管理大師彼得‧杜拉克（Peter Ferdinand Drucker）認為企業經營的二大目標在於追求生存及追求成長，然而組織在追求成長之前，應先透過完整的規劃分析程序，建立周詳的投入策略，確立發展方針和計畫，以降低或避免不必要的風險並降低資源和成本的浪費，確認公司核心能耐和建立公司為達目標所需要的核心能耐，才能奠定企業績效成長、永續經營的基礎。 工業4.0、Fintech3.0、物聯網不僅徹底改變了消費者的消費行為，更已開始重塑價值鏈。資訊通路代理商如果仍以品牌商和經銷商中間做為box moving的角色自居，在這一波產業和科技的巨大變化中，其存在價值將會明顯降低，更精確地說，也許某天這角色也有可能不存在了。 本論文研究將先確認在這樣的產業變化中，能傲立於全球數一數二的資訊通路代理商需要具備哪些核心能耐，進而審視個案公司是否具備這些核心能耐，並專注於分析個案公司核心能耐與企業成長之間的關係，並運用這些核心能耐尋求新的經營模式，讓個案公司可以在這波巨浪中突破成長，放眼未來。

台灣素來有「美食王國」之稱，台菜、客家菜、湘菜、川菜、日式、韓式料理，或是傳統小吃、地方特產美食，呈現出多元豐富的美食饗宴。近幾年，台灣餐飲業發生較大的轉型，大型餐飲品牌的經營策略逐漸走向進入百貨通路以擴大市佔率，併購其他餐廳以擴大集團規模以及引進國、內外知名品牌達到拓展集團知名度，此外，餐飲業也邁入資本市場，最先進入的是王品集團，近幾年則出現了瓦城、85度C、六角國際等上市櫃餐飲集團，進入資本市場等於是取得邁向國際版圖的入場券，而像鼎泰豐這類的餐廳則是走出不一樣的路線，它雖然沒有走入資本市場，但是它的品牌仍舊在海外大放異彩並獲得米其林一星的殊榮。這些知名的餐廳都經歷過由一、兩家餐廳拓展成現在數十家甚至數百家連鎖餐廳的規模，在這個成長的過程中，是怎樣的能力讓這些品牌在如此競爭的環境中脫穎而出，又是怎樣的能力與制度讓它們保有優勢。根據Hamel及Prahalad(1990)的理論，企業必須根據自有能力建立核心能力，以核心能力為依歸發展策略就能持續保持競爭優，不被市場淘汰。本研究擬以一家日式餐廳為個案，找出其核心能力並為其歸納發展為連鎖餐飲之策略。根據分析結果，個案公司如欲發展為連鎖飲集團必須應強化以下四項核心能力，核心能力一：維持美味及品質一致、核心能力二：提供顧客有溫度的服務、核心能力三：培養優秀的團隊、核心能力四：企業文化的建立及傳承。

自2003年起，經濟部開始向國內企業推廣建立自創品牌，主要目的是希望國內企業應擺脫代工的經營模式，在企業的製造能力足夠或技術成熟時，自有品牌可以為企業帶來更高的利潤，而且也可以達到永續經營的目標，換句話說，當品牌建立的同時，若無法將品牌的能見度打開，品牌價值將無法為企業帶來經營的成效。所以，在Massage產業亦可透過品牌的經營來提高其市場知名度，甚至還可以藉此增加在市場的競爭力。 其實在多元的社會文化中，Massage是一項可以舒緩身心靈的方法之一，而且還是一種兼具放鬆情緒的活動，而這樣的Massage活動並未有一個可以讓消費者熟，知的品牌。因此，為了提高消費者對Massage產業品牌的認知，本研究透過五力分析與主題分析等方法的應用，探討蘭庭府Massage品牌的經營策略的模式，及其受到的威脅，據以作為Massage品牌經營的依據，其研究分析所得到的結論，如下列所述：一、核心價值理念、品牌價值主張、服務價值方向、管理價值目標是蘭庭府Massage品牌的經營策略；二、重視服務品質有助於品牌形象的提升；三、競爭者的威脅會造成蘭庭府Massage的顧客流失；供應商的威脅會增加蘭庭府Massage的營運成本

TFT-LCD產業被譽為臺灣「第二半導體產業」，在國人的努力下，2006年台灣大尺寸TFT-LCD的出貨量和產值，均已躍居世界第1位。由於該產業處於變化快速的競爭環境，如何找出企業的核心資源與核心能力，考慮企業資源基礎的發展問題，協助管理者制定出最適之競爭策略，讓企業能在競爭環境中持續成長與發展等，都是重要且值得探討的課題。 本研究採定性的個案研究法，以台灣2006年大尺寸TFT-LCD產業產量前3名之領導廠商（友達光電、奇美電子、中華映管）為個案研究對象，深度探討其核心資源、核心能力、競爭策略、競爭優勢等項目之內涵及其關連性。經由現有的TFT-LCD相關資料、資源基礎理論等文獻歸納，以及個案研究的分析，本研究主要的發現如次： 一、台灣TFT-LCD企業所擁有的核心資源係來自公司所擁有的獨特的異質性資源組合，其最重要核心資源是無形資源，最重要核心能力是組織能力，主要的競爭策略為是成本領導（或集中）策略，最主要的企業競爭優勢為組織能力。 二、台灣TFT-LCD企業都是獨特異質性資源的組合，以致於每一個企業均具有不同於其他對手的表現。 三、臺灣TFT-LCD 企業的核心資源、核心能力和競爭策略、競爭優勢間，具有相關性：企業的核心資源和核心能力是制定和執行競爭策略的基礎；企業競爭優勢的來源為核心資源和核心能力，且最主要來源是核心能力；當企業有利潤時，將持續發展公司資源及能力，以維持企業持久性競爭優勢。 / The TFT-LCD industry is known as the “second semi-conductor industry” of Taiwan, where, thanks to joint efforts of local talents, in 2006 both the shipment volume and the output value of Taiwan’s large-size TFT-LCD became No. 1 in the world. Because the industry is situated in a competitive environment that changes drastically, there exist several important issues that deserve further study, including how to identify core resources and core competences of the companies, consider development of enterprise resource bases, help management formulate the most adequate competitive strategies, and allow companies to continuously grow and develop in the competitive environment. This study adopts the qualitative case study method, where it uses three leading manufacturers that have the largest production output in Taiwan’s large-size TFT-LCD industry in 2006 (AU Optronics, Chi Mei Optoelectronics, and Chunghwa Picture Tubes, LTD.) as the subjects of this case study to conduct in-depth research on contents of and correlation among their core resources, core competences, competitive strategies, and competitive advantages. By induction from reference materials such as existing TFT-LCD-related data and the resource-based theory, as well as case study and analysis, this study presents main findings as follows: 1. The core resources owned by Taiwan’s TFT-LCD manufacturers come from combinations of unique heterogeneous resources owned by the companies, where their most important resource is intangible resource, their most important core competence is organization capability, their main competitive strategy is the cost leadership (or concentration) strategy, and their main corporate competitive advantage is organization capability. 2. Every TFT-LCD manufacturer in Taiwan is a combination of unique heterogeneous resources, so that each company performs differently from its competitors. 3. Correlation can be found in core resources, core competences, competitive strategies, and competitive advantages of Taiwan’s TFT-LCD manufacturers: core resources and core competences of the companies are the basis of formulation and execution of competitive strategies; corporate competitive advantages result from core resources and core competences, and the main resource is core competence; when a company makes profits, it is going to continuously develop company resources and competences, in order to maintain corporate sustainable competitive advantages.

隨著中國大陸及東南亞照明燈具產業設備的擴增，和廉價勞力成本的威脅以及受到整體大環境的不利因素，台灣燈具照明業者持續面臨著強敵環伺的處境，無疑對燈具出口貿易更是雪上加霜。但隨著近幾年來環保意識提昇及保護環境愛地球的觀念趨勢下，各國紛紛倡導綠能生活、節能減碳，更是為本研究個案公司創造新的轉型契機。 本研究個案公司藉此一波「綠能生活」趨勢轉折點，重新尋求企業定位並調整公司營運方向，利用顧客對燈具照明需求從傳統白熾燈轉變為LED照明和結合智能科技概念，並藉此導入核心顧客關係管理之經營理念，讓行銷聚焦於”挖掘需求,解決痛點,主動積極、細緻貼心”的顧客服務，塑造堅強之顧問式銷售團隊，深入暸解金字塔最上層之20%核心顧客需求並提供解決方案，增進顧客價值最大化，讓雙方合作形成牢不可破之「夥伴與合作式的核心顧客管理」，孕育雙方命運共同體的革命情感，創造雙方共同價值及雙贏策略。 有鑑於此，本研究個案公司利用個案公司中小企業特性，在資源有限的前提 下，推廣核心顧客關係管理的過程。首先，運用Barrett(1986)提出80/20 法則定律的行銷手法，搭配Malcolm McDonald和Beth Rogers(2006)將核心客戶管理分為六個階段，接著運用HouLun和TangXiaowo(2007)指出顧客價值具有雙重屬性，即顧客感知價值和顧客資產價值。個案公司不只是提供產品創造業績的顧客資產價值，而是再升級為顧客感知價值，”挖掘需求,解決痛點,主動積極、細緻貼心”超越客戶需求的顧客服務，將核心客戶關係管理的理論與實際行銷互相配合，創造個案公司與核心客戶的雙贏。 / With upgrading lighting industry of the mainland China and Southeast Asia, the threat of cheap labor costs and the overall environment of the negative factors, Taiwan's lighting industry continues to face the situation of a powerful enemy around, the lighting export performance is getting worse without doubt. However, with the environmental protection awareness in recent years to enhance and protect the environment of the Earth of trend concept in the world, countries have advocated green energy, energy saving and carbon reduction. Meantime, it brings new opportunities of transformation for the case study company. In this case study, the company turned to the trend of "green energy" which can re-locate and adjust the operating direction of company. The company transformed the lighting trend from traditional incandescent lamp to LED lighting integrated intelligent technology concept become core customer management business. The marketing focused on "find out the needs, solve the pain points, be aggressive and positive, detailed caring service”. To build a strong consultative sales team, to understand deeply of the top 20% of the pyramid core customers’needs,to provide solutions to enhance customer value maximization, so that the corporation of the two parties can make an unbreakable "partnership and cooperative key account management" to create mutual values and win-win strategy. In view of this, the study of the case of small and medium enterprises using the characteristics of SMEs in the premise of limited resources, First of all, the promotion of core customer relationship management process, this paper divides key account management into six stages by using Barrett's (1986) marketing approach of 80/20 rule and Malcolm McDonald and Beth Rogers (2006), then using HouLun and Tang Xiaowo (2007) to point out that customer value has dual Attributes, named customer perceived value and customer asset value. Case-based company is not only to provide customers with product creation performance value of assets, but also upgrade customer perceived value. More than customers’expectation to "Find out the needs, solve the pain points, be aggressive and positive, detailed caring service”. Key account relationship management theory and the practical marketing of the interaction between the case in the company and the core customers to create win-win situation.

本研究是以個案公司為例，藉以了解企業公司盛衰起伏的背後原由。對於這些果與因，雖然不能直接以簡單的原由來歸納與說明，但其發展過程中勢必有其脈絡，可以幫助了解公司發展與適應的做法。因此本研究透過描述個案公司各項策略作為，來了解企業經營的歷程。 　　本文第貳章說明研究動機與問題，並對本研究的各項變數做必要的定義。第參章對個案公司的基本資料與背景有較多的說明。本研究主體係個案公司責任中心二(Strategic Business Unit II)，該事業單位為自動資料蒐集產業(Automatic Data Collection)的本土製造商，自1985年第一台條碼閱讀機問世至今，在產業中已將近十六年的時光。 　　十六年以來，由人機介面(Input Device)的定位，以開發個人電腦鍵盤與自動資料辨識產品(Automatic Identification & Data Capture，AID)的條碼閱讀機(Bar Code Reader)，到目前以自動資料蒐集(Automatic Data Collection)產業的主流產品攜帶式自動資料蒐集終端機(Portable Data Collection Terminal)為主的經營範疇；經銷通路從貿易商為主的型態，轉而進入經銷商與系統整合商的通路；由完全沒有產業知名度，到進入美國前十名的自動資料蒐集產業供應商。地理構形也從本土企業出發，成為跨美、歐、日與大陸都有分支機構的跨國經營。 　　從以上的說明可以了解個案公司的發展歷程，詳細的內容可以參考第參章與第肆章的兩個策略轉折點前後的各個構面分析；本文中另以競技場分析，比較個案公司歷經策略轉折點之後在體系、產業結構、產品/市場的相關位置，透過競技場分析可以讓經營者更清楚未來的策略走向。 　　本文第伍章則提出研究發現與後續研究建議，其中的研究建議較值得注意的是個案公司最新的主流產品WinCE攜帶式終端機即將進入開放式的主流環境，在開放式的主流環境對未來成長有絕對的幫助，但風險當然也就大很多。而這項經驗在個案公司早期投入個人電腦鍵盤產品時期非常類似，若能透過對個人電腦產業的反思，相信面對未來的競爭思考能有方向的指引作用。 / “The Company” has been used as an example for my thesis, that helps to understand how an enterprise been successful and going dead. Those reasons and results to be successful and dead, which maybe not easy to get conclusion from simple examples, but we did understand all possible development from those tracks. We are also possible to find the way to adapt all those changes from all tracks’ studies. 　　In this case, the chapter 2 gives the motivation and answers about the reasons to have this thesis. It also defines all variables. In Chapter 3, I give more information and back ground about “The Company.” The major studied body is the SBU II (Strategic Business Unit II) of “ The Company”. That SBU II is the Taiwanese local maker for ADC (Automatic Data Capture) industry. The SBU II produced first Bar Code Reader since 1985 and is existed in the ADC industry more than 16 years. 　　Since last 16 years, “The Company” was positioned as “Input Device Provider,” that developed the keyboard for IBM Personal Computer and Bar Code Reader for AIDC (Automatic Identification and data collection) Industry. Up to now, the business scopes of “The Company” is producing the main trend products for ADC industry, which is Portable Data Collecting Terminal. During last 16 years, the distribution channels of “The Company” are changed from “Trading Company” to “VAR (Value Added Retails) and SI (System integrators). It is also changed from “ No Named Company” becomes one of ten major players of ADC industry in USA market. The geographical point of view is also changed from Taiwanese company to become multiple locations in Europe, USA, The Mainland China and Japan. 　　The description above helps to understand the development of “ The Company”. The detailed information will refer all details in “Three Dimensional Analysis” of those two strategic turning points in the Chapter 3 and Chapter 4. In these chapters, “The Competitive Field Model” is used to compare the different related positioning between two industrial structures, Products and Markets. After that study, I hope that can guide “The Company” to be much clear the way to the future. 　　In Chapter 5, I give some comments about my own development and also give some hints for future studies. There are some key comments about “The WinCE Portable Terminals”, which are going to be the main trend products and opened architecture environment. In the opened architecture environment that is very high growth in market size and industrial business. That is of course coming with very high risky in the future. This experience is very similar with the age of IBM PC Keyboard. If we can rethink the related experience from IBM PC age that may help a lot to face all future market competition. That is one of the key reasons to have this case study.

本篇論文是從民主化權力重分配的角度觀察我國國防人力資源規劃之轉變，並透過一般人力資源理論印證國防人力資源策略性規劃的重要性。民主化改變了國內政治、經濟、社會面的生態結構，同時也解構了國防人力資源的強制力，使得我國的國防人力資源規劃從徵兵制為主的規劃構面，朝向募、徵併行制發展。在「精實案」與「精進案」的過程中，國防人力資源規劃在價值性、內隱性、複雜性、專屬性、稀有性、不可替代性、、、等人力資源特性方面，是否能有效兼顧並給予良好的發展，將對我國兵役制度發展有深刻長遠影響。 在民主化的過程中，權力重分配牽涉到民主化與文人統制的關係，以及國防人力資源規劃背景條件改變的成因，對國防人力資源核心競爭力與核心價值的保存與發揚均有直接或間接影響。因此，本論文也針對此部份進行比較性研究及探討，以論證國防人力資源維繫核心價值之重要性。 本篇論文係藉由民主化的演變以人力資源理論串連現行國軍人力資源規劃模式進行分析，在觀察的角度上主要以總體面及法規制度為主，希望藉由整體性角度的探討，提供國防人力資源規劃時的參考。 關鍵詞：民主化、人力資源、人力資源策略、文人統制、兵役制度、核心競爭力、核心價值

企業轉型是許多傳統企業必經的過程，往哪個方向去轉型，往往取決於企業經營者的決定，而像此篇研究所探討的A公司，所屬的產業是傳統營造與建築產業，A公司在經營的42年也因為大環境的改變，而歷經了二次轉型，經由不斷的改變商業模式，以維持企業的競爭優勢。在轉型的過程中，從原本的營造業跨足到建設業做產業價值鏈上的整合，Ａ公司在台灣的營造與建設產業上，已站穩自己的腳步。 但面臨了整體大環境不佳的情況之下，營造與建設產業市場開始緩慢的在萎縮，此時不論是向上向下整合，對於Ａ公司無法出現立即性的效益。而也在此時平台議題興起，許多傳統企業紛紛轉向平台經營。 當平台模式的出現，帶給了許多傳統產業價值鏈的破壞，例如：Uber 的出現，徹底的顛覆計程車產業原有的商業模式，但即便是運用平台的概念，與顧客接觸的渠道依然沒有改變，消費者還是跟以往的方式一樣搭程計程車。實體的銷售渠道在某些傳統產業中，還是佔了很重要的角色。這也讓傳統產業在轉型的過程中，比起從無到有的企業，來得更具有優勢。 此研究希望可以了解，傳統產業轉型平台時，是否已擁有特定的核心能耐，並與平台所需擁有的能力具有高度配適度、而這樣子的企業是否更適合去轉型成平台。除此之外，也進一步的研究，當傳統產業轉型時，該以何種方式進入平台，才可確保在新舊業務上有更好的協同效果。 / Enterprise transformation is a process that most traditional companies have to face. The type of transformation is usually decided by the person who operates the company. The traditional industry of Company A as discussed in this article is Building and Construction. Because of the changing environment, Company A has gone through Enterprise transformations 2 times by changing its business model to maintain competitive advantage in its 42 years running of business. During the transformation process, Company A has branched out its business from Building to Construction to integrate the value chain. Company A has a firm status in the Building and Construction industry. However, facing with an unsatisfactory overall business environment and the shrinking market of Building and Construction, Company A couldn’t make instant profit by neither forward nor backward integration. Meanwhile, the rise of the platforms forced enterprises to change the original business model of many traditional businesses. The presence of platform is undoubtedly a shock to traditional value chain. Take Uber for example, it has changed the business model of Taxi. Although Uber is based on the concept of the platform, it has not change the way to serve customers by providing transportation service. In some traditional industries, substantial sale channel still plays an important role and has more advantages than those virtual channels. This study aims to find whether the core competence of the traditional enterprise is correlated to the ability of running a platform, and whether such enterprise is better-off if transform to run through platform. Moreover, this study also seeks to find that by which way an enterprise use the platform when they set out to transform could create synergy in existing and new businesses.

摘 要 集團企業是典型的網絡組織，綜效利益則是集團形成的策略目標。但是，集團企業究竟是如何形成綜效利益以及集團所屬各子公司所獲致的綜效利益何以有所差異，卻一直是文獻上較少探討的議題。再者，集團企業追求綜效利益的同時，網絡關係是否也會對所屬子公司產生負面的影響結果，亦是理論與實證急待釐清的缺口。 本研究運用網絡觀點與分析方式，以集團企業子公司為研究對象，探討集團內部子公司網絡關係所形成的綜效差異與彈性限制，以及綜效利益與彈性限制對子公司經營績效之影響。其次，針對集團企業網絡組織型態，本研究亦推論子公司網絡核心度的形成因素，同時分析集團控制程度對子公司網絡連結關係之影響。 根據網絡觀點的分析取向，本研究選擇資產網絡核心度與知識網絡核心度為研究集團企業內部網絡特性之範疇。經文獻回顧與理論推導，合計提出十項二十六個假說驗證本研究所提出之理論架構。透過問卷設計與資料蒐集，合計共寄發47家集團企業之442家子公司，有效之回收樣本為14家集團企業之所屬111家子公司，回收率為25.1%。 實證結果顯示，影響集團企業子公司之資產網絡核心度的前置因素包括子公司自擁優勢、自主意願與進入集團時間。影響集團企業子公司之知識網絡核心度的前置因素則包括子公司自擁優勢、自主意願、進入集團時間，以及外部合作經驗與國際化程度。針對網絡核心度對綜效利益與彈性限制之影響，分析結果顯示子公司的網絡核心度愈高，則子公司所獲得的綜效利益亦愈高；其次，網絡核心度與彈性限制的關係則是呈倒U形的結果，亦即核心度愈高或核心度愈低的子公司所受到的彈性限制愈低；反之，居於上述二者之間的子公司所承受之彈性限制最高。 最後，針對綜效利益與彈性限制對子公司經營績效之分析，實證結果支持綜效利益對子公司經營績效的正向影響結果。然而，彈性限制的負面影響僅出現在高度綜效利益的子公司群組。 針對集團控制程度對子公司網絡核心度之影響，實證結果顯示子公司自擁優勢、自主意願、進入模式與資產網絡核心度的關係會受到集團控制程度之影響。知識網絡核心度與自擁優勢、國際化程度的關係，則會受到集團控制程度的正向調節作用影響。顯示集團控制程度對自擁優勢的子公司有加分效果，因為透過集團的控制程度設計，自擁優勢的子公司將增強網絡核心地位，進而增加其綜效利益，並促進經營績效的提升。 綜合上述之實證結果，本研究發現子公司綜效利益的產生乃源於其所處的資產或知識網絡的核心地位，亦即網絡位置愈核心的子公司，愈能享受集團所帶來之綜效利益。另外，網絡地位不高不低的子公司，反而容易保有較多的彈性限制，形成網絡連結關係的犧牲者。其次，集團控制程度會強化子公司的網絡核心度，進而提高子公司的綜效利益，最後增加子公司的經營績效。因此本研究綜合結論建議，集團企業應鼓勵並協助各子公司建立網絡連結關係，以使每一位集團成員能分享綜效利益，同時降低子公司所受到之彈性限制。 關鍵詞：集團企業、綜效利益、彈性限制、網絡核心度 / Abstract Business Group is typically a network organization. The strategic goal of business group has been the synergetic benefits. However, how business group reaches its synergetic benefits and why different affiliates share various synergetic benefits are topics that have been rarely studied. Meanwhile, the issue that business group, pursuing synergetic benefits, results in negative impact on affiliates has been the question urgent to be answered for practical and academic reason as well. This study, by means of network concept and approach, selects affiliates of business group as the research objects. The purpose of this study is to probe the effects of varied synergetic benefits and flexible constraints among affiliates due to network relationship within a business group. Meanwhile, this study also discusses the influence of synergetic benefit and flexible constrains on affiliate performance. Regarding network organization like business group, this study also infers the variables that lead to the network centrality of the affiliates within a business group and the impact of business control on network relationship of group affiliates. According to the analytic approach of network concept, this study chooses the property centrality and knowledge centrality as the scope of network features of business group. Following literature review and theory inference, 26 hypotheses of 10 main arguments are presented to test the theoretic framework. By survey design and data collection, 422 affiliates questionnaires of 47 business groups were sent. Valid returning mails include 111 affiliates of 14 business groups. The valid returning rate is 25.1%. The analytical results show that the variables, affecting the affiliate centrality of property network within business group, include resource advantage, autonomous intension and entrance timing. The variables, influencing the affiliate centrality of knowledge network within business group, include resource advantage, autonomous intension, entrance timing, external alliance experiences, and internationalization. For the effect of synergetic benefit and flexible constraints on affiliate performance, the analysis result shows that the more central the affiliates within network, the higher the performance. In addition, the relation of flexible constraints and network centrality exhibits inverse U shape. That is, the more and the less central the affiliates within network, the less the flexible constraints. In other words, those affiliates between the more and the less centrality of affiliates receive much more flexible constraints. Finally, in terms of the influence of synergetic benefits and flexible constraints on affiliate performance, result shows the more synergetic benefits an affiliate shares, the better performance it is. Nevertheless, the negative impact of flexible constraints on performance only appears on affiliates with higher synergetic benefits. As to the influence of business control on network relationship, result shows that the relation between property centrality and resource advantage, autonomous intension, and entrance mode are moderated by the extent of business control. Same result is also found between the relation of knowledge centrality and resource advantage and internationalization. It implies that the business control reinforces the relationship between resource advantage and network centrality, by which also increases the synergetic benefits and, moreover, improves affiliate performance. In conclusion, this study finds that the synergetic benefits of affiliates result from the centrality position of the affiliates of property network or knowledge network. In other words, the more central position an affiliate is, the higher synergetic benefits the affiliate shares within the network of business group. On the other hand, network positions between central and phenral locations take much more flexible constraints and become the sacrifices of network embeddedness. Next, the business control reinforces the network centrality, increases synergetic benefits, and, finally improves business performance of the affiliate. Thus, this study comes up with the suggestion that business group should encourage and help affiliates to embed network relationship in order to have each affiliate share synergetic benefit and reduce flexible constraints within the business group network. Keywords: Business group; Synergetic benefits; Flexible constraints; Network centrality

中文摘要 知識經濟的到來意味著知識將成為生財的主要工具。麻省理工學院（MIT）教授萊斯特•梭羅（Lester Thurow）在其1999年的大作「知識經濟時代」（Building Wealth）當中開宗明義便提到，時值二十和二十一世紀之交，微電子、電腦、電信、新人造材料、機器人、生物科技等六大新科技彼此結合互動，創造一個嶄新的經濟世界。這六大領域所屬的基礎科學突飛猛進，開發全新的科技，也造就全新的產業：電腦、半導體、雷射等等。人類已經不能再靠以往的舊公式功成名就。人類發展史上，控制土地、黃金、及石油等天然資源一項是功成名就的要素。但一夕之間，成功的要素變成了「知識」。而要不斷的維持成功與累積優勢，持續創造並且累積「知識」則成為相當重要的課題。 隨著產業的發展，科技跨領域整合的需求程度日益提高。光電產業、數位內容產業、奈米產業、資訊電子產業、微機電產業，在在都不是任何一項單一技術與科技能夠促成的產業。其中，台灣在微機電產業的發展上，因為具有過去累積豐厚的半導體相關知識技能，因此微機電產業被認為是台灣相當有潛力的下一世代重要產業。 在產業持續創新這個過程當中，除了產業本身的研發單位的努力之外，學校的實驗室也在不同的領域扮演越來越重要的角色。然而，對於這股重要的研發勢力，至今台灣對它內部組織平台，核心能力的養成與蓄積，以及知識創造活動的實際內涵並不甚了解。因此本論文選擇針對台灣最重要的微機電系統相關大學實驗室之一─台灣大學微奈米機電系統實驗室─作深入的單一個案研究，以Dorothy Leonard-Barton(1995)的架構，探討一個科技跨領域整合程度高、與產業界互動密切的大學實驗室，其組織核心能力為何？其核心能力如何養成並且累積？實驗室的知識創造活動如何？知識創造活動與核心能力之間的關係如何？ 本研究發現，對於跨領域整合的實驗室來說，要促進並且確保團隊合作的品質是第一要務，而這個目標的達成則是實驗室整體核心能力的展現。他不是一個單一構面能夠達成的，而是從員工知識技能、實體科技系統、管理系統與價值觀和組織文化整體配套之下的組合。其中畫龍點睛的部分，就是組織文化以及價值觀。跨領域整合的實驗室要能夠成功，其價值觀必須相當重視「人」的價值。把「人」當作最大的資產，並且以「人」的整合為首要，而非把「人」只當作是「技術」的載具。因為對「人」的重視，因此他必須要在組織架構與管理系統的設計上都處處考慮到什麼樣的環境能夠促進成員以組織大目標為前提貢獻所能。 單打獨鬥的研究單位因為資源與知識範疇的有限，要開發出一套系統應用的研究成果具有相當大的難度。他們在專業能力的深化上面也許使他們能夠有能力開發出一個技術難度相當高並且有價值的單一元件，然而要對民生經濟與產業有貢獻，光是單一元件是不夠的。因此相對來說，具有跨領域整合能力的研究單位，透過系統整合開發的角度，回來把所需元件兜在一起，迅速整合之後對於民生經濟與產業所造成的貢獻，以及知識整合加值之後所產生的爆發力是相當驚人的。 / Abstract Knowledge is the most important building block of the so called “New Economy”. MIT professor Lester Thurow wrote in his book “Building Wealth: The New Rules for Individuals, Companies and Nations in a Knowledge-Based Economy”, “Knowledge is the new basis for wealth.” He also wrote that, “…A third industrial revolution is under way. Microelectronics, computers, telecommunications, designer materials, robotics and biotechnologies are transforming all facets of life.” Nowadays, the most crucial way to gain and strengthen an organization’s competency is through well management of knowledge. The need of cross-discipline knowledge is becoming more and more urgent as the complexity of the industry heightens. Industries including electronic-optic industry, digital content industry, nanotechnology industry, micro-electro-mechanical industry, etc are all examples of industries that rely highly on cross-discipline technology. Because of the maturity of Taiwan’s semiconductor industry, it is highly expected that micro-electro-mechanical industry will flourish. The collaboration of the industry and university labs is becoming more and more important in the R&D environment. However, there is not as much research on university labs as there are on corporate labs. This research focuses on one of the most important MEMS university labs in Taiwan—NEMS/MEMS Lab of National Taiwan University. The research discusses the following questions under Dorothy Leonard-Barton’s (1995) framework: What is the core competency of a highly cross-disciplined system integrated university lab? How does the university lab strengthen its core competency? What are the knowledge creating activities specifically? How do the knowledge creating activities interact with its core competency? This research finds that the acknowledgement of knowledge management, organization culture, and the value of people is the key to the success of a highly cross-disciplined system integrated university lab. They should not be merely slogans of management studies, but should be embedded in daily operations and value systems of all team members. With that, the power and contribution of the university labs will be significant.