計。對於顧客的了解，本文定義其為顧客知識，就成為了顧客關係的基石。不過，由於與顧客的接觸點越多，了解顧客的管道就越多，其整合上有一定的難度，而資訊科技與傳統行銷方法都能夠產生對於顧客的了解，再加上產生並應用對於顧客的了解，以塑造顧客在消費與使用產品與服務時能得到高度的滿意，已經企業所有部門的責任，這樣跨部門的作業也不是一件簡單的事，這些議題都是企業在顧客知識管理上所需面對的。 在過往的文獻中所談的顧客知識管理，很多都混淆顧客資訊與知識，較無探討企業如何加工與顧客互動所得到的資訊，因此無法清楚了解企業在顧客知識管理上所作的貢獻為何。本文就以流程觀點，並以目前市場需求飽和且競爭激烈的人壽保險產業中的一家企業：保誠人壽為例，探討企業內的顧客知識流程，並且探討主要的影響因素，以了解企業在顧客知識管理上所作的努力。 而在本文個案的探訪後，本文還嘗試以服務業作業系統的角度，提出一種顧客知識的新分類：前台作業所需的顧客知識、後台作業所需的顧客知識，並且根據個案中保誠人壽的實際做法，修正文獻探討所提出的顧客知識管理架構，並且提出三種顧客知識管理的類型以及提出其管理重點，以作為實務界與後人研究的參考。 / It is beneficial for an enterprise to keep long-term relationship with its customers. However, owing to advances of information technology and the improvement of logistics efficiency, it is not difficult to search and acquire better products and services to substitute for what they are using now. Under these circumstances, it is a challenge for enterprises to retain their customers. How to do this? The answer in literatures is: to gain more customer insights (defined as customer knowledge in this study) through interactions with customers and apply them in product design, process design and organizational structure design. Therefore customer knowledge is the basics of long-term relationships with customers. But still, there are issues. First, an enterprise may have many contact points with its customers. Then, there are traditional ways versus information technology ways to generate customer knowledge. Finally, an enterprise has to think how to address appropriate customer knowledge to right departments and use them to enhance the total experience when interacting with customers. These are all issues an enterprise has to face with when trying to do “Customer Knowledge Management” (CKM). Most of past studies on CKM did not tell the difference between information and knowledge, thus can not clearly define what contributions an enterprise makes when implementing CKM. This study attempts to investigate practices of CKM in an enterprise in life insurance industry, in which the demand is saturated and the competition is fierce, from a process perspective to manifest how customer knowledge is generated and applied, and what main factors are to affect CKM in an enterprise. After investigation of the case, this study proposes a new framework, from the operation system in service industry, to classify customer knowledge into two categories: customer knowledge needed for front-office operations, and customer knowledge needed for back-office operations. In addition, according to practices in this case, this study will revise the CKM process framework proposed right after the literature review, and will raise keys to successful CKM in CKM processes, for the reference for following studies.

台灣資訊服務業的興起，係源自於企業需要資訊服務以解決重複性作業及複雜的管理面問題，以及過去外商進入台灣市場促成產業的競爭發展。台灣資訊服務業者普遍存在有營運資本小、資源有限、產業鏈分工界線不明確的先天體質問題，又同時面臨內需市場小、進入障礙低、競爭者眾之環境面挑戰，在對外開拓國際市場時，又得面對瞬息萬變的環境競爭因素。 資通訊科技服務係為國家基礎建設，資通訊服務是伴隨著商業應用需求而來。繼電子、資訊及通訊產品發展成為占有台灣高達3成外銷比重之後，政府已將資訊服務業列入重點推動產業，期許能在既有的硬體產業優勢下，結合資訊服務業者於軟體質量的提升，打造台灣核心競爭優勢。尤其是資訊服務產業中占比重最高之系統整合業者，應如何建立核心競爭優勢，推出具競爭力的產品服務，建立與產業客戶的長期合作關係，並確保在利基市場上的交易競爭優勢，以求獲利與永續經營發展，是值得關切的議題。 本論文分析架構係以交易成本理論和策略行銷4C理論為基礎，以A公司個案分析為主軸。透過探討A公司發展歷程中如何建立4C行銷策略優勢，包括如何降低客戶之C1：外顯單位效益成本、C2：資訊搜尋成本、C3：道德危機成本，以及運用C4：專屬陷入成本等，以建立市場行銷優勢，並運用4C優勢，建立良性之4C循環，以求長期經營發展。A公司之行銷策略將可提供類似規模與背景的資訊服務業者參考之用。 研究分析A公司個案後，發現其4C循環策略為，建立C1優勢加強競爭力，藉由與C3優勢強者合作拓展通路以降低C2，在客戶端建立有利的C3和C4，並為符合客戶之C1需求，再強化C1之產品效用，建立更強的C3和C4；但其中最為注重C1，因為C1是競爭力的來源，是構成其他3個C的支撐點。 朝聚焦策略發展，並做好基礎技術研發和國際品質認證等基本功；對產品有明確之STP（Segmentation, Target, Positioning），並掌握市場動向之洞察力（street-smart insight），以對的產品切入對的市場（do it right），形成有利的4C循環，才能夠維持優於同業之表現。並在穩健創新經營原則下，掌握利基市場，因時因地制宜的運用4C行銷策略，才能確保4C競爭優勢。 / The advancement of Taiwan IT services is derived from the business needs for information service to solve duplicate activities and complicate management problems, and also contributed by the industrial competitions from foreign IT service companies’ entering Taiwan market. In Taiwan IT service industry there widely exist endowment problems like small operation capital, limited resources, vague supply chains, etc., and environmental challenges, such as the small domestic market, low industrial barrier, furious competitions, etc., and furthermore, there are changeable competition factors in exploring international markets. ICT services are the fundamental national infrastructure, and are accompanied by business application needs. As we know, electronic, information and communication products account for more than 30% of Taiwan exports. After this, with the expectation to create the core competitive strength for Taiwan, IT service industry is one of the key promotion targets chosen by the government, to combine the current hardware industrial strength with the upgrade of software quality and volume. Especially for system integration services, the majority type of IT service industry, it is always worthy to study how to build up its core competence, launch competitive product services, and establish long-term relationship with customers to ensure transaction strength in the niche market, gain profits and sustain for long. The research is based on the analysis framework of transaction cost theory, and strategic marketing 4C theory. The case study：Company A is the axis. By researching the development of Company A, to find how it can accumulate 4C strength, including how to lower customers’ external cost on utility, cost of information searches, cost of moral hazards, and better use cost of assets specificity to enter positive 4C cycles in the long run. Its marketing strategy can be used as a reference for the similar IT service companies. The finding of Company A’s 4C cycles is that, build up C1 power to strengthen its competitiveness, by alliance with C3 power enabled partners to lower C2, and establish customers positive C3 and C4. In the meantime, in accordance with the customer’s C1 needs to enforce the utility of C1, there is C3 and C4 competitiveness strengthened furthermore. Above all, it is suggested to focus on C1, and be aware that C1 is the source of competitiveness, and the leverage of other 3Cs. Deploy focus strategy, and elaborate the basic techniques of fundamental technology research and international quality assurance, with specific product STP（Segmentation, Target, Positioning）, street-smart insight and do-it-right, will form positive 4C cycles, which can result in better performance in the industry. Under the stable, innovative operation principles, catch niche markets and use strategic marketing 4C deliberately to ensure 4C competitive strength.