電動汽車產業是近年來發展的新興產業，這個產業的發展，代表了全球開始省思長期使用石化燃料，對我們生存的環境，產生的諸多嚴重不良影響，空氣品質的汙染，有毒氣體的排放，尤其因大量二氧化碳的產生所造成的地球溫室效應所引發的全球氣候急遽變遷的問題，是我們全體人類不能逃避且必須正視的課題。另外，對石化燃料永續性的疑慮，也是引發全球各個先進國家亟欲尋求解決方案的原因，新能源或再生能源的開發，結合其潔淨且永續的特質，將對任何一個國家的未來發展，產生深遠的影響。而電動汽車產業，正是再生能源應用上最直接且最有價值的範例。 雖然，再生能源發電，無論是太陽能發電亦或是風力發電，有其潔淨與永續性的優點，但是，其分散、間歇性、無法預測且不穩定的發電特質，造成再生能源發電，在實際應用上產生問題。尤其當再生能源發電與傳統電力系統整合使用時，其發電率不穩定的特性，將對既有電力系統造成嚴重的影響。此時，電動汽車產業適時的提供了解決方案，使再生能源發電在未來，得以順利地與傳統電力系統一起進行商業運轉。 由於電動汽車產業為新興產業，因而發展出新的產業價值鏈，也造就了許多傳統汽車產業價值鏈的涉外企業，有機會涉入汽車產業領域，尤其是與機電工業相關的企業，挾其在機電工業所厚植的核心能力，使其擁有相對的競爭優勢。又因為電動汽車與再生能源在商業應用上的關聯性，使得與電力產業相關的企業，亦有機會跨足到電動汽車這個新興產業內，尋求業務發展的機會。 中國政府已從電動汽車產業訂定其國家發展策略，以其與美日歐等先進國家在電動汽車產業上，接近齊頭發展的位置，與擁有廣大的汽車市場為其發展的後盾，期望能在短時間內，取得電動汽車產業的世界領導地位。而有鑑於對能源需求的迫切性，以及對未來能源取得的風險管理，再生能源的開發與在產業上的應用，也成為中國政府能源政策的重要議題。 身為全球重要的機電工業與電力產業供應商之一的西門子企業集團，以其在發電、再生能源、輸配電、終端電力應用、電動驅動、以及通訊與資訊科技等領域所累積的核心能力與經驗，也積極地朝電動汽車產業，尋找未來的策略定位與發展方向。該企業已訂定了其在電動汽車產業的商業模式，與應厚植的核心能力，並實際參與諸多相關的產業計畫，目的是為了培養並累積其產業經驗。 本論文將以個案研討的方式，以中國政府以及西門子企業集團發展電動汽車為背景，探討電動汽車新興產業，其產業結構、價值鏈、商業模式、其未來的成長動能與發展契機、以及西門子企業集團所發展的電動汽車產業商業模式在中國市場上的應用。

臺灣半導體產值已佔全球半導體產值的百分之二十，而臺灣IC設計產值亦已佔全球第二位之重要位置，然而現今在全世界之市場、產品定義、及產品規範都掌控於歐美世界大廠之手，臺灣IC設計產業如何擺脫低價競爭之厄運，甚至有時就算低價競爭，也無法在歐美IC設計大廠已攤平開發成本下，在價格上取得任何優勢；因此在原有臺灣IC設計產業舊有之經營模式，大陸山寨市場提供一個絕佳從資通訊產業上、中、下游之產業鏈重組之模式，臺灣IC設計產業因此在經營模式上必須找出一可以創造產業鏈上、中、下游多贏之經營模式。山寨手機是目前相當成功的一個案例，也創造出一個華人市場特有的手機產業鏈模式，因此此一成功案例也成為目前臺灣IC設計產業最想複製並找出其中致勝之道。 本研究主要探討之問題有四：晶片設計產業，在擴散其核心競爭力時，往往是跨產業別之新的開始，應考量之要點為何？ 為切入成熟市場，新的晶片設計公司從”邊陲市場”切入該產業時，產品需提供何種差異化?需提供何種服務並如何取捨? 晶片設計公司原本為腦力密集產業，強調是小而美；然而面對現今山寨產品之風行，山寨系統廠將營運重心轉往銷售及量產管理，則晶片設計公司在組織上如何因應此種產業分工之改變? 晶片設計公司之核心能耐擴展，在山寨市場所需具備之條件為何？ 本研究主要藉由策略與組織、技術能力、與市場因素三個構面做為主要分析架構。由三主要架構再細分各架構之變項，在策略與組織中，共有企業經營團隊、核心競爭優勢、組織架構、及網絡定位等變項；在技術能力中，則有過去所累積之產品開發經驗、內部知識傳遞之效率、外部可利用之資源網絡、產品開發管理制度、組織學習能耐及企業之知識管理系統等變項；在市場因素中，則有市場需求之變化、產品行銷、產業合作網絡、及政策因素。 本研究所獲得之研究發現則針對於策略與組織、技術能力、與市場因素此三構面分別描述如下： 一、 在IC產業擴展產業別時，穩扎穩打以鞏固進入產業核心競爭力之根基為企業領導者之主要任務，因此循序漸進為較適當之策略展開作法。 二、 IC設計公司為對客戶提供更多的服務，且面對新的挑戰時，從現有組織分出一獨立組織，或是在公司內部創造出新的組織結構，以便重新定義新流程或定義新的工作型態。 三、 當IC設計產業為因應山寨產業之生態，若需跨足原先IT產業分工中，屬於品牌廠所需負責之工作時，因財務之負擔，必須審慎以對。 四、 企業以”邊陲進入”之模式切入成熟產業，若在硬體平台相類似下，僅以低成本之差異，但無法取得消費者在其他產品特性方面之認同，則將難以形成產品認同。 五、 企業在跨入其他產業時，利用購併之方式快速取得核心技術，重新定義新任務所需之流程及價值觀為首要任務。 六、 技術追隨者在進入市場時，選擇以”邊陲市場”進入為一正確之選擇，然而利用”五力分析”分析市場競爭者之動態，隨時調整本身策略為更重要之功課。 / According to the market report, 20% market share of world wide semiconductor market is supplied by Taiwan’s companies, and the total market share of Taiwan’s IC design house is ranked as second within world wide IC design companies. But until now, all of the product definition and product specification are dominated by USA or Europe companies. Even to offer the price competition strategy to the target market, sometimes Taiwan’s IC design house also cannot break even by the traditional quickly follower business model. China market offers a good market, which is different with the traditional business model, to re-organize the business chain, and we called it as “Shanzhai” market. Taiwan’s IC design company could define a new business supply chain to win back some market share within the mature market. “Shanzhai” mobile phone market is a successful case, and it also create a special business supply chain within Chinese countries. Based on this successful case, other Taiwan’s IC design companies also want to analyze and find out the successful business model. Within this research, there are four questions should be covered, and shown as below.  Within the IC design industry, what’s kind of consideration should be discussed when it try to expand it’s core competition?  When a new IC design company want to cut in a mature market, what’s kind of service should be considered except the product differentiation?  IC design house is a high technology company and focus on small size but with high quality engineers. If IC design companies tried to target on servicing the “Shanzhai” market, they how to re-organize the traditional organization to meet the different models with small quantities business models.  To expand the IC design house core competition for servicing “Shanzhai” market, what’s kind of conditions should be prepared? Within this research, it consists and discussed from three dimensions which are strategy and organization, technology capability, and market factors. Under the three dimensions, there are some detailed key factors should be covered. Under the strategy and organization, it should cover company management team, core competition analysis, organization structure, and the position within the supply chain. Under the technology capability, it should cover the product development experience, the knowledge communication efficiency internally, the learning capability of new technology, and knowledge management system. Under the market factor, it should cover the analysis of market demanding, market promotion, business cooperation, and policy consideration. By the three dimensions(strategy and organization, technology capability, and market factors), this research have the following finding. 1. When the IC design company expand it’s core business, it is better to expand the core business sequentially as it’s strategy. 2. In order to provide more new services other than traditional services of IC design company, the IC design house is much better to organize a new supporting organization or re-organize a new section to support to re-define the working SOP or define a new working model. 3. In order to service the “Shanzhai” market, the IC design company may involve the service of traditional brand name company’s business. The financial burden is a critical issue should be considered at first. 4. When the IC design house tried to step into a mature market as technology follower, it should try to find other differentiation point other than lower price only. 5. When the IC design house try to merge other IC design company for quickly step into a new market, the first priority is to re-define the new working SOP and target task for new group. 6. The technology follower select a second/or third priority market as their target market is a correct selection. But the most important is to adjust the own strategy dynamically according to competitor’s status.

在生技服務產業中，臨床試驗服務業(CRO)為收益最佳且最具發展價值的項目，2009年全球CRO總營收中，臨床試驗服務業營收就約占總營收的一半，加上近來全球各國開始加速醫藥產業的發展，國際藥廠也逐漸加重臨床試驗外包比例，整體全球臨床試驗服務產業需求大增。 台灣自1997年起，本土企業就開始努力耕耘於臨床試驗服務領域，直至今日，已累積許多成功的經驗與案例，然而在面對國際大廠寡占市場，以及亞洲新興國家CRO企業如雨後春筍般盛出的環境下，台灣CRO企業於發展上仍飽受壓力，不過，這些在多年的經營下，事實上也已累積了相當的能力，若能針對自身核心能耐進行統整分析、經營及拓展，相信仍將有辦法面對全球之競爭環境。此外，由於臨床試驗服務業屬知識密集之服務性產業，經驗累積、專業性及外部關係資產等智慧資本皆較有形資本更能代表企業所具之價值，因此，本研究主要從智慧資本的角度來探討臨床試驗服務企業所具有之核心能耐，並依不同經營時期比較核心能耐之變化，以了解企業所具有之競爭優勢及優勢變化。一方面期望透過本論文之架構，提供企業有關自身核心能耐之分析方式的參考，協助其進行自我核心能耐之統整分析，另一方面，也期望藉由本論文之CRO企業核心能耐之個案分析，提供企業在選擇經營或拓展核心能耐時作為參考。 本研究所得到的結論如下： 1. 運用外部關係資本-與其他企業進行聯盟合作，是臨床試驗服務公司用以提升服務能力、擴大服務範圍，及拓展核心能耐的重要方式。 2. 臨床試驗服務公司所具明確的企業價值與文化，有助於其營運上的發展以及獨有特色的創造。 3. 發展較成熟的臨床試驗服務公司會具備涵蓋人力資本、組織結構資本及顧客關係資本之核心能耐，所具備之核心能耐較不易再進行拓展，反之，較新進的臨床試驗服務公司則較易拓展其核心能耐。 4. 臨床試驗服務公司所擁有的「教育」及「品牌」智慧資本，有助於提升公司其他的智慧資本。 5. 我國本土臨床試驗服務公司較重視發展具差異性之核心能耐，而我國外商臨床試驗服務公司則較重視員工專案執行之能力。 關鍵詞：臨床試驗服務產業、CRO、核心能耐、智慧資本 / In the Bio-service Industry, clinical trial service is the most profitable and valuable item. In 2009, the revenue of clinical trial service accounted for about half of the revenue of CRO Industry. Recently, since all the countries in the world are speeding up developing Pharmaceutical Industry and pharmaceutical companies are gradually raising the proportion of clinical trial outsourcing, the demand of clinical trial service are grately increasing. From 1997, Taiwan local companies have been working so hard in the clinical trial service area. Till now, Taiwan local companies have accumulated lots of successful experience. But when facing the oligopoly market of CRO Industry and competition of Asia new CRO companies, Taiwan CRO companies still have big stress on operation. However, since Taiwan CRO companies have had great competence in clinical trial service, we believe that if Taiwan CRO companies can tidy up, analyze and expand their own core competence, the competitive strength of Taiwan CRO companies will get improved to face the global competition. Besides, intellectual capital of CRO companies which are knowledge intensive business services (KIBS) shows real value of the CRO companies. Hence, this study is trying to investigate the core competence of clinical trial service companies from intellectual capital aspect, and also trying to compare the differences of the core competence in the different timing. We hope this study can on the one hand provide CRO companies a way to analyze their core competence, and on the other hand can provide the successful core competence information of the study cases for CRO companies as a reference. There are several conclusions from this study: 1. Using relationship capital-business collaboration is an important way for the clinical trial service companies to improve their service ability, broaden their service area, and develop their core competence. 2. The clear values and culture of clinical trial service companies can help the development and operation of the companies, and create the characteristic of the companies. 3. A mature clinical trial service company has accumulated plentiful core competence in human capital, organizational capital and customer capital, and it’s hard for the company to deepen and broaden its core competence. Relatively, it’s easier for a young clinical trial service company to develop its core competence. 4. The intellectual capital of “Education” and “Brands” of clinical trial service companies can upgrade other intellectual capital of the companies. 5. Taiwan local clinical trial service companies emphasize the core competence with differenciation while foreign clinical trial service companies in Taiwan emphasize good executive ability of the employee. Keywords: Clinical trial services, CRO, Core competence, Intellectual capital

摘要 分類是研究的第一步，服務業理必須基於有意義的分類，才 可能提出規範性的結論。此外，服務業的無形產出，必須透過細緻的 服務傳送系統設計來傳遞給顧客。因此服務業的研究首要工作，在從 抽象的層次中提出對服務業無形特性的有效分類。經由文獻檢討及實 務觀察，本文提出三項服務業的產出分類構面:經濟性、社會性及心 理性利益，稱之為服務核心。以此三構面將台北市的服飾零售業分為 四種類型:經濟心理性、心理性、混雜性及經濟性零售店。各類型零 售店中較績優者，相互之間服務傳送系統的差異非常明顯，顯示績效 的殊途同歸性是明顯的。用一類型零售店組內的比較分析中，以類神 經網路求得影響績效最重要的服務傳送系統項目:經濟心理性最重要 的活動與商品無直接的關連;心理性零售店最重要的是人員專業性與 商品風格與品味;經濟性零售店的服務傳送系統則是愈簡單愈好。文 末並提出相關的討論是建議。 / ABSTRACT keywords: service industry, service core, service delivery system, retail industry， neural network Classification is the first step for research. Normative suggestions cannot be provided unless meaningful classification is available in service management. Meanwhile, intangible output in service organizations usually is transferred to customers through delicate service delivery system. Therefore the primary task in service management research is to devise efficacious, theoretical classifications to govern inherent intangibility in service management. Through literature review and field study, this paper proposed three classifying dimensions for fashion retailing, which were termed service cores consisting of economic , social , and psychological benefits. Based on these three dimensions, four types of retailing firms were derived with clustering analysis: eco-psychological, psychological, and economic types. Between groups, better performers were extracted to compare with each other， which demonstrated the significances of equifinality towards performance and differences between these four retailing types. Within groups, neural network analysis was employed to determine important factors in service delivery system. In eco-psychological type, important factors were irrelevant to merchandises. Professional salespersons and special merchandise were critical to psychological stores. Better economic stores were all rated low in most delivery activities. Relevant suggestions and discussions were given to conclude the findings.

針對台灣高科技產業的研究重點，學術上常常會從產業生命週期、公司內部的核心能耐或是從產業結構的定位作為出發加以探討。而本篇研究將會從策略行銷、技術採用生命週期、核心能耐三方面的角度進行技術創業公司價值創造及商業模式的分析。實務上，本篇研究也將致力於技術採用生命週期、核心能耐、策略行銷三方面角度的架構予以整合，如此一來，就能夠透過整合性架構幫助業主在實務上的思考。 本研究採取的是個案研究方法。個案研究法中對於個案的選擇，並非重其全面性與系統性，而是重在選擇有代表性與對比效果的個案，以獲得較為豐富的個案內涵以供對研究議題之深究。本研究選擇了龍彩科技、群聯電子、訊連科技以及茂林光電四家較為年輕且分屬不同產業龍頭的公司作為技術創業的個案分析公司。 本研究得到的結論為技術創業公司在保齡球道確認自己的核心技術所能為顧客創造的價值之後，由於台灣新創公司通常無法自行掌控技術採用生命週期，因此隨著產業的發展與產業間的互動，會決定未來新創公司所走的技術採用生命週期的路徑。技術創業公司通常會在康莊大道開始積極培養新的能力來因應下一波的創新。價值創造方面以降低顧客的外顯單位效益成本為關鍵重點。商業模式若從本篇研究的角度來看，即是在技術採用生命週期上，價值創造與核心能耐的互動。若價值創造與核心能耐產生良性循環，則公司的商業模式會開始強化，這樣就能協助公司在各個技術採用生命週期的階段站穩腳跟。 / Academically, we usually use the standpoints of Product Life Cycle, Core Competence or The Position of the Industrial Structure to study high-tech companies in Taiwan. This research would combine the standpoints of Technology Adoption Life Cycle, Core Competence and Strategic Marketing Analysis to study the technological entrepreneurship in Taiwan, especially in value creations and business models. This is a multi-case study, choosing the representative and comparable cases, including HC Photonics Corp., Phison Electronics Corp., CyberLink Corp. and Global Lighting Technologies Inc., which are younger and playing important roles in their industries. By analyzing the four companies, this study concludes that： 1.A business model means the core competences interact with the costumer values at the Technology Adoption Life Cycle. A great business model means it’s a positive cycle of interaction and the positive cycle can help companies stand firmly at the Technology Adoption Life Cycle. 2.The most important costumer value is Over Cost per Unity (C1).

隨著全球經濟成長日漸趨緩，市場競爭越來越激烈，許多企業在面臨前所未有的環境劇變時，選擇透過建立新事業的方式找到企業持續向上成長的動力引擎。然而在建立新事業的過程中，企業往往會面對自身現有核心能力不足或是資源匱乏的經營窘境，導致新事業發展並不順遂。因此許多企業在發展新事業的過程當中，選擇透過組織創新的方式以獲得發展新事業的相關核心能力。 本研究主軸為探討企業組織創新作為與企業組織創新後發展其新事業相關之核心能力變化此兩大構面。本研究先針對研究目的研擬出研究問題後，進行文獻回顧並推導出具有實證性的觀念架構。透過多重個案研究方法，選擇四間我國電子產業中致力於新事業發展的企業，以具有理論基礎的觀念架構為主軸，進行個案資料蒐集與訪談，透過深度訪談的方式了解四間個案公司在新事業建立的過程中，組織創新作為對於該企業之影響。 本研究所獲得之研究結論如下： 一、 組織創新能夠有效的協助企業新事業發展。 二、 企業全面性的組織與制度改革有助於其提昇新事業發展的彈性空間。 三、 企業在文化上的重新塑造，會對其發展新事業產生全方位性的影響。 四、 技術創新與管理創新作為對於新事業開發過程中的核心技術能力有明顯且正向的影響。 五、 企業藉由管理創新的作為，可以提昇其規劃與評估的能力。 六、 企業之文化、組織、制度與系統等多方面的交互創新，會對其創新能力與執行能力產生明顯的正向效果。 最後，本研究說明了研究結果對於學術上之貢獻，並且在最後對於實務上以及後續研究上提出建議。 / With the global economic growth rate slowing down, the market becomes more and more competitive. Many companies try to create new businesses to face the environmental change and to keep growing. However, these companies face a business predicament of lacking core competencies while establishing new business, thus, usually leading to unsuccessful expansions. Therefore, it is necessary for the companies to seriously take core competencies into consideration as they intend to develop new business through organizational innovations. This study aims to explore the issue of how industrial firms build up their core competencies as they develop new businesses through organizational innovations. A multi-case study approach is used and four companies from the electronics industry in Taiwan are selected as research subjects. The preliminary findings from the study are as follows: 1. Organizational innovations are shown to be conducive to new business development. 2. A reform of corporate managerial systems is indicated to be helpful for enhancing the flexibility of new business development. 3. A re-structure of corporate culture shows a significant impact on the positioning of new business development. 4. Both of technological innovations and administrative innovations indicate a positive relationship with the establishment of the core competencies during the process of new business development. 5. The industrial firms are shown to enhance their methodological competencies through administrative innovations. 6. A holistic innovation based on the culture, organization, institution and managerial systems indicates a positive relationship with the industrial firms’ innovative capabilities and implementation capabilities. Keywords: Organizational Innovation, Technological Innovation, Administrative Innovation, Core Competencies, New Business, the Electronics Industry

新產品開發與研究為企業創造企業價值的重要策略之一，在面對電信加值服務產品急遽變化的特性下，唯有以積極的創新精神，不斷研發新的技術、開發新產品、提高產品的附加價值，才能為企業創造出更高價值。然而新產品開發的過程繁瑣，牽涉到的單位眾多，加以各產業特性不同，其影響之因素也不同，因此本研究主要在探討其成功的關鍵因素及導致失敗的因素。 本研究以新產品開發的主要構面，結合新產品成功的關鍵因素，而形成一個針對電信加值新產品的開發模式。希望以簡單的模式，指引新產品開發的目標與路徑，並提供產業界成為開發新產品的策略思考工具。 本研究以個案訪談的方式，分享產業專家對電信加值新產品開發的經驗，並分以同公司或不同公司間成功、失敗之案例進行交叉比對，來驗證所歸納之成功、失敗模式中之關鍵因素具周延性，經由三個分屬台灣及中國的個案公司分析探討，本研究可以歸納下述幾個結論與建議 ： (1) 適時切入市場，服務一旦熱絡後加入者眾，但領先族群括分了大部分收益，後面80%的廠商追逐僅剩的20%營收。 (2) 建立上下游良好的關係才能取得產品的快速上架、行銷資源，跟下游的內容供應商上保持良好關係，才能有好的內容獨家使用權。 (3) 建立專業的產品品牌與形象可以在數以千計的服務中脫穎而出。 (4) 建立特殊行銷通路讓新產品大量曝光! (5) 不斷以活動促銷來刺激目標客戶，不斷的提醒用戶你的產品特殊有趣之處，用使用者分享心得的方式更容意打動潛在用戶。

近年來，學者對於有關產業創新的研究積極投入，提出許多足以促進企業創新的影響因素。過去台灣企業競爭力靠的是降低成本以爭取客戶，現在必須思考的是如何利用本身資源的建構，產生創新，並且在創新的過程中，累積更多的資源，逐步達到新的策略定位。 在社會需求改變與產業技術發展等因素下，數位出版產業興起。數位出版產業是許多廠商欲進入的新興產業，本身即包含了許多的創新。本研究以數位出版產業為例，訪談印刷支援廠商、傳統出版業者、資訊系統廠商三種類型的廠商。廠商在進入數位出版產業時，依其本身資源不同，產生不同的創新，創新過程中選擇建構不同的新資源，使其達到產業中新的策略定位。本研究以數位出版產業為例，探討在不同策略定位下，資源建構與產業創新之關係。 研究發現廠商初期擁有之核心資源有助於創新的產生。並利用創新過程中，建構出更多相關之資源。藉由資源稟賦為引發創新之產生點，過程中產生創新。研究中之五個廠商個案中，數種資源稟賦引發14種創新案例，歸類為五種創新形式，包括產品、流程、策略、組織、行銷五種創新。 此外，研究發現廠商以不同之策略定位進入新產業，核心資源建構過程中，利用各種創新形式，達成其所預定之新產業中「數位出版內容加值者」、「數位出版技術提供者」、「數位出版整合營運者」三種策略定位。 數位出版產業尚屬新興產業，市場需求與技術發展變化快速。產業之競爭態勢亦尚未明朗，尚須密切注意潛在競爭者動態。除了本研究觀察之傳統出版業者、印刷支援廠商、資訊系統廠商之外，擁有眾多會員數或網路流量的入口網站是潛在競爭者。然而，各廠商核心資源不同，因此能在產業中佔有適當的位置。廠商應著重本身核心資源建構與創新，並且積極與其他廠商合作，共同推動市場發展，跨越市場鴻溝才是當務之急。 / Recently, there has been a number of studies pertaining to the industrial innovation, and many factors that contribute to the industrial innovation have been proposed. Cost down used to account for the competitiveness of the industries in Taiwan while now it must be considered that how to utilize the existing resources to create innovation, proliferate new resources, and achieve the new strategic positions. Digital publishing is springing up as a result of the change of social demand and the development of industrial technology. This attractive and innovative industry is taken as an example in this study, and one printing company, three publishers, and one computer firm were interviewed. Entering the digital publishing, the enterprises with different natural resource quality create various innovations, generate their own resources, and accomplish the new strategic position. The relation between the resources construction and the industrial innovation in digital publishing are studied in this research. The research discovers that the initial core resources are helpful for the creation of the innovation and the generation of related resources. Numerous natural resource endowments contribute 14 innovative cases which can be categorized into 5 types – product, process, strategy, organization, and marketing. In addition, it is also noted that enterprises construct different strategic positions while entering into new industries. In course of construction of the core resources, they attain the three strategic positions – the digital publishing content adder, the digital publishing technology provider, or the digital publishing integrated operator. Digital publishing is still an emerging industry.Therefore, the market demand and the technical development change drastically. Considering the unclear competitive situation, it may as well pay more attention to the competitors. Apart from the interviewed firms in this study, portal websites that have numbers of members or a large deal of flow are potential competitors. Owing to different core resources, however, those enterprises can stand in their own strategic positions. A company is supposed to focus on the accumulation of its core resources and innovation and to cooperate with other firms to develop the market.

資訊通訊科技的進步為政府帶來變革性的影響，資訊人員照理應扮演重要角色，但卻同時因資源與技術的不足，而有資訊業務委外的需要，使得政府資訊人員必須面臨能力轉換的挑戰。據此，本研究認為應找出資訊人員的核心能力，以發展其競爭優勢並增進組織的績效。本研究是以政府的資訊人員為研究對象，主要目的在於了解目前政府正式編制與約聘僱的資訊人員目前所具備與未來應該具備的核心能力項目；其次是針對目前具備與未來應具備的能力作落差分析與訓練需求評估；最後則是對研究結果提出政策建議。 / 本論文首先透過文獻闡述核心能力的定義，其次檢閱目前與核心能力相關的文獻，藉以找出本研究的定位，並整理各類文獻，建構出政府資訊人員初步的核心能力模式，共五大構面三十七個項目，並以之為調查問卷的基礎；實證資料蒐集時先進行第一波訪談，後續為問卷調查與分析，接著進行第二波訪談，最後統整分析出研究結果。第一波訪談的受訪者有三類共有五人；問卷調查則分別選取中央及地方政府中不同性質單位的資訊人員為問卷發放229份問卷，回收有效問卷158份；第二波訪談的受訪者有三類共兩人。本研究彙整了以上的質化與量化資料，並據以提出相關的政策建議。 / 本研究發現，政府資訊人員在五大構面的能力上，共有十項能力特別重要：積極主動與自信心、人際溝通與表達能力、認知學習、資訊業務委外能力、資訊安全與稽核、業務知能、創新與創意思考、跨域協調與夥伴建立、倫理價值、責任與公共利益。此外，簡任、薦任與委任不同官等、是否為主管職、以及約聘僱人員不同年資等因素，皆會使得資訊人員未來應具備的核心能力有所不同。其他會影響政府資訊人員核心能力不同的因素尚包括：年齡、學歷、目前擔任的職務、過去擔任的職務、職等、績效表現等。 / 根據研究結果，本研究除了由訪談內容整理出政策建議之外，也針對政府資訊人員的核心能力，以及政府資訊人力運用上提出政策建議，以期未來政府資訊人員在遴選與升遷，或是績效考評等核心能力的運用上有所依據，並且提供政府資訊人員在訓練需求評估分析上，所需加強能力項目的參考。 / Information and communication technology advance with each passing day, bringing revolutionary influence for government functions. Government information technology/information system（IT/IS） professionals should have played the important role provided that the resources and techniques were not scarce. The current challenge of IT/IS outsourcing pushes government IT/IS professionals to transform their competencies. Accordingly, this study attempts to find out the core competencies of government IT/IS professionals to make them develop the competitive advantage and improve the organization performance. / The target group included government IT/IS professionals including formal officials and informal employees in the central and local governments in Taiwan. To build core competencies for the government IT/IS professionals, the study proposed 5 clusters including 37 competency items based on the literature, followed by data collection with two rounds of interviews and a questionnaire survey. Five people were selected in the first interview, providing experience about the core competencies of the government IT/IS professionals and opinions for revising the questionnaire. Analyzing the survey data of 158 valid questionnaires, the study dug out the competencies of the government T/IS professionals’ qualified and important degrees to build their core competencies and then undertook gap analysis to assess training needs. At last, two people were selected in the second interview, verifying the previous results and providing policy suggestions. / Aggregating the qualitative and quantitative results, the study concludes with ten core competencies for the government IT/IS professionals, including active and self-confident attitudes, interpersonal communication and articulate skill, perception for continuous learning, IT/IS outsourcing, information security, business function, innovation, inter-organizational coordination and partnership, ethic value, as well as accountability and public interest. Besides, the elements effecting the government IT/IS professionals’ core competencies include their current official rank, position, seniority, age, educational background, performance and so on. / According to the findings above, finally, this study offered suggestions about the information human resources application, the recruitment and promotion of IT/IS professionals, training needs, and performance evaluation.

摘要 在全球化激烈的競爭環境下，組織如何培養與提昇其「核心能力」，以取得競爭的優勢，成為企業、政府與公共管理學者的重要議題。 本研究首先從策略性人力資源管理理論為出發點，藉由研究探討國內外公私部門推動與建構核心能力的經驗，再進一步以核心能力的角度，歸納分析我國公務機關政風人員的角色、職能與核心價值；並透過深度訪談北台灣地區高階政風人員，來探討高階政風人員所應具備的核心能力，並檢視其實際上所具備的核心能力，以瞭解兩者之間的落差，找出高階政風人員所須具備與加強培育的關鍵核心能力，並提出建議供政風機構參考。 本論文除以文獻分析與實地觀察進行研究瞭解外，並以深度訪談法作為本文研究途徑；研究對象為北台灣地區現職及績效卓著的高階政風人員。希望藉由本研究，建立高階政風人員應具備的核心能力項目，並將研究成果提供政風機構作為未來推動高階政風人員核心能力培育、規劃、訓練等策略之參考。 / Abstract In the global environment of acute competition, how to acquire and upgrade their core competence to take the advantage of competence becomes an important issue for enterprises, governments and Public-Management scholars. This research begins with the strategic human resources management theory and then study the experience how the public and private establishments, in Taiwan or overseas, promote and construct their core competence. Furthermore, we analyze the roles, functions and core value of the ethics officers of the public establishments in Taiwan from the view of core competence. And by deeply interviewing the high-level ethics officers in North Taiwan, we study what kinds of core competence a high-level ethics officer should have and what they have already to give suggestions to the ethics establishments. This research exploits approaches such as survey and analysis on theoretical literatures, observation on reality and depth interview. The scope of the objects we study is confined to the high-level ethics officers, in North Taiwan, on-the-job and with excellent performance. We hope that this research can found what kinds of core competence the high-level ethics officers should have and give suggestions to the ethics establishments for their further reference regarding establishing policies of fostering, planning and training high-level ethics officers.