本研究之目的在於探討組織轉型能力之建構，並依此建構發展一套組織能力之評鑑工具。其次，融入組織核心能力、核心職能與轉型能力的概念，建構組織能力發展模式，以協助台灣中小企業有效診斷組織體質，進而提昇組織績效與競爭力。 本研究採用質量並重之研究方法進行探討，首先藉由「行為事例訪談法」進行深度訪談（N=5），並針對企業個案（美國奇異集團、大陸海爾集團、台灣宏碁集團）進行傳記文本分析，繼而編撰量表題目。本研究以台灣企業組織做為母群，以立意抽樣方式蒐集124份樣本，經過實證分析後，顯示本研究發展的「組織轉型能力量表」共包含組織領導、策略願景、心智模式與組織學習等四個構面，且在內部一致性信度(.973)、效標關聯效度(.611)、與建構效度等檢驗指標上，皆有顯著的效果。 此外，根據組織能力模式與績效的路徑分析結果顯示：1.組織轉型能力在組織核心職能與核心能力、組織績效之間具有中介效果。2.組織能力彼此之間具有顯著的關聯性，且皆對組織績效具有貢獻與影響。3.組織轉型能力中的心智模式與組織學習構面，以及組織的資源競爭核心能力，最能預測組織績效的表現。最後研究者則針對學術研究與實務應用方面提出具體的討論與建議。 / The purpose of this study was to investigate the constructs of organizational transformation competence and use them to develop an assessment tool for evaluating organizational competencies. Besides, the concepts of core competence (based on the strategic management theory), generic competence (based on the competence model), and transformation competence, were incorporated to construct a model of organizational competence development, so as to assist Taiwanese small and medium enterprises to effectively diagnose organizational itself and further of enhance organizational performance and competitiveness. This study adopted both qualitative and quantitative research methods for analysis. First of all, Behavioral Event Interview (BEI) was used to perform in-depth interviews with the research subjects (n=5). Besides, the biographical texts of the studied cases (America’s GE Group, China’s Haier Electronics Group, and Taiwan’s Acer Group) were analyzed to design the items of the questionnaire. Also corporate organizations in Taiwan were taken as the population, and a total of 124 samples were collected using purposive sampling. Through empirical analysis, it showed that the proposed “Organizational Transformation Competence Scale” encompassed four dimensions, namely organizational leadership, strategic vision, mental model, and organizational learning. In conclusion, the internal consistency validity (Cronbach’s α=.973), criterion-related validity (validity coefficient=.611), and construct validity were good and compliant. Moreover, according to the path analysis of the organizational competence model and performance, it was revealed that (1) organizational transformation competence had the mediating effect on the relationships between generic competence and organizational core competence and organizational performance; (2) organizational competencies were significantly correlated with one another, and contributive and influential to organizational performance; (3) the mental model and organizational learning dimensions of organizational transformation competence and the organizational core competence for resource competition could mostly predict organizational performance. Finally, substantial suggestions were proposed for follow-up academic studies and practical applications.

本研究旨在建立國民中學總務主任核心能力指標，藉以提供相關主管單位進行總務人力培訓及學校行政人員職涯進修之參考。研究初始，先以文獻分析法歸納出國民中學總務主任核心能力指標，並邀請專家委員進行適切性問卷與模糊德菲術問卷評估，完成指標的修正與確立。接著，即運用三角模糊術整合專家委員對指標內容重要性之看法，並接續指標篩選作業，最後以歸一化方式求得各構面與指標權重，遂完成整體指標系統建立。 本研究建構之指標系統共為六大構面38項指標，各構面權重介於15.8%至17.3%之間，有關構面權重與指標內涵依序排列為： 一、「自我管理」構面（17.3%），各指標權重介於3.2%至3.8%間，依序為：廉潔自持、敬業精神、溝通表達、行政倫理、情商管理。 二、「法規知能」構面（17.2%），各指標權重介於2.0%至2.5%間，依序為：政府採購法規知能、消防法規知能、財產管理法規知能、建築法規知能、營繕法規知能、主計法規知能、勞工安全衛生法規知能、文書管理法規知能。 三、「管理實務」構面（16.8%），各指標權重介於1.7%至2.0%間，依序為：採購管理、營繕工程管理、防災與校安管理、風險與危機管理、出納與財務管理、資源管理、事務工作管理、職工管理、文書與檔案管理。 四、「行政領導」構面（16.8%），各指標權重介於1.7%至2.0%間，依序為：領導與協調、行政與績效管理、團隊建立與合作、政策執行、人力資源管理、計畫撰擬與管理、問題分析與規劃、公共關係管理、會議管理。 五、「校園營造」構面（16.1%），各指標權重介於3.9%至4.2%間，依序為：設備與設施維護、綠能與環保管理、空間規劃、綠美化管理。 六、「永續創發」構面（15.8%），各指標權重介於5.1%至5.4%間，依序為：顧客導向、前瞻與創新、反思與再造。 / The purpose of this study is to construct main competency indicators of director of general affairs in junior high school, which aim to provide governments with information about training personnel of general affairs and school administrators. To start the research, main competency indicators of director of general affairs was organized by literature review. Then invite experts to conduct appropriate assessment and Fuzzy Delphi questionnaire evaluations, completing modification of indicators. Secondly, Symmetric triangular fuzzy number was used to analyze experts’ opinions on the importance of each indicator and continue indicator selection. Finally, normalization of fuzzy number’s total score determined the weight of each dimensions and indicators, so that build the whole indicator system. The indicator system consists of six dimensions and 38 indicators, and the weight of each dimension is between 15.8% and 17.3%. The contents of dimensions and indicators are as follows: 1. Dimension of “self-management”: each weight of indicators is between 3.2% and 3.8%, which are reputation, professional dedication, communication, administrative ethics and emotional quotient management. 2. Dimension of “knowledge of rules and regulations”: each weight of indicators is between 2.0% and 2.5%, which are rules of public purchasing, rules of fire services, rules of property management, rules of building technique, rules of construction and maintenance, rules of accounting, rules of labor safety and health, and rules of document management. 3. Dimension of “practice of management”: each weight of indicators is between 1.7% and 2.0%, which are purchasing management ,building and maintenance management, management of disaster reduction and school security, risk management, finance management, resource management, general affairs management, personnel management, and document management. 4. Dimension of “ administrative leadership”: each weight of indicators is between 1.7% and 2.0%, which are leadership and negotiation, administration and performance management, team building and collaboration, policy enforcement, management of human resource, program writing and management, problem analyzing and programing, public relationship management and meeting management. 5. Dimension of “school operation and maintenance”: each weight of indicators is between 3.9% and 4.2%, which are facilities maintenance, green resource and environment management, space design and greenification management. 6. Dimension of “sustainable development”: each weight of indicators is between 5.1% and 5.4%, which are customer orientation, being proactive and creative, introspection and re-built.

本研究透過不同股權結構來探討傳統代理問題與核心代理問題對於研發支出投入程度之影響。 本研究將具有金字塔結構或交叉持股結構之企業分類為股權集中之企業，而將不具有金字塔結構或交叉持股結構之企業分類為股權分散之企業。實證分析顯示，在股權分散情況下，傳統代理問題的降低有助於研發支出之提升。其中，董事長兼任總經理、經理人持股比率、董監事持股比率、大股東持股比率、法人持股比率及獨立董事席次比率皆對研發支出之投入有正相關影響。在股權集中情況下，核心代理問題的降低也有助於研發支出之投入。 此外，相較於股權分散之企業，股權集中之企業有著較高的研發支出投入，代表股權集中之企業較有辦法投入較多資源於研發支出上。而透過交乘項之實證分析後，發現相對於股權集中之企業，若股權分散之企業的傳統代理問題能降低，那麼會更有效地提高研發支出以提升企業經營績效。同理也得知，在相對於股權分散之企業，股權集中之企業之核心代理問題若能降低，那麼會更有效地提高研發支出以提升公司價值。 / Based on ownership structures, this study investigates the effects of type I and type II agency problem on R&D expenses for innovation investments. This study classifies both pyramid ownership structure and cross-holding ownership structure as ownership-concentrated structure while others ownership-dispersed structure. The empirical results indicate that under ownership-dispersed structure, the reduction in type I agency problems increases research and development (R&D) expenses in innovation investments. The ways that reduce type I agency problem and boost innovation investments include CEO duality, executive ownership, corporate ownership, block ownership, institutional ownership, and the percentage of board seats held by independent directors. Under the case of ownership-concentrated structure, reduction in type II agency problems lead to increase in R&D expenses for innovation investments. Moreover, comparing with ownership dispersed firms, the ownership concentrated firms spend more in R&D expenses. However, if the dispersed ownership firms can decrease type I agency problems then they spend more in R&D relative to the ownership concentrated firms. By the same token, comparing with ownership-dispersed firms, the reduction in type II agency problems of ownership-concentrated firms will more effectively increase R&D expenses to raise the company value.

博奕理論(Game Theory) 由經濟學研究方法所導出: 公設人是理性的, 并以數學演繹 邏輯推演, 而建構出來的決策模型。由於邏輯系統嚴密, 同時大量采用數學語言, 降 低文字語意的模棱, 而使得政治學之研究更有朝向真正科學地步之新契機。無奈的, 這種新發展的政治模型, 在國外雖已進行三十餘年, 國內則尚在起步。本文企圖較有 系統地全面引介這種理論模型, 以便替國內博奕論研究催生。 本文內容偏次, 除了第一章敘述博奕理論之基本知識如理性公設、效用理論及博奕結 構, 第六章對博奕論之優缺及適用性做一總評外, 中間四章完全以討論各種決策法為 主。第二章探討均衡的策略選擇, 包括兩人博奕的單純及混合策略解求法; 第三章穩 定的可能策略組, 則以求解核心(Core)及穩定組(Stable Set)為主; 第四章聯盟間的 合縱連橫, 剖析數量原則(Size Principle)、議價組合(Bargaining Set)及競價解(C ompetitive Solution); 第五章公平的價值分配, 則就談判合解的得失值分配以及各 聯盟實力指標的權力指數進行探討。 在案例研究方面, 本文共列舉五個, 包括民國七十八年天安門學生運動之均衡解、臺 北市空氣污染的囚犯困境分析、民國七十六年民進黨黨主席之爭的核心解及權力指數 分析、西德政黨間的合縱連橫分析以及民國七十九年中正堂學生運動合作解分析。

摘要 核心能力往往是企業在競爭激烈的商場中賴以生存之憑藉，然而環境變動程度劇烈使得各企業固有之核心能力面臨挑戰，學界紛以提出核心能力僵化、核心能力無效論來解釋此一現象。近來台商赴大陸投資之熱潮，從媒體工作者不斷提出不同標題如「該西進，亦或是上進」可見一斑。然而台商在台灣賴以競爭之核心能力，移轉至大陸後仍能保持其競爭優勢嗎？或是僅需因地制宜而稍加改變後，仍能發揮其效果？ 動態能力說由核心能力說演化而來，而因應環境之改變而迅速調整自身之核心能力乃動態能力說最為強調且關切者。而探討能力移轉模式的學說甚多，但多是考慮因應政治法律、社會文化、經濟，以及教育等因素而選擇不同的模式移轉。而對於經營知識因應環境的修正，本研究將調整方式分為「本質」的調整與「程序」的調整來作為區分其調整經營知識之依據。 本研究依據文獻整理之結論，以核心能力觀點與環境、時間變數提出動態能力之新定義。本研究認為，在母國企業的核心能力，因為母國企業至地主國設廠或合資，使得核心能力至地主國需要調整與修正，而造成核心能力的組成與發展都可能有所不同。此種因應環境而不斷改變組織之核心能力的過程，即為「動態能力」的概念。此種定義與過往學者所強調之不同在於時間變數之加入，能夠清楚看出過去之核心能力與修正後之核心能力其動態變化的過程，以補過往學者僅探討單一時點核心能力之不足。本研究以前往大陸投資之台商為個案探討對象，共計五個個案。個案進行之程序從該公司前往大陸投資之目的為起始，進而找出其在台灣之核心能力。而後，由能力移轉至大陸時，所需因應當地環境等因素之不同而修改的能力有若干、程度為何著手。最末者，將各公司因應當地環境所需新創之能力作一描述與探討。 本研究所探討之個案公司所前往大陸之目的幾乎都以成本為首要考量，其次以市場因素而前往投資者亦不在少數。分析各個案研究公司後，有以下命題：所欲移轉核心能力之技術知識複雜度、內隱程度愈高，能力移轉模式愈傾向直接投資。母公司對於投資之地主國公司所有權擁有程度愈高，能力移轉程度愈高。台商所前往地主國環境愈複雜、條件因素愈弱，以及地主國公司目標差異與母公司愈大者，該企業能力移轉修正與新創能力之程度愈高。地主國之生產條件因素愈差、支援與相關產業表現愈差、地主國對產品需求本質與母國差異愈大、地主國企業策略、結構，以及競爭狀態與母國差異愈大，能力移轉修正程度愈大。企業愈傾向內銷市場導向，需要在地主國創造新能力的傾向愈強。此外，本研究亦發現，企業因其處於產業價值鏈上位置之不同，將因而影響其前往地主國投資之動機。 本研究所提出之動態能力觀點，不僅適用於學術上之研究，亦能給予產業界些許建議。第一，由母國移往地主國之移轉模式是否與該企業核心能力之技術特質相對應。第二，對於地主國企業之所有權擁有程度是否與移轉模式之選擇相對應。第三，欲前往之區域其鑽石體系是否能提供該企業未來策略擬定之支持。第四，內銷導向之企業，對於法令之知曉程度需較外銷導向之企業靈通。第五，瞭解自身處於產業價值鏈之位置，並且對於企業本身所能提供之價值單元做一界定，使得赴大陸投資之動機與核心能力相互呼應與搭配。此外，本研究亦對後續研究之學者提出部分建議。第一，往後可針對企業單一核心能力（如生產能力）作動態能力之分析，可收專精且深入之效。第二，未來研究學者可接續探討能力移轉後，對地主國產業或企業之擴散效應。第三，研究可始自核心能力在母國之形成與背後之原因，如此可與移轉後能力需修正之原因相互對應，或許所研究出之成果，更值得產業界作為赴大陸投資前之參考。 / Abstract Core capabilities are the basic elements by which an enterprise could survive in the competitive business field. However, the violent variation of the environment makes the innate core capabilities of the enterprise face the challenge. Therefore, the academic community proposes “rigidity core capabilities” and “invalidity of core capabilities” to explain why the enterprises’ inability to face the variation of environment would occur. Nowadays, it has been a fever that more and more Taiwan’s entrepreneurs invest in Mainland China. The trend is also definitely revealed by the headline of the magazine such as “should we move westward to Mainland China or go forward by ourselves rooting in Taiwan?” Could core capabilities, which the enterprises implement in Taiwan, still sustain competitive advantages when transferring in Mainland China while transferred into local branches in Mainland China? Or is it possible that core capabilities may be transferred slightly to suit the measure to local conditions and could become more effective in the new region. The theorem of dynamic capabilities, evolving from core capabilities, highly emphasizes and deeply concerns that the ability of adjusting capabilities to fit in the variation of the environment. There are lots of debates over the capabilities transferring models, which is based on differences of the political, social, cultural, and educational factors. In an attempt to clarifying the modification path of business knowledge, this research adopts two business knowledge adjusting methods: nature modification and process modification. Basing on scholars’ concerning research documents, this research generates the new definition of dynamic capabilities: core capabilities, environment variations, and time variables. In this research, originally-existed core capabilities, with corporations investing in or joint ventures in the host countries, will be modified to adjusting into current circumstances. This process, which modified core capabilities of the organization to adopt different environments, is so-called “dynamic capabilities”. This definition could find out the process of the dynamic variation, which is from core capabilities in the past to modified ones. This research discusses those who invest in Mainland China and there are 5 cases totally. The analytic process of these cases is in a logical way. Starting from finding out the objective of investing in Mainland China and then look for theirs’ core capabilities in Taiwan. When transferring capabilities to Mainland China, Taiwan enterprises’ modified capabilities for fitting into the different environments would be found out. The last part, capabilities created for local conditions would be described and discussed. The objective of the 5 cases in this research all concerns about the cost and market issues. After analyzing these companies, we could obtain the proposition: if the complexity of technical knowledge of transferring core capabilities is higher, the tendency of transferring model would be direct investment; if the ownership of the investing company is higher, the level of transferring capabilities would be higher; if the environment of host country is more complex, the level of capabilities modified and created would be higher; if the performance of supporting and related industry is worse, the level of capabilities modified would be higher. Besides, the different places on the industry value chain would affect the objective of investing in host country. The dynamic capabilities perspective proposed by this research not only suits for academic community, but also could give some suggestion for industrial circles. First of all, is the transferring model highly related to the technical characteristic of core capabilities? Secondly, is the level of ownership of host enterprise highly related to transferring model? Thirdly, does the supporting and related industry of that area support enterprise’s future strategy? Fourthly, enterprises selling in the host country should learn more about the legal issues than exporting enterprises. Fifthly, to understand which place enterprises themselves are in the industry value chain and which value unit they could offer to fit in the objective of investing in Mainland China. Besides, this research also proposes some suggestion for future scholars. Firstly, they could analyze dynamic capabilities for the single core capability, such as production capabilities which are usually competitive advantages of Taiwan enterprises. Secondly, diffusing effect for host industry after capabilities transferring could be discussed. Thirdly, future researches could start from finding out the forming reason of core capabilities and then compare to the objective of investing in Mainland China. Therefore, the result would be more practical for Taiwan enterprises’ reference before investing in Mainland China.

隨著經貿全球化下，勞動力的遷徙也不再受到國界的限制。然而，在全球經貿議題談判的桌上，國家機器將經濟發展至於首要發展位置，遷徙勞工的人權、勞動權利卻是被忽略。其中，最容易被忽略的乃是女性居多所從事的家事服務業。另外，國際勞工組織從1994年極力推展的國際核心勞動基準，已受到全球經貿組織、區域組織，與非政府組織的重視。其中，禁止就業歧視核心公約更是將種族、民族血統、性別等等清楚的納入禁止範圍。次之，聯合國「所有移民勞工及其家屬權利保障國際公約」對於遷徙勞工的人權保障更是一大進步。於此，可發現國際對於遷徙勞工的人權、勞動權利之重視。 台灣在拼經濟之際，也不忘趕上以引進廉價外傭而逃脫於福利產業責任的趨勢。然而，於引進、聘僱外傭的過程中，國家政策對於外傭的勞動權利的「保障」便是本文的討論重點。從國際保障規範遷徙勞工的趨勢、透過訪談在引進、聘僱在台外傭過程中的各個角色、學者相關田野調查的資料等，來觀察在台外傭所可能遇到的就業歧視，與觀察台灣又是否能夠真正與人權外交畫上等號？

隨著台灣產業投入於技術的研發資源增加，近幾年台灣於美國專利商標局（USPTO）獲得之專利數也呈正比例上升；然而投入研發資源之「量」的增加以及獲得的專利數上升，並不代表研發成果「質」的等比例提升。這一點可從台灣企業及政府研發單位所獲得的專利，其國際專利引證率遠低於平均值，可見一般。 究其原因，一部分的問題在於台灣的企業（及政府研發單位）於最開始各相關資訊的搜集上不夠完全以及沒有一套良好的開發評估程序供其依循，這使得研發方向及標的的確立上有所偏差，而導致研發結果與商業需求有落差。 基於上述背景及動機之下，本研究的重點在於確立一套資訊收集及分析評估流程，以幫助台灣的企業（及政府研發單位）有效降低研發成本、提升研發方向的正確性，更進一步做為其決定研發策略的參考依據。 本研究之目的，即在於以產業分析、技術分析、專利地圖分析三個具邏輯順序性的外部分析為主軸，並結合組織本身核心技術、網絡關係等與組織相關之分析，來對組織的未來研發標的作一評估及策略建議。 本研究最後得到了以下的發現： 1. 市場□技術□專利之研發評估程序具有分析邏輯性。 2. 「市場需求研究」所找到的產品「需求功效」，可推導出達成功效可能的技術，並可藉此確立出專利分析時需要的「技術項目」。 3. 「市場需求」研究所找到的產品「需求功效」，可推導出達成「功效」所需要的「技術項目」，再以此去進行專利地圖的「技術/功效」二維關聯矩陣分析時，技術軸面項目與功效軸面項目兩者因具有因果性，故其相交關聯性極易判斷，也很容易明確定義出哪一個技術/功效相交關聯洞是有意義的、是可實際進行研發的。 4. 以產業市場□技術□專利三程序所完成的的「技術/功效」二維關聯矩陣圖，雖可容易的定義出哪一個技術/功效相交關聯洞是有意義的、是可實際進行研發的，但「哪一個可實際進行研發的技術/功效相交關聯洞具有較高關鍵性、重要性及有較高開發價值？」仍需藉由對技術及產業價值鍊熟悉的專家意見才可做出判斷。 5. 此方式組成的技術/功效二維關聯矩陣不但可看到目前已知的技術/功效相關聯部份（如本研究中的主要關鍵技術與主要關鍵功效相交處）專利佈局狀況，也可看出在未來的技術/功效相聯部份（如本研究中的主要輔助關鍵技術與輔助關鍵功效相交處）專利可能發展方向。 6. 產業市場分析、技術分析、專利地圖分析等三個組織外部分析須再配合組織原有的核心技術與網絡關係的評估，才可正確制定出組織未來研發的路徑及作為。 / Along with the enterprise and government investment increasing to the technical research ＆ development（R＆D） resources, Taiwan obtains the US patent number also to present the proportional rise in recent years; however, the investment of research ＆ development resources and the granted patent number are not proportional to the quality of research ＆ development achievement. This can be proved by the lower patent citation rate of Taiwan enterprises and the government research ＆ development institutes than the international mean value. Investigates its reasons, part of questions is that most of the enterprises (and government research ＆ development institutes) do not collect enough market information and do not have a set of good research ＆ development assessment procedure while the beginning of R＆D project in Taiwan. This causes that the research and development direction and target has a deviation, and causes that the research and development result and the commercial demand have the dropping variance. Based on the above background and the motive, this research key point lies in establish a flow of information collections and the analysis appraisal. It also helps Taiwan’s enterprises and government’s R＆D institutes effectively reduce the research and development cost, and promote research and development direction accuracy, further help for making the decision of research and development strategies. The goal of this research, namely lies in take the industrial analysis, the technical forecast, the patent map study three logic order exterior analysis as a main axle, and combine itself core technology and the network relations of organization to suggest organization's future target of research ＆ development. By this research, we discover 1. The R＆D appraisals procedure of market-technology-patent has analysis logic. 2. The marketing research finds the demands of consumers, and the demands of consumers may infer to the functions of products, and the functions of products may infer to the possible technology sources. 3. The possible technology sources may form the technical items of patent analysis matrix, and the functions of products may form the functional items of patent analysis matrix. 4. The two-dimensional technical/functional patent matrix completed by the market-technology-patent three procedures can easily define which technical/functional intersectional connection hole can be affiliated; however, to judge which technical/functional intersectional connection hole is more important still needs the advice of experts familiar to the technology and the industrial value chain. 5. The three organization exterior analyses of market analysis, technical analysis and patent map study have to coordinate the organization original core technology and the network relations appraisal.

本研究之目的,旨在探討PDM對台灣3C產業研發管理的影響. 先從台灣3C產業研發管理所涉及之組織環境,核心能耐,及組織與知識創造的關聯性做番檢視, 再將主題PDM對焦在研發管理的創新活動中, 復以流程的構面觀點, 透過個案訪談及實驗分析, 理出PDM對研發管理影響之脈絡如下: 一. PDM導入時,進入障礙傾向來自: (1) 研發人員心理. (2) 既有流程漏洞. (3) 橫向協調不易. 二. 需配合的推動要素傾向: (1) 技術系統客製. (2) 流程改造. 三. PDM對研發管理的直接助益傾向: (1) 團隊協同. (2) 專案導向. (3) BOM管理. (4) 既有資料庫整合綜效. 四. A公司導入PDM後, 組織能耐在 (1) 程序效能 及(2) 研發時程進度掌控上, 皆有可觀的進展. 領悟與啟示-----PDM真正帶給研發管理最大的助益, 在於 : 它會刺激我們省思, 加速改造流程..... / Abstract The purpose of this research is to explore the affections of PDM on the Research & Development management, in the environment of Tai- Wan`s 3C industry. Starting from viewing the environments of innovative organizations, Core competencies, and the relationship between the organization and Knowledge creating. Then, focusing the subject PDM on the innovative Activities of Research & Development management. And in the process Point of view, via interviewing of several parties together with experi- ment analysis, to sum up the veins of the affections of PDM on the Re- search & Development management as following : 1. When introducing the PDM system, the entering obstacles tend to cause from : (1) The psychology of Research & Development peoples. (2) The defects of existing processes. (3) Horizontally coordinating being not easy. 2. The key promotive factors to be operated in coordination tend to be : (1) Technical system customization. (2) Process reconstruction 3. The direct benefits of PDM for Research & Development management tend to be : (1) Teamwork co-ordination. (2) Project oriented. (3) BOM management. (4) The interated synergy of existing data banks. 4. After conduting the PDM system, the competencies of party A in the areas of (1) Process efficiency and (2) Research & Development sche- dule control perform conspicuous improvement. Inspiration ------ The most benefit of PDM truly impacts on Research & Development management is : It will stimulate us to make a self-exa- mination. To speed up to improve our process …….

近年來台灣製造業委外代工至大陸已是十分普遍的現象。從國外購買中間財貨、到國外設立跨國公司、購買國外製成品以國內的品牌進行銷售、或到國外找尋特殊投資關係合夥人等，都包含在委外代工的定義內。委外代工帶來了二個值得探討的議題：第一是委外代工對勞動市場的影響，包括失業問題和相對薪資的變化；第二，委外代工和經濟邊緣化問題之間存在尚未澄清的關聯，例如委外代工是不是會導致台灣經濟邊緣化、產業空洞化？因此，本論文分成兩大獨立的結構分別討論上述問題。 關於委外代工對勞動市場的影響，文獻上大多觀察下列現象（Feenstra and Hanson, 1995; Wood,1995）：製造業的就業規模是否縮減、整體製造業的技術勞動就業比例是否逐漸增加、整體製造業的非技術勞動就業比例是否逐漸下降、以及技術勞動和非技術勞動之間的薪資差距是否也逐漸擴大（反應出就業比例的改變）。本文對台灣的勞動市場進行研究，的確發現上述現象的產生。根據研究結果顯示，政府沒有理由限制傳統產業外移到大陸，反而要創造更好的高科技環境，積極地留住台灣的高科技產業。亦即，不同的產業需要不同的產業政策加以因應，雙向產業政策將是需要的。例如傳統產業，政府可以將政策提升到「委外代工國」的立場考量，讓獲利率低、生產不效率的產業委由大陸製造；對高科技產業政策政府則可試著採取「被委外代工國」的立場，積極創造更科技的產業環境，留住台灣科技產業和保住台灣科技產業代工王國的版圖。 對委外代工與台灣邊緣化議題的探討，主要源起於泛藍和泛綠在兩次總統大選中的兩岸政策的爭議─是否要「三通」。事實上，針對台灣是否會被邊緣化兩大陣營均尚未整理出一個完整的說明。透過Krugman and Venables（1995）模型闡述可以清楚地了解：邊緣化只是運輸成本下降的一個過程，不會是最終的結果。同時，運輸成本的下降並不是會造成邊緣化的唯一決定因子。產業關聯性和產品之間的替代程度都扮演相當重要的角色。因此，對不同產業設定特定政策才能達到抗邊緣化的效果。 / Outsourcing is the current trend between Taiwan and Mainland China in recent decade. Inclusive of importing intermediate inputs, setting up multinational firms, purchasing final goods produced abroad, outsourcing brings two topics worthy to discuss. My thesis is structured into two independent projects: one is to discuss the effects of outsourcing on unemployment and changes in relative wages, and the other focuses on the issue of whether outsourcing leads to Taiwan deindustrialization. The main findings in the first project are consistent with the major conclusions suggested by several studies（Feenstra and Hanson, 1995; Wood,1995）that: declining share of manufacturing employment in total employment, increasing share of skilled workers’ in total manufacturing employment and in total wage bill, while the converse in unskilled workers. Therefore, we have no reasons to limit the unprofitable and traditional industries to move out. What we should do is to develop and expand the higher-skilled sector and to encourage high-technology industries to upgrade the production with the most comparative advantage. Different industrial policies applicable to different features of each industry are necessary. To announce a rough and uniform policy will probably do more harms than goods. What unearthed from the second project is that concerns of economic periphery voiced by Pan-KMT and Pan-DPP alliances did not tell the full story. Krugman and Venables（1995）can be applied to show that economic periphery is just one of the points in the process of a dynamic development with reducing transportation cost. Besides, transportation cost is not the only contributor to “core and periphery” pattern. Share of intermediate input and elasticity of substitution for manufactured goods are also playing important roles. Therefore, different industries should be applicable for different policy arrangement.

2001年9月4日HP（惠普電腦）的執行長Carly Fiorina宣佈將以250億美元價格收購Compaq（康柏電腦），這樁購併案不但金額上是電腦業過去最大的一筆交易的兩倍，而且也是惠普公司六十三年歷史中最重要的一樁買賣。HP和Compaq合併後，將成為全世界第二大及名符其實的「日不落」電腦公司。合併後，這兩家公司過去四季以來的營收總合為874億美元，僅次於IBM。 本研究係以惠普台灣分公司ESG（企業系統事業群）中，其中一項產品「工業標準伺服器」事業部為個案的研究。探討惠普及康柏兩家公司合併前後，此產品事業部的公司組織及營運策略。藉由探討策略的三構面：(1)營運範疇(2)核心資源(3)關係網路，以及運用策略九說中「四競技場」的分析架構：(1)價值與效率的競技場(2)結構與能耐的競技場(3)體系與實力的競技場(4)同形與異質的競技場。了解合併前後三家公司在經營此事業的不同處，並對關連性問題提出建議。 期望本研究三點主要研究目的，對於同質性企業合併時，可以提供有意義參考的價值： 一．從策略三構面：(1)營運範疇(2)核心資源(3)關係網路，剖析合併前 後三個案公司。 二．從四個競技場：(1)價值與效率的競技場(2)結構與能耐的競技場(3)體系與實力的競技場(4)同形與異質的競技場的分析，了解合併前後三個案公司的競爭優勢。 三．惠普台灣分公司在工業標準伺服器事業，合併後的營運績效是否達到合併綜效的目標。 藉由本研究的結論，對於想進行同質性企業購併的企業經營者，可以找到更有意義的啟發。乃至於利用更短的學習曲線，創造合併後的獲利契機。 / The Graduate Institute of Business Administration National ChengChi University The Study of organization and business strategies of Industry Standard Server in Hewlett Packard Taiwan before and after the merger of Hewlett Packard and Compaq Computer On September 4th, 2001, Carly Fiorina, CEO of Hewlett Packard announced the merger of Hewlett Packard and Compaq Computer at USD25 billion dollars. This amount was in fact twice as much as the biggest merger that had ever happened in IT industry, and moreover, it is the most important decision that has been made in HP’s 63-year history. After the merger, Hewlett Packard has become the worldwide number two computer company, an empire where the sun never sets. The annual revenue of new Hewlett Packard totals 87.4 billion dollars, only second to IBM. This research is to pick the product “Industry Standard Server” that belongs to the business unit of Enterprise Solution Group in Hewlett Packard Taiwan to do the case study. The theories I will be using are: 1) the three dimensions of business strategy: a) business scope; b) core resources; and c) relationship network and 2) the four competitive strategies: a) value and effectiveness; b) position and strength; c) group and core competence; d) industry and differentiation Through the change of the organization and its business strategy before and after the merger, I will come up how the three companies – Hewlett Packard, Compaq and the New Hewlett Packard have their own business strategies and will also provide suggestions to related questions. By the end of this research, I hope some points can be made and provided to companies that are planning to have their horizontal integration. I will do so by observing and analyzing from the following three aspects: 1) To analyze the three companies by the three dimensions of business strategy 2) To analyze competition advantages of the three companies, before and after the merger. 3) To analyze how Industry Standard Server Business Unit in Hewlett Packard Taiwan achieves Synergy through the merger of the two companies Finally, the intention of this research is to help and to provide advise to those companies that are planning to have their horizontal integration, and hopefully through this research, a shorten learning curve will benefit them and through such integration, synergy will be seen.