隨著全球紡織品區域經濟與貿易障礙的崛起，研究機構檢測與驗證服務似乎已創造另一片新興市場，儼然成為另一股與國際知名商品檢驗公司如ITS, SGS, TUV等相互抗衡、分食全球檢測與驗證市場的勢力。研究機構的成立當初幾乎都是配合政府政策推動而投入策略性資源，運用高級研究人員，以執行相關計畫。惟隨著策略性計畫的結束，政府預算的刪減，研究機構不再繼續獲得政府經費的支援，必須藉由過去累積的核心資源與相關研究成果轉化為自主營運業務來源。尤其在檢測與驗證服務方面，研究機構基於所累積的能量，積極爭取認證授權成為區域經濟或政府單位指定的檢驗機構，如歐盟環保標章Oeko-tex 100與個人防護裝備(PPE) CE驗證。本研究旨在探討幾個研究機構轉型的案例，分析英國、法國、德國、日本聞名國際的紡織研究機構檢測與驗證服務資源與核心能力建置過程、成長策略與海外據點佈局，期盼這些機構的發展的經驗能夠作為我國財團法人研究機構紡織產業綜合研究所(簡稱紡織所)及亞太地區類似研究機構學習的典範。 本研究以文獻探討及個案研究方式進行。資源基礎建置主要依據Barney (1991)、Grant (1991)、 Peteraf (1993) 及Collis & Montgomery (1997)對於資源的論述，來分析個案研究機構如何建立其有形與無形資產，以及獨特專屬的核心能力；成長策略主要是依據Daniels (1983)之成長向量分析法，採取九種不同的策略與選擇，來分析四家國際個案研究機構與紡織所成長軌跡與策略。 四個個案檢測與驗證服務的共通特色與差異性進一步加以整理比較，成長軌跡與策略也嘗試一起作比較。此外，本研究並歸納整理研究機構的關鍵成功因素及營運績效衡量指標。經過以上研究機構分析與整體比較，本研究獲得結論如下： (一) 研究機構檢測驗證服務關鍵成功因素： 1. 公信力與知名度 2. 核心能力與關鍵技術的建立 3. 研發創新能力 4. 高階主管的經營能力與企圖心 5. 海外據點佈局程度 (二) 研究機構必須維持一定比例的研究計畫，以持續創新與研發能力。 (三) 研究機構的人才培訓是營運收入重要來源之一，研究機構具有一定程度的理論與實務應用，具有高學歷人才與豐富實務經驗，因此對於業界的實務應用幫助頗大，且提供訓練課程可維持固定收入。 (四) 研究機構必須具有高度檢測設備開發能力與主導國際規範制訂能力。 (五) 研究機構主管具有身兼研發與自主業務經營管理雙重功能角色。 (六) 國內穩定成熟檢測與驗證技術應開拓海外市場以創造剩餘價值。 (七) 研究機構必須開創自願性品質標籤或標章為目標。 研究機構檢測與驗證服務營運績效衡量指標主要有下列五項： (一) 營運收入中來自政府與業界比率。 (二) 單位人均產值。 (三) 國內與海外分部據點多寡。 (四) 主導國際標準項目。 (五) 自創品質標籤項目與推廣地區。

本研究旨在藉由中高級文官能力需求的探討，進而分析評鑑與考選的理論與方法，同時以我國現行國家考試方式為基礎，參酌英美日德法等國文官考試制度的設計，在實務上以我國公務人員高等考試一級考試為個案分析進行深入探討。 針對研究發現，歸納本論文之結論，敘述如下： 一、我國中高級文官所需具備的能力，應包括 （一）概念技能(conceptual skills)：問題分析、主動性、計畫與組織、書面溝通能力、敏感性、判斷力、控制力；（二）人際技能(human or interpersonal skills)：領導統御能力、口語表達能力、組織與分析能力、親和力與感受性、決斷力、影響力、分析能力、團體適應力、壓力忍受性、積極性；（三）專業技能(technical skills)：專業知識、專業能力、政策規劃能力、問題解決、創造力、洞察力、獨立性。 二、不同的評鑑與考選方式均有其優缺點，須依據目標的不同而有多元的選擇，此外尚必須考量信度、效度、公平性、應用性及成本等因素。透過問題處理或籃中測驗、團體討論或集體口試、專業科目或方案規劃可以有效衡鑑應考人在概念技能、人際技能及專業技能的能力。 三、我國評鑑與考選制度設計，實際採行仍以筆試為主，有必要吸取不同國家考試用人的經驗，從理論與實務上加以研究改進，始能真正選拔出優秀適合及具發展潛能的高素質人才。 四、英美日德法文官考試制度的設計，可以發現其考選過程相當慎重與嚴謹、考試方式多樣化、考試內容涵蓋理論與實務、考試內涵與工作所需能力相結合、豐富的口試內容並且重視發展潛能。 五、公務人員高等考試一級考試，經個案研究及實際模擬演練發現改革方式較傳統方法較具多樣化，考試內容涵蓋理論與實務，並能與工作所需的能力相結合，予以高度的肯定。 根據以上結論提出具體建議，本研究並將理論與實務結合，以作為我國中高級文官評鑑與考選方式之借鏡，並提供訓練機構或教育單住之參考。 [關鍵詞]：中高級文官、核心能力、評鑑、考選、公務人員高等考試一級考試

本研究旨在探究學習型組織理論在地方政府實施的各項問題，包括地方政府的特質對於發展學習型組織的影響、障礙與啟示，地方政府發展學習型組織的策略與評估、學習型組織相關理論對於地方政府發展學習型組織的啟示等。研究者透過親自參與協助個案發展學習型組織，並以本身職務之便採用文獻探討、問卷調查、訪談及觀察等四種研究方法，針對個案在縣長的親自參與與領導發展學習型組織的過程與階段性成果，做質性與量化並用的研究。 本研究發現領導者的重視與親自參與否是地方政府發展學習型組織的關鍵，而對於學習型組織的意義、策略與評量之了解與妥適靈活運用，更是發展學習型組織的重點。同時本研究亦發現地方政府必須具備必要之基本條件才能實施發展學習型組織；並輔以充分條件，始能讓發展學習型組織發揮得更加完美。而為一般組織成員所最感困擾的發展學習型組織之障礙「沒有時間」，其實是可以克服的，關鍵在於組織的團隊行動學習是否能夠落實施行。 至於地方政府發展學習型組織的另一個難處「成效評估」，本研究發現採用觀察與訪談結果交互比對的方式，其效果遠比問卷調查的結果來得真實可靠。 地方政府發展學習型組織的藝術在於與施政策略的融合，透過學習型組織理論與其他妥適之領導與管理理論的靈活應用，讓地方政府發展學習型組織形成一種自然的組織運作方式，則是成熟的學習型組織。 / The purpose of this study was to explore the problems were faced by the local government when it adopted and implemented learning organization theory. These problems included the influences, obstacles and inspirations of the characteristics of the local government when it developed learning organization; the strategies and assessments of developing learning organization by the local government; the inspirations of related leaning organization theories for local government to develop learning organization. There were four research methods were adopted in this study: document analysis, questionnaire, interview and observation. Both of quantitative and qualitative data were collected by this study. The researcher was through his participation and helping the governor to develop learning organization in Pingtung County government to collect the data. The focus of this study were the processes of participation and leadership of the governor in developing learning organization and results of the first stage of developing learning organization. The study found that both of emphasis and participation by the local government leader was the critical point of the success of developing learning organization. The understanding of the meaning, strategies, and assessments of learning organization and implemented them appropriately with good flexibility were the key point of developing learning organization. In the mean time, the study found that the local government must owned some fundamental conditions in order to develop learning organization. A perfect operation of learning organization was assisted by full conditions of the local government. “There was no time” was the main obstacle perceived by the members of the organization when developing learning organization. Actually, it could be overcome if the implementation of the team action learning of the organization was put into effect. Another difficulty for the local government to develop learning organization was ” the assessment of the effect.” This study found if we adopted the results from observation and interview and checked them mutually. It could be obtained a more reliable result than the questionnaire. The art of the local government to develop a successful learning organization was to integrate with the strategies of administration. A mature leaning organization was the learning organization operated naturally in a daily-based. The local government must combined the theories of leaning organization, leadership and management and implemented them appropriately with good flexibility to develop a successful learning organization.

本文係以證券商發言人作為研究對象，探討台灣上市櫃公司發言人的核心能力。有鑑於量化研究較難以發掘核心能力的真實面貌，因此本文是採用半結構式的深度訪談做質化研究，再輔以問卷調查進行交叉分析，進而歸納台灣上市櫃公司發言人所應具備的核心能力，並希望利用這項結果，提供研究者對於發言人核心能力及其職場生態的瞭解，以作為今後對相關領域內學術探討與企業實務的參考。 本研究在學術及實務上的目的有四項，分述如下： （一）探索上市櫃公司發言人核心能力的特質，作為比較依據； （二）了解上市櫃公司發言人從業歷程，彌補既有文獻之不足； （三）作為企業界任命及培訓發言人之參考； （四）提供主管機關未來修訂上市櫃公司發言人制度之參考。 儘管目前學術界缺乏企業發言人的相關文獻可供參考，但經過本文對現 有十家上市櫃證券商進行研究之後，大致可以歸納出以下結論： （一）「專業能力」、「溝通能力」及「情緒管理」是大部份受訪的發言人都擁有的核心能力，也是受訪者建議發言人必須具備的主要核心能力；而「掌握公司文化」與「企業倫理」則是另外發現的兩項非常重要的職能，雖然目前各界的定義或認知可能不同，但這兩項職能未來仍將列入核心能力的範疇之中。 （二）上市櫃證券商發言人通常是由位高權重的資深主管所兼任，他們接任之前的平均專業年資是九．七年，而每天真正花在發言人業務上的時間，大約只占辦公時間的十分之一。 （三）上市櫃證券商發言人希望參加正式的在職訓練課程，以學習法令新知，汲取實務案例經驗，並進行經驗交流。 （四）有關企業購併案的資訊揭露，主管機關應該訂定明確的標準作業程序，以免上市櫃公司必須夾在法令的灰色地帶，一方面要設法在保密過程中推動購併案，另一方面又要擔心資訊揭露太慢而遭受法令處罰。 關鍵字：發言人、核心能力、公司治理、公共關係 / This thesis takes the spokespersons of securities companies as an example to discuss the issue regarding core competencies of spokespersons of the listed companies in Taiwan. To have deeper understanding of the issue, this study conducts in-depth interviews as well as questionnaires on spokepersons of the ten listed securities companies. Quantitative and qualitative data were cross-examined to present the overall picture of the spokespersons of Taiwan’s listed securities companies. By conducting empirical research, this thesis aims to contribute to the academic and practical fields. The major findings of this study are: (1)There are three core competencies that most of the interviewed spokespersons own in this research. They are “Professional ability,” “Communication ability,” and “Emotion management.” These factors are also suggested as criteria for qualified spokespersons by the interviewees. In addition, “Grasping the corporate’s culture” and “Corporate ethics” are also two important abilities emphasized by the interviewees. (2)Generally speaking, the position of spokesperson is not a full-time job. It is only part of the senior managers’ concurrent responsibility. Before taking over the positions, these spokespersons have spent an average of 9.7 years in related professions. The senior managers would spend about one-tenth working hours on the spokespersons’ daily duties. (3)The spokespersons of the listed companies would like to participate in professional training programs to learn new regulations and to share practical experience from case studies. (4)For the listed companies in mergers and acquisitions (M&A), the spokespersons have the obligation to disclose the material information to the public as soon as possible, but the M&A cases might be interrupted or fail due to the immature information disclosure. Therefore, the authorities should set up the standard M&A procedure so that the spokespersons could disclose information step by step, in order to take care of the benefit both for companies and investors. Keywords: Spokesperson, Core competency, Corporate governance, Public relations

本研究主要探討汽車零組件廠商之國際化發展歷程、國際化進入模式選擇以及廠商核心資源能力對其國際化策略之影響。首先藉由文獻探討瞭解企業國際化、核心能力、成長策略及策略九說等相關議題，接著透過實地訪談及次級資料蒐集對研究個案的國際化發展歷程作一回顧，最後分別由國際化理論、資源基礎說及策略九說的觀點對個案的國際化發展歷程及經營策略作歸納整理與分析，並提出本研究之結論。 台灣產業發展以製造業為主體，特別是資通訊產品、機械、自行車等產業在世界上均取得良好的成績。然而面對新興發展國家的急起直追，台灣製造業如何繼續維持本身的競爭優勢，從過去強調製造技術的專精，力求跨入設計、行銷等領域，走向微笑曲線的兩端，成為未來台灣廠商的新挑戰。以資訊產業為例，台灣廠商多專精於通用規格產品製造，藉由大量生產降低成本，常採取的成長策略為極力擴張產能，設法切入產業全球供應鏈成為其中一環。然而相對於資通訊、自行車產品，AM汽車零組件講究少量多樣，在產品生產與企業經營上亦有一定的困難度，台灣廠商如何能在AM車體碰撞零組件市場居世界領導地位，其經營歷程與成長策略究竟為何？立足於現今的基礎上，台灣汽車零組件產業下一階段的成長又應往那個方向進行？這是本研究想探討的議題。 目前台灣約供應全球85％-90％之汽車AM碰撞零組件，本研究選擇台灣AM碰撞件業者中規模最大，亦是全球領導廠商之東陽集團為研究個案，該公司在天下雜誌2007年國內製造業行業別（汽車及其零件）排名中名列第6，營收規模領先帝寶、堤維西等同業，年營收淨額新台幣165.8億元。研究結論簡述如下： 一、強大的模具開發能力、完善的集貨網路、少量多樣彈性生產的管理能力，是台灣AM碰撞件廠商國際化發展成功的重要因素。 二、AM汽車碰撞件廠商國際化發展過程中，應視本身資源能力及國際市場條件，彈性選擇最適的國際化發展模式。 三、AM碰撞件廠商可透過整併競爭對手、增加顧客價值、累積資源能力等方式提昇產業競爭地位，逐步取得市場主導權。 四、AM碰撞件業者可透過降低內部生產成本與外部資源取得成本，提高經營效率，增強市場競爭力。 五、台灣AM碰撞件廠商未來發展應掌握發展潛力雄厚的新興市場，並積極切入國際大車廠OEM零件供應鏈。 / Taiwanese companies produce 85%-90% of the After Market (AM) auto crash parts in the world. While most other countries’ auto parts export is substantially composed of OEM parts, Taiwan is one of the few countries which mainly exports AM auto parts in the world. With the limited market size in Taiwan, Taiwanese auto parts industry has to seek out the global market for potential markets. As a result, more than 80% of Taiwan-produced auto parts are exported each year, of which more than 80% are for AM use. The purpose of this research is to understand the internationalization of AM auto parts industry in Taiwan. The research consists of four aspects: (I) the characters of auto parts industry; (II) the internationalization of business; (III) the core competency of business; (IV) the business growth strategy. The research chose the leading AM auto parts manufacturer in Taiwan, the Tong Yang Group (TYG) as the study case. Through primary data collection such as in-depth interview and secondary data collection from other researches and publications, the research concludes as followed: 1.Mold development ability, broad sourcing network, and flexible production management are the key success factors of the internationalization of Taiwanese AM auto crash parts manufacturer. 2.During the process of internationalization, the most suitable entry model should be chosen based on the AM auto parts manufacturer’s own resources, capabilities and the market conditions. 3.AM crash parts manufacturer can raise their competitive advantage and gain market dominance by: Merger & Acquisition (M&A), increasing customer perceived value, and accumulating resources and capabilities. 4.AM crash parts manufacturer can strengthen competitiveness and increase efficiency by reduce both internal production costs and external sourcing costs. 5.Taiwanese AM auto parts manufacturers should grasp the emerging markets with great potential, and manage to penetrate the OEM parts supply chain of leading global auto manufacturers.

本研究旨在建構學校核心競爭力指標體系，以技專校院為研究主體，運用文獻分析、德懷術、訪談及問卷調查等4種研究方法進行探究。研究者首先蒐集核心競爭力、學校競爭力、學校核心競爭力、教育指標、技專校院的現況與發展等相關資料，透過文獻分析，初步建構學校核心競爭力指標體系草案後，再經由18位德懷術專家學者3次問卷往返的協助修正，最後建立技專校院適用之學校核心競爭力指標體系。研究過程中，另與6位專家學者進行深度訪談，瞭解技專校院現場實務工作者對研究問題之看法與建議，協助取得較完整的調查研究資料；最後，針對全國科技大學、技術學院與專科學校等93校，寄發465份指標認同程度調查問卷，以立意樣本進行教師意見調查，回收之有效問卷340份，回收率為73％。 根據文獻分析、德懷術專家問卷、訪談及技專校院教師問卷調查結果，經過整理及分析之後，本研究獲致之以下結論： 一、核心競爭力是多種類型能力所組成。 二、學校核心競爭力特徵具有獨特性、價值性、整合性、動態性、延展性、過程性與核心性。 三、學校核心競爭力是學校永續經營的重要根基。 四、學校核心競爭力探討的學校層級著重在高等教育領域。 五、技專校院正面臨再造發展的關鍵期。 六、本研究建構技專校院適用之學校核心競爭力指標體系，包括「科研核心競爭力」、「師資核心競爭力」、「學生核心競爭力」、「學校表現核心競爭力」等四構面，合計79項指標。 七、德懷術專家對於「科研核心競爭力」與「師資核心競爭力」層級各指標評價之共識程度，高於「學生核心競爭力」與「學校表現核心競爭力」層級各指標。 八、受訪談者肯定技專校院具有重要的價值與功能。 九、受訪談者對於提升技專校院核心競爭力的策略，認為應從「師資水準」、「學生能力」、「政府政策」、「學校經營策略」與「合作策略聯 盟」等層面推進。 十、技專校院教師對於「學校表現核心競爭力」層級各指標之認同程度較高，對於「科研核心競爭力」層級各指標之認同程度較低。 十一、技專校院教師對於本研究建構之指標評價，受不同性別、年齡等變項的影響較不顯著，受不同學校型態（科技大學、技術學院、專科學校）的影響較顯著。 十二、技專校院教師背景變項對於編號「A-2科研價值性」、「A-2-4技術移轉件數」、「B-1-2具有博士學位教師數」指標認同程度之影響較顯著，對於編號「C-1-1取得專業證照學生數」、「C-1-2通過專技檢定學生數」、「C-3-3學生公共服務表現」、「D-2-3學校建築物樓地板面積」指標認同程度無顯著影響。 根據上述研究結論，本研究分別提出對主管教育行政機關、技專校院與未來研究建議如下： 一、對主管教育行政機關之建議 （一）重視與應用技專校院之學校核心競爭力指標，並將指標納入技專校院資訊資料庫。 （二）強化技職教育的定位與功能，鼓勵技專校院發展學校優勢特色，協助技專校院增進核心競爭能量。 （三）積極協助競爭力較弱的技專校院，助益學校改善經營體質，建立妥適之技專校院進退場機制，激勵學校再造與整併。 （四）成立學校核心競爭力中心，協助技專校院進行核心競爭力評核，接軌國際教育核心競爭力潮流，辦理學校核心競爭力論壇與研習。 二、對技專校院之建議 （一）強化科學、技術、實務與應用整合的學校核心競爭力，發展技專校院「專業、專才、專項、專精、專攻」的五大核心競爭策略。 （二）建立師資領先的競爭態勢，積極改善師資的品質與結構，增進教師實務經驗與交流，鼓勵教師與業界產學合作。 （三）提升學生的多元競爭能力，協助學生取得專業證照，強化學生實用的專業技能，鼓勵學生參與專業競賽。 （四）以學校永續經營為本，資源有效運用為宗，積極展現優質學校的品牌形象，豎立學校不畏競爭的強勢地位。 三、對未來研究之建議 （一）增加研究對象人數，更採樣本抽樣方式，以使研究立論更為客觀，並擴大研究推論範圍。 （二）採用更多元的指標建構方法，以增進指標研究的適切與實效。 （三）針對不同的學校性質，建構分類的學校核心競爭力指標。 / This research aims to establish a system of school core competitiveness indicators with vocational and technical institute as examples, utilizing methodologies such as literature review, Delphi technique, interviews and questionnaire survey to conduct the research. The research first collects relevant development and information related to core competitiveness, school competitiveness, school core competitiveness and educational indicator of vocational and technical institutes. Consequently through initial establishment of school core competitiveness and subsequent collaboration with 18 Delphi technique experts, a school core competitiveness system suited for vocational and technical institutes are established. Through the process of the research, six other experts are interviewed to provide suggestions of practical understanding to researchers and assist in acquiring a more accurate research data. Finally, 465 indicator acceptance questionnaires are sent to 93 technological universities, technical and vocational institutes and purposive samples were utilized to investigate teacher opinions. 340 questionnaires were returned, giving an effective response rate of 73%. According to literature review, Delphi experts’ questionnaire surveys, interviews and teacher opinions surveys of vocational and technical institutes, the research reaches the following conclusions after integration and analysis: 1. Core competitiveness is composed of several types of abilities. 2. Characteristics of school core competitiveness include uniqueness, value, integration, mobility, extendibility, process and core. 3. School core competitiveness is the fundamental of sustainable management. 4. Discussion of school core competitiveness is focused on higher education sector. 5. Vocational and technical institutes are facing the critical phase of re-engineering. 6. There are 79 indicators in the process of building school core competitiveness system and they include: “R&D core competitiveness”, “teaching staff core competitiveness”, “students’ core competitiveness” and “school performance core competitiveness”. 7. Delphi experts have higher consensus and appraisal regarding “R&D core competitiveness” and “teaching staff core competitiveness” compared to “students core competitiveness” and “school performance core competitiveness”. 8. The interviewees have high affirmation regarding the function and value of vocational and technical institutes. 9. The interviewees thought effective strategies to promote core competitiveness of vocational and technical institutes include raising “teaching staff level”, “students’ abilities”, “government policies”, “school management strategies” and “strategic alliances”. 10. Teaching staff of vocational and technical institutes have overall higher approval level concerning “school performance core competitiveness” than “R&D core competitiveness”. 11. Evaluations of indicators established in this research are affected mainly by school types (technological university, technical institutes, and vocational schools) rather than gender or age group. 12. Variables of teaching staff of vocational and technical institutes have significant differences with respect to “A-2 R&D value”, “A-2-4 Number of technology transfers” and “B-1-2 Qualified Ph.D. teaching staff”, and less significant differences with respect to “C-1-1 Number of students with qualifications”, “C-1-2 Number of students who passed technical examinations”, “C-3-3- Students’ public service performance” and “D-2-3 Area of school buildings”. According to the above research conclusions, this research proposes the following relevant suggestions for education administration authority, the educational institutes and future research: 1. Suggestions for education administration authority (1) Place emphasis and employ practical application of the school core competitiveness indicators of vocational and technical institutes, and incorporate those data into school database. (2) Strengthen positioning and functions of vocational and technical institutes, develop their unique competitiveness and core competitiveness ability. (3) Actively assist weaker vocational and technical institutes to improve their management and establish appropriate exit strategies to encourage school re-engineering and consolidation. (4) Establish center for school core competitiveness to assist assessment of core competitiveness of vocational and technical institutes, follow international educational core competitiveness trend and host forums and research on school core competitiveness. 2. Suggestions to vocational and technical institutes (1) Strengthen scientific, technical, practical and integrative core competitiveness of schools to develop the five core competitiveness: professional, talented, training, expertise and specialty. (2) Establish teaching staff competitiveness edge by actively improving teaching staff quality and structure; promote practical experience sharing and encourage involvement with the industry. (3) Increase students’ multi-faceted competitiveness by assisting students in receiving their professional certifications, enhancing their practical skills and encouraging them to participate in professional competitions. (4) With sustainable management as key principle and effective utilization of resources as model, actively exhibit a positive image of quality education and strong competitive edge. 3. Directions for future research (1) Increase number of research targets and employ random sampling to make research conclusion more objective and have wider inference aspect. (2) Establish more multi-faceted indicators to enhance research appropriateness and effectiveness. (3) Establish different types of school core competitiveness for different types of schools.

企業的策略制定與執行並非一成不變的，必須依產業的變化、競爭的動態況、及本身的資源多寡，隨時檢視是否需要加以修正，如此才能讓企業立於不敗之地，達成永續經營。在產業的生命週期步入成熟期以後，單靠『產品創新』與『流程創新』均不足以維持企業的競爭力，必須藉由『策略創新』來接續企業的生命力，所謂的『策略創新』也就是重組價值鏈，傳統上，許多企業對於重組價值鏈的做法是進行『垂直整合』。但在核心能力（Core Competency）的觀念普遍化之後，管理的鐘擺又朝向了垂直分工，於是降低垂直整合反而成為風尚，企業開始更加注重專注、輕裝、簡捷，把競爭力的重點放在自己最為優勢的領域，對於非核心能力價值活動，企業改以外包的方式來取代。 關於垂直整合策略或分工策略的相關研究，過去雖有諸多文獻探討，但其研究方向多著重在策略形成的動機、效益、成本、影響因素及與經營績效的關係，對於垂直整合的關鍵成功因素，及垂直整合策略在執行過程，若面對外在環境的變化需要調整時，引發策略需要改變的內外在因素為何？如何進行策略調整？以及如何進行策略調整後的管理，這些在過去的文獻中則較少學者加以探討，因此，本研究擬以與民眾生活密不可分的小家電產業為研究對象，探討以下問題，並希望能為小家電產業帶來實質的貢獻。 一、 導致企業由『垂直整合策略』走向分工的因素為何？ 二、 企業應如何由『垂直整合策略』調整至『分工策略』？ 三、 如何進行分工後外包的管理？ 本研究以文獻探討為基礎，進行研究架構的發展，而在個案公司應具有代表性的考量下，選擇全球最大的小家電供應商-燦坤集團的小家電部門為研究對象，透過個案分析與資料整理，本研究獲得如下的結論： 一、 導致企業由『垂直整合策略』走向『分工策略』的因素 (一)、內在因素：垂直整合項目若未掌握關鍵成功因素，尤其是背離了『在可以成為核心能力的價值活動進行整合』，在經歷一定時間後，將會導致文獻中所提及的垂直整合的成本，且不斷地升高。 (二)、外在因素：當『產業規模經濟』的良性循環所彰顯的利益超越企業進行垂直整合的利益時，企業將會將『垂直整合策略』調整至『分工策略』，改以外包取代自製。所以，企業進行外包的動機，從個案公司的研究中得知，除部分項目與文獻所提的不同外，其餘項目諸如專注於核心能力，將資源聚焦，避免或減少資本支出、減少材料的損耗，及降低無效率，以取得較低的成本，改進服務的績效等，均與學者Lomas (1997) 與 Mariotti (1996) 提出的企業進行外包的動機相符。 二、 企業應如何由『垂直整合策略』調整至『分工策略』？ 關於企業由『垂直整合策略』調整至『分工策略』的方法，結合文獻與個案研究的結果，本研究認為應包含三個部分，第一是決定外包的標的，第二是遵循外包的流程，第三是掌握外包的關鍵成功因素。在選擇外包的標的上，企業應將非核心或無效率的值值活動予以外包；而在外包的流程上，有二十一項的程序必須加以遵循。 外包的流程與外包的關鍵成功因素，兩者為一體兩面。 三、 如何進行分工後外包的管理？ 關於如何做好分工後外包廠商的管理，本研究獲致的結論包含兩大部分： (一)、中心思想：企業在進行分工後的管理，必須與供應商構築穩固的關係，經由更好的協調，共同降低價值鏈中的成本，同時持續加以管理。 (二)、具體作法：此包括兩個部分，第一個部分是『建立分工後的管理作業程序』，包括改善作業流程及建立標準作業規範、組織與工作權責調整；第二個部分是『建立中衛體系運作的管理模型』。包括成立外包廠輔導小組主動協助改善外包廠之體質，包括管理、財務、技術、製程、行銷等功能，並透過衛星工廠管理辦法之建立及以衛星工廠聯誼會為溝通平台，使中心廠與外包廠之間保持連繫，發揮互相依賴、庇護、相輔相成的作用。 最後，本研究對個案公司及其他小家電企業提出如下的建議： (一)、對個案公司的建議 1、慎選有競爭力的外包廠。 2、以平等地位對待外包廠，互相合作、共存共榮。 3、快速落實合約，及標準作業規範，縮短磨合期。 4、規劃導入中衛發展中心所建議的，分工後管理外包的作法。 5、朝OVM的模式發展，研發更高附加價值的產品，以更多的專利，建立競爭障礙。 6、在中國市場重塑並發展自有品牌。 (1)、增加研發資源，積極開發符合中國人消費特點的小家電產品。 (2)、以代理、借牌、併購等方式取得國際品牌，進入中國小家電市場。 (二)、對其他小家電企業的建議 1、當產業具有產業規模大、企業數目多的特徵時，企業採取垂直整合所達成的規模經濟可以藉由產業之間的分工來達成，因此，垂直合策略與分工策略的選擇上，採取『分工策略』是較佳的策略選擇。 2、若企業因公司整體策略的需要，必須進行垂直整合時，必須把握垂直整合的關鍵成功因素(如表5-1)。 3、原本採取『垂直整合策略』的企業，若需要調整為『分工策略』時，在作法上，企業必須審視自身在『產業價值鏈』的地位，找出『核心能力』所在，集中資源予以強化；對於非核心的價值活動，則適當予以『外包』，借由『產業規模經濟』提升效率、降低成本。而為了確保『外包』的作法能夠成功，企業必須掌握外包的關鍵成功因素，選擇優秀的供應商，以公平、對等的合約與供應商建立起長期而穩定的『夥伴關係』，代替過去的『競爭關係』；同時對外包後的供應鏈進行持續的管理，如此才能成功的達成策略轉折的目的。 / To ensure sustainable development of a company, the relevant business strategies should be reviewed and adjusted from time to time, taking into account changes in the industry, dynamic status of competition and the availability of resources. Once the industry has entered the maturity stage of its life cycle, “Product Innovation” and “Process Innovation” no longer suffice the needs of a company to maintain its competitiveness in the market. “Strategic Innovation”, therefore, would be the key to maintain the vitality of an enterprise. “Strategic Innovation” implies the restructuring of value chain. To achieve this purpose, many companies adopt the traditional approach, i.e., vertical integration. With the popularity of the “Core Competency” concepts, however, the management focus has been shifted to “Vertical Disintegration”. Business entities have since paid more attention to achieving a concentrated, efficient and easily-mobile organizational structure, endeavoring to build up the company’s competitiveness by enhancing its key advantages. Value activities which do not involve the core competencies, therefore, are outsourced. From the existing literature, we can find that a lot of research has been done on both vertical integration and disintegration strategies. Less literature was found, however, about the key success factors for vertical integration, the internal/external factors necessitating strategic adjustments due to relevant changes in the external environment, methodologies for such strategic adjustments, as well as the management direction after the strategic adjustment, etc. In this research, therefore, we shall probe the following issues, focusing on the small home appliances industry: 1. What are the factors causing the shift of business focus from the “Vertical Integration Strategies” to the “Disintegration Strategies”? 2. Methodologies for companies to make strategic adjustments from the “Vertical Integration Strategies” to the “Disintegration Strategies”. 3. Outsourcing management after the disintegration process. By means of case studies and information integration, we have reached the following conclusion: I. Factors causing the shift of business focus from “Vertical Integration Strategies” to the “Disintegration Strategies”. (I) Internal Factors: Vertical integration may lead to a higher integration cost if the company failed to grasp the key success factors in the integration process, particularly if it failed to conduct the integration “within the scope of value activities which may develop into core competencies of the company”. (II) External Factors: Once the profit generated from the positive cycle of the “industrial economy of scale” has exceeded the profit resulted from the vertical integration, the company will adjust its business direction from the “vertical integration strategy” to the “disintegration strategy”, i.e., outsourcing of business rather than self-manufacturing. II. Methodologies for companies to make strategic adjustments from the “Vertical Integration Strategies” to the “Disintegration Strategies”. Based on results of documentation review and case study, we conclude that the strategic adjustments involve three parts: (1) Determine the business items for outsourcing, (2) Follow the procedures for outsourcing, (3) Grasp the key success factors for outsourcing. III. Outsourcing management after the disintegration process. Based on the results of our study, successful supplier management for outsourced business involves two major aspects: (I) Key Business Philosophy: To achieve successful management after disintegration, the company should build up a solid relationship with its suppliers and, through better coordination and mutual efforts, achieve a cost reduction for the value chain. Continuous efforts should be made in managing the outsourced business. (II) Specific Measures: This also involves two parts: (1) Establishing the “Post-disintegration Management Procedures”, including improved work flow, establishment of standard operational procedures and adjustment of organization and job contents, (2) Building up a management model for the corporate synergy system (CSS). Finally, we have the following recommendations to the target companies of our case study, as well as other small home appliances companies: (I) Recommendation to the target companies of our case study: 1. Carefully select the outsourced suppliers, ensuring their competitiveness in the market. 2. Treat the suppliers fairly. Build up a good partnership to achieve mutual prosperity. 3. Implement the contents of agreements and standard operational procedures speedily and effectively to shorten the period of mutual adaptation. 4. Introduce the methodologies for outsourcing management as recommended by the CSS Development Center. 5. Shift the business direction to the OVM model; make R&D efforts on high-value-adding products; build up barriers to competition by acquiring more patents. 6. Rebuild the brand image and develop self-owned brands in the China market. (1) Increase R&D resources. Aggressively develop small home appliances that can fully meet consumer demand in the China market. (2) Access to the small home appliances market of China through alliance with international brands, by means of distributorship, license-borrowing or acquisition, etc. (II) Recommendations to other small home appliances enterprises 1. For industries featured by large scope and number of companies, an “Economy of Scale” can be achieved by disintegration, rather than the conventional way of vertical integration. Between the options of vertical integration and disintegration, therefore, “disintegration” is a better strategy. 2. In the event that a company needs to adopt the vertical integration strategy to meet its overall strategic requirements, the company should ensure that the key success factors for vertical integration are fully grasped (Table 5-1). 3. For an enterprise contemplating a shift from the “vertical integration” strategy to “disintegration strategy”, it should first review its own position in the industrial value chain and identify its core competencies. The company should then focus its resources on enhancing its core competencies and outsourcing the value activities which do not involve core competencies, wherever deemed appropriate. In other words, the company should endeavor to improve its efficiency and lower costs by achieving an “industrial economy of scale”. To ensure the success of outsourced business, the company should also grasp the key success factors for outsourcing, select high-quality suppliers and build up a long-term and stable “partnership” with the supplier by means of a fair and equally-positioned agreement, instead of the “competitive relationship” in the past. Continuous efforts should be made to manage the value chain after the outsourcing to ensure a successful strategic change.

臺灣東部地區在地勢封閉、位置孤立，以及自然環境惡劣等條件侷限下，具有開發遲緩、深受國家力量支配的特殊歷史發展脈絡；而在特殊自然環境與歷史發展脈絡下，東部地區亦具有族群複雜與邊陲性的人文特色。在這樣一個具有特殊區域性格的地域空間內，聚落的發展亦呈現出與眾不同的特殊模式。 清領時期下東部地區的聚落展與西部類似，開發初期同樣以港灣作為據點。在開山撫番政策施行之後，原有的港灣據點被軍屯與民庄所取代，聚落的發展亦由點狀分布逐漸向縱谷內部擴散。此時在卑南與花蓮港兩地，因街庄聚集而出現機能分工的情形，並構成初步的地域性聚落體系，但含括整個後山的區域性聚落體系尚未形成。 日本統治前期，總督府採行了因地制宜的特殊化區域政策，此時東臺灣聚落的發展大多延續清領末期的景況。明治四○年代後，在國家力量與民間資本的扶助下，計畫型的移民聚落與產業聚落開始出現。同時，隨著東臺灣各地的開發，鳳林、關山等地方行政中心開始形成；此外，在鐵路交通的聯結下，東臺灣逐漸形成以花蓮港、臺東兩大區域中心，配合縱谷內等距排列的地方中心，所建構出的四階層聚落體系。 日本統治後期，總督府對東臺灣的開發由被動轉為主動，一九三○年代中期以後，為了因應戰時資源的需求，各種新興的產業聚落亦開始出現。並配合交通網絡的建構，形成雙核心網絡。一九三○年代末期開始，原有的聚落體系開始出現分化的情形，聚落的階層數亦隨之增加。此外，各聚落透過交通網絡的聯結，亦形成一生產分工體系，在聚落分工體系之下，自日治前期開始的東臺灣區域重心轉移現象，至此已大致底定。

2007年7月26日，國家通訊傳播委員會（NCC）發放2.5-2.6GHzWiMAX 頻段之六張分區執照，包含北區及南區各三家業者取得。WiMAX技術具備良好的無線傳輸能力及高頻寬特質，因此WiMAX技術的後續應用也備受矚目。因應其發展趨勢，本研究將既有針對WiMAX技術定義的產業價值鏈研究延伸至營運商層次，探究整體WiMAX產業價值鏈的發展雛型。在整體產業價值鏈的情境定義之外，本研究同時透過個案研究，深入了解各別業者在既有產業價值鏈的架構之下，可能擁有的核心資源及競爭優勢，這樣的資源及優勢將影響其後續競爭策略的制定及商營模式的成形。由個案之發展經驗，本研究將進一步歸納台灣整體WiMAX產業的商營化挑戰。在個案選取上，本研究擬以遠傳電信作為研究對象，其選取原因如下： 1. 遠傳電信為既有電信三雄之一，已有電信市場經營基礎； 2. 其資本額最為雄厚； 3. WiMAX技術本身與3G技術形成競爭關係，遠傳同時擁有2G、3G及 WiMAX執照，對WiMAX技術的應用規劃或可做為後續觀察無線寬頻 技術市場競爭的重要指標； 在研究方法上，本研究以文獻分析法及深度訪談法為主，提出如下研究問題： （一）從產業外部層面的產業價值鏈來看 1. 臺灣WiMAX產業的相關價值鏈包含哪些產業行動者？ 2. 臺灣WiMAX產業的產業價值鏈建構面臨的挑戰為何？ （二）從產業內部的個案探究來看 1. 個案在WiMAX產業的發展上有哪些核心資源？ 2. 個案對於其核心資源的應用策略為何？ 3. 既有核心資源建構了個案哪些競爭優勢？ （三）總結：透過遠傳的發展經驗，歸納臺灣之WiMAX產業進入商營化的挑戰 為何？如何進行突破？ 透過研究分析，本研究回應研究問題如下： （一）從產業外部層面的產業價值鏈建構來看 1. WiMAX產業價值鏈共包含核心網路提供者、硬體製造產業、內容加值產業、通路服務產業及消費者等行動者； 2. 各產業價值鏈層級面臨的發展挑戰如下： （1）自身定位層面（核心網路提供者）層面：沉沒成本的壓力及時間 壓力的挑戰； （2）硬體製造產業層面：通路層面拓展； （3）內容加值產業層面：目前尚未被正式納入產業鏈運作； （4）消費者層面：市場需求不足使差異化優勢無法產生； （二）從產業內部層面的個案探究來看 1. 個案所擁有的核心資源如下： （1） 自身定位層面：基礎設備資源、龐大的資金資源、既有發展經驗的 傳承、專業技術的核心資源 （2） 硬體製造產業層面：規模經濟的資源、既有硬體建設的資源、 （3） 內容加值產業層面：既有結盟關係、集團資源的整合、議價能力 的優勢、具備整合能力 （4） 消費者層面：既有客戶的基礎、訂價策略的優勢、多元技術優勢、 養成使用者行為優勢 2. 個案所擁有的競爭優勢如下： （1）自身定位層面：具備多重且整合的核心技術、具備大量資金、市場 學習經驗曲線的縮短、能以更全方面的角度擬訂競爭策略 （2）硬體製造產業層面：對國內硬體製造業者具備議價力 （3）內容加值產業層面的探究：已有長久合作關係，可快速切入市場、 具備集團資源、議價力強、能主導營運模式的建構 （4）消費者層面的探究：已擁有固定客戶、較為彈性的訂價策略空間、 更精密的區隔消費者族群、對於消費者市場的推動更具主導能力； （三）總結 從營運業者角度來看，由於臺灣的固網普及率已高，WiMAX最大的商機潛力將集中於行動接收的加值服務之上；然因整體消費者需求不明顯，並無法給予行動終端設備業者將WiMAX技術延伸至手持式裝置的動機。由於終端設備業者多為世界大廠，臺灣營運業者在目前僅能以觀望的態度被動的追隨市場發展，不具備市場主導能力，因此相關的產業價值鏈雛形仍未完全發展。未來WiMAX的發展前景，將同時維繫於整體消費習慣的養成以及硬體產製業者的決策上，當行動接收成為普遍的應用形式，WiMAX營運業者才可能主動的推動相關應用服務；在這一段市場滲透的過程之中，滲透時程將影響新技術對於WiMAX技術的挑戰程度，巨大的資金需求也將影響營運業者的發展。

本研究採用修正型德菲法研究方式，以財團法人工業技術研究院個案分析，及透過專家學者深度訪談及問卷調查結果，交叉驗證公設研究組織工研院，運用各類管理科學作為，企圖創造我國技術產業升級的價值優勢所在，同時在複雜的管理科學中，本研究更整理出一套系統，讓管理者優先找出組織的核心價值主軸，據此從價值導向的一連串的策略監控管理模式中，呈現所對應的組織智慧資本衡量指標所在。按此；運用系統化的內部組織結構重組，建構組織核心價值與相對應的智慧資本衡量指標，藉以監控管理模式，在組織中智慧資本相互作用下，讓組織的績效，得以透過價值提昇帶動突破的契機。本研究結果進一步在公務組織的行政績效考核政策上或可提供些許參考。 智慧資本分類上，主要區分為人力資本、結構資本及社會資本三種，而策略創新是為改造組織價值的動能所在；在本研究案工研院的組織特性使然，讓創新能量明顯帶動組織的價值並成為主軸，是以創新資本從結構資本中強勢獨立，相對的流程結構資本反成弱勢。另從本研究案建立的組織價值流量管控系統實證模型下，交差驗證深度訪談、問卷調查及個案分析的結果顯示：一、工研院的智慧資本透過長期形成價值優勢來展現，在組織特性運作下，知識技術的策略創新，帶動智慧資本衡量指標的價值強度走向。二、在系統運作路徑上，工研院首先掌握組織的核心價值主軸，透過價值鏈集中於計畫的達成，蘊涵豐盛的創新資本與人力資本，並建立良好的社會資本。三、工研院的各類管理科學，朝向計畫目標IP與產業效益的價值追求，並建立起一套內部智慧資本管控組織價值的運轉模式，其中存在著以創新帶動的動能含量。四、研究工研院建立起4大類共30組的智慧資本衡量指標，透過其各類管理科學運作模式下，篩選各衡量指標價值定義，可明確的帶動組織對產業的成效展現，若能應用來帶動策略創新的目標方向，應可營造更具體的技術產業價值。 知識是組織的核心本質，公務組織利用知識創新螺旋轉換模式，反饋遞迴來自各方的資訊，以營造更具社會價值成效的實績為目標，進行行政作業精簡革新，類此政策上的應用與創新，會是未來考核公務組織行政績效的最佳模式。 關鍵字：德菲法、智慧資本、衡量指標、價值流量管控系統、核心價值主軸 / This study uses the amendment-based Delphi method to approach to the Industrial Technology Research Institute (ITRI) case studies, and through depth interviews and survey results of experts and scholars, cross-validation of public research organization based the ITRI, the use of various types of management science as an attempt to create a the value of Taiwan's technology industries, the advantages of upgrading, while in the complex management science, the study also put together a system that allows managers to previously identify the organization's core values of the axis, whereby a series of value-oriented strategy for monitoring and management model, the present organization of the corresponding measure of intellectual capital is located. Here, using a systematic reorganization of the internal organizational structure, building the organization's core values and the corresponding measure of intellectual capital in order to monitor the management model of intellectual capital in the interaction of organization, so that the performance of the organization was able to drive the value enhancement breakthrough opportunities. The results of this study public policy of the organization's administrative performance appraisal can further provide a little information. Intellectual capital is divided into human capital, structural capital and social capital, while the strategy of innovation is the value of the kinetic energy for the transformation of the organization; in the case of this study, the institute's organizational characteristics dictates, so that creative energy is driving significant value to the organization and become spindle. Innovation capital is strong independent from the structural capital; however, the relative process structural capital becomes a weak process. Another case from this study to establish the organization of the value of an empirical model traffic management and control system, the cross validation-depth interviews, questionnaires and case analysis showed as followings: First, the institute's intellectual capital through the formation of the value of long-term advantage to present, in the operation of organizational characteristics under the strategy of knowledge and technology innovation, promote the value of intellectual capital measurement indicators into intensity. Second, the operation in the system path, the ITRI acquired the organization's core values of axis, through the value chain and the program to reach. A rich implication of innovation capital and human capital established a good social capital. Third, all kinds of management science of the ITRI toward the pursuit of value of IP and industrial benefits plans, and establish the operation mode of organizational values under internal intellectual capital controls, in which there is innovation-driven kinetic energy content. Fourth, to research ITRI setting up a total of 30 group of four broad categories of intellectual capital measurement indicators, through its mode of operation of various types of management science, the selection of indicators to measure the value of the various indicators, is clearly driven by the organization to show the effectiveness of the industries. If these indicators can be applied to boost the strategic direction of the objectives of innovation, the ITRI should be able to create a more specific technical industrial value. Knowledge is the organization's core essence of innovation. Public service organizations use the knowledge conversion spiral model of recursive feedback of information from all sides so as to create a more effective performance of the social value of the objective of streamlining administrative operations innovation, this kind of policy application and innovation and public service organizations, will be assessing the future performance of the best mode of administration. Keywords: Delphi method, intellectual capital, measurement indicators, the value of traffic management and control system, the core values of axis